David C. Barnett is an author, consultant, and international speaker who helps entrepreneurs buy, sell, finance, and manage small and medium-sized businesses—with a practical emphasis on reducing risk and improving exit outcomes. (businessbuyeradvantage.com) Early in his career, he worked directly with business owners as a major account representative at the Yellow Pages, then founded Advantage Liquidity Partners to broker commercial debt solutions (including loans, leases, and mortgages) for hundreds of SMEs. He later joined Sunbelt Business Brokers, earned the Certified Business Intermediary designation from the International Business Brokers Association, and also received the Certified Machinery/Equipment Appraiser credential through the NEBB Institute—experience that informs his work around valuation, deal structure, and the “goodwill” drivers behind sustainable customer trust. Barnett hosts the Small Business and Deal Making podcast, where he shares deal-making lessons for owners and buyers, and he’s the author of multiple business books including Invest Local, Franchise Warnings, and How To Sell My Own Business. (Apple Podcasts)
David C. Barnett frames the conversation around a buyer-and-operator reality: online reviews aren’t just “marketing”—they show up as measurable goodwill, visible risk, and a signal that influences how customers discover and choose businesses. He brings George Swetlitz on because Swetlitz has lived the multi-location, acquisition-heavy environment where reputation becomes operationally and financially consequential.
Barnett introduces Swetlitz as someone who previously ran a large roll-up in audiology and then built RightResponse AI after seeing how hard it was to manage reputation at scale. Swetlitz describes being pulled deeper into leadership during COVID, shutting down and reopening clinics, and navigating the chaos of running a distributed business. Over time, he says the company completed “40 or 50 acquisitions” and operated “220 locations,” which forced them to formalize how they evaluated acquisition targets—and reputation became a major input.
Barnett pushes for specifics: how did acquisitions work, and what made a target “fit”? Swetlitz explains a three-part approach. In a new city, they wanted a “platform” rather than a single location—something with leadership strong enough to grow the region. In existing markets, they looked for add-on acquisitions that could be integrated into the platform. They often maintained the platform brand rather than rebranding everything under a single national name, deciding case-by-case whether to keep, merge, or roll brands based on local realities.
That sets up the core point: reputation wasn’t abstract. Swetlitz says they reviewed “all sources of reviews,” and a poor reputation could kill a deal outright—or radically change pricing. A strong platform with a leader could command a much higher multiple, while a single location with weak reputation might only get “asset value.” Barnett then asks the question many owners quietly worry about: how do businesses with bad online reputations stay alive? Swetlitz points to price sensitivity (“price and the moment you bought it’s service”) and to local competitive universes where “everyone just has a bad reputation,” so market share remains stable despite mediocre sentiment.
From there, Barnett steers the conversation toward operations: what do you do with reviews when you have dozens—or hundreds—of locations? He highlights the management trap of using a single star rating as a blunt KPI. Swetlitz agrees and describes what it felt like before better tooling: managers can end up “just yelling at your team, do better get your ratings up,” which isn’t actionable. Barnett echoes the need for real operational levers, not scorekeeping.
Swetlitz then lays out the “Voice of Customer” approach RightResponse AI is built around. The system uses sentiment analysis, but not as a simplistic “good vs bad review” classifier. Instead, it aims to extract what people are actually reacting to inside a short review—because a customer can praise one aspect and criticize another in the same paragraph. He gives the pattern: “I love the burgers, but I hated the fries,” or “the room was a mess, but the people were nice.” The point is to break down reviews into topics, measure sentiment per topic, and roll those insights up over time.
Barnett asks how they get to deeper insight, and Swetlitz answers directly: “A hundred percent” it’s by analyzing what customers actually wrote. He describes an onboarding step where RightResponse AI develops a set of topics (often around 20) that are relevant to the business type (e.g., a law firm’s staff helpfulness, case outcomes, etc.). When a review comes in, he says one “agent” breaks the text into phrases, another checks whether a phrase is actually about that business (filtering out irrelevant comparisons), and then the system maps sentiment strength and polarity to the relevant topic.
This becomes especially powerful in multi-location environments. Swetlitz describes a metric like “percent positive” for a topic—e.g., customer service is positive 90% of the time—and then comparing each location’s topic scores to the network average. Barnett immediately sees the operational upside: “I immediately thought… that would be really useful for someone who has a multi-location business,” especially for spotting underperformance or transferring best practices. As Swetlitz tells it, the data often reveals a familiar truth: locations that underperform across customer sentiment topics correlate with unprofitable sites, and the analysis helps leaders identify what to fix rather than simply demanding higher star ratings.
A major turning point in the discussion is discovery and ranking. Barnett calls out something that surprised him: “you mentioned something that was news to me” about Google interpreting review data as part of search. Swetlitz explains the “recency” problem with averages. A business might show “a thousand reviews all time” and a 4.8 rating, but if the last few months are sparse and trending lower, that’s what matters most for visibility. He puts it plainly: if you got “900 reviews 10 years ago, Google doesn’t care… that’s like ancient history.” Barnett reinforces the takeaway: while no one outside Google knows the exact formula, there’s “some kind of recency bias,” and owners need to understand what’s happening now—not only for themselves, but for competitors who may be outpacing them month by month.
They also connect review content (not just ratings) to discovery. Swetlitz argues that reviews with text give Google more information, making the business more relevant for certain searches. Barnett translates that into a memorable analogy: Google is “almost treating… the reviews, kind of like an FAQ page” that gets indexed and used to match intent.
That leads into what may be the most philosophically interesting thread: the tension between AI skepticism and authenticity. Swetlitz observes that many people try to make AI “sound human,” but he rejects that framing: “I have no interest in sounding human. I wanna sound relevant.” His claim is that contextual relevance—real details tied to the business—reduces the “AI detection” impulse because the response actually helps the reader. The critique is sharp: many businesses use templates that just repeat the review back (“glad you love the brioche”), which Barnett agrees feels thin. Swetlitz’s approach is to “bring the website to the response” by incorporating business-specific facts (owner background, menu composition, hours, parking instructions, location-specific realities, time-limited offers). Barnett hears this as more than politeness—it’s “advertising in the replies,” and Swetlitz adds a blunt behavioral observation: “More people read reviews than visit websites.”
Barnett then raises the small-business constraint that powers the whole “minimal effort” promise: if you’re doing good work but “nobody’s leaving any reviews,” you’re missing the ecosystem. Swetlitz frames this as one of three kinds of “revenue leakage”: (1) bad experiences that aren’t being fixed, (2) shoppers who read reviews but don’t get a reason to choose you because responses are unhelpful, and (3) insufficient volume of reviews. For review generation, he advocates personalization and emotional connection in the request, plus simple prompts because “a lot of people say they don’t leave reviews ’cause they don’t know what to say.” Barnett brings up a practical gamification tactic he saw in the wild (server-specific QR codes and incentives). Swetlitz validates it—“It’s great”—and describes going further by assigning QR codes per employee and measuring conversion (scans initiated vs reviews completed) so managers can learn from top performers.
Finally, Barnett returns to deal-making: reputation affects valuation. Swetlitz says multiples can be dramatically different and that “the multiple could be double” for a business with strong reputation because buyers are pricing risk. Barnett offers a clean framing—reviews as a quantification of goodwill—and Swetlitz agrees, connecting reputation directly to the premium paid above asset value. Barnett closes the loop for his audience: if you plan to sell, you need to think like a buyer, study your local competitive landscape, and deliberately earn the kind of goodwill the next owner will pay for.
[00:00:00] David Barnett: I've clicked the button and I can see that we have check marks. I have to go do the Instagram thing manually over here for some reason. There it is, right there. Go live. All right. And I can already see people are piling in. So today we got George Switz. He's here with, uh, right response ai. We're gonna be talking about online reviews for business.
[00:00:28] David Barnett: And, uh, I'm gonna play the intro reel and then we'll get right back in here and, uh, and we'll have a chat. I'm David C. Barnett and you're tuned in to Small Business and Deal Making, the podcast YouTube channel and blog where I talk about buying, selling, financing, and managing small and medium sized businesses.
[00:00:45] David Barnett: While controlling risk. So if you're looking to take control of your future through buying a business one day, or if you already own a business and you're looking to grow or exit, you've come to the right place. I talk about interesting things, I talk to interesting people, and I answer your questions every week right here.
[00:01:00] David Barnett: So be sure to hit like and be sure to hit subscribe and let's get to it. Are you thinking of growing your business or beginning a journey into entrepreneurship? Take a shortcut to success by buying an existing and profitable business the right way. Visit business buyer advantage.com and learn more about my online training group coaching and consulting services designed.
[00:01:22] David Barnett: To help you win. Hey, welcome George. How are you today?
[00:01:29] George Swetlitz: I'm doing great. Great to be here.
[00:01:32] David Barnett: Great to have you. Uh, I'm excited because, uh, you know, on this channel we talk about buying and selling businesses. And you have a background in this very field. Uh, you were doing an audiology roll up, uh, and then you later got into the, the product that we're gonna be talking about today and, and the whole importance of online reviews.
[00:01:54] David Barnett: Um, can we. Get things started by having you give us just a bit of your background. Like how did
[00:01:59] George Swetlitz: Sure.
[00:01:59] David Barnett: Where, how did you come up in the world of business and how did you end up, uh, with that roll up opportunity that you were doing in the audiology space?
[00:02:07] George Swetlitz: Yeah, so, you know, I, I've done a lot of things over the course of my career, but one of the things I did was some consulting with, um, uh, private equity firms and so.
[00:02:20] George Swetlitz: There was a particular private equity firm that was making an investment and they asked me to join the board. And so I joined the board, did that for a while and then COVID happened. And when COVID happened, they asked me to get more involved, kind of be CEO, and help navigate through this very difficult time.
[00:02:36] George Swetlitz: And so, you know, we shut down all the clinics and had to reopen all the clinics. It was a very stressful and complicated time. I bet. And yeah, it was. Get nightmares sometimes thinking about all of that. But in any case, um, over the course of that time as a company, we made 40 or 50 acquisitions and so, you know, learned a lot from the private equity firm about how to do that at scale and what we looked for and.
[00:03:06] George Swetlitz: Reputation was one of the, was was one of the things that we looked at a lot in making acquisitions, and it's a, it's a much, it's more comp. We can dive into that a little bit, but it was, it was a, it was a, a very important part of what we did. And then in, in, in 21, we, we exited the business and, uh, when chat CPT came out in 2022, some of the things that we struggled with when we, when we.
[00:03:34] George Swetlitz: When we were working on the reputation side, I thought we could solve using ai and so I got a team together and we built right response AI to address some of the issues that we saw when we were buying and selling and running, uh, you know, 220 locations.
[00:03:53] David Barnett: So 220 locations. So obviously this is spread out multiple cities, multiple states.
[00:04:00] David Barnett: Can, can you give us just a little bit of an insight into how you did the acquisitions? Were you always looking to grow to new markets or were you looking to, to consolidate within the same city? Like what, what was your methodology, I guess, for, for trying to find targets or, or to know if someone would fit within your plan?
[00:04:18] George Swetlitz: Yeah, so there were kind of maybe three elements to that. So one was if we went into a new city, we, we, we needed to buy what we would call a platform. So we wouldn't buy a single location business if we went to, if we went into a new location, we needed to be able to know that we were buying a leader who could help us grow within that market.
[00:04:39] George Swetlitz: Because, you know, when you, when you pay a multiple for a business, you have to grow. We can talk more about that, but you have to grow. And so, you know, part of that is having a team that can help you grow. So best case we would, we would have a leader that we thought could help us grow in the region.
[00:05:00] George Swetlitz: Middle case is we had a leader that we thought could grow the platform, right? So kind of a slightly different element. And if we didn't feel like we had that we couldn't make the acquisition. In a new market, in an existing market, we were primarily looking for add-on acquisitions. So that would be, and we wouldn't necessarily care whether the manager wanted to retire or not, because we had a platform that could, that we could consolidate that business into.
[00:05:35] David Barnett: And were you rebranding these all with a, with a common name? Or, or were you carrying the flags of the platforms that you had acquired?
[00:05:43] George Swetlitz: We were carrying the flags of the platforms.
[00:05:46] David Barnett: Okay. So that, that bolt-on location might have changed its signage, but in that city you were maintaining the the platform brand.
[00:05:54] David Barnett: Okay, that makes sense.
[00:05:55] George Swetlitz: As part of the acquisition process, we would decide like, what are we gonna do with this brand? Are we gonna keep it, are we gonna roll it into. Platform, are we gonna roll it into our kind of company name? Like we had a lot of options based on what the overall environment was, but that was kind of secondary to who's gonna run this thing, how are we gonna get a return on this investment?
[00:06:15] George Swetlitz: And that was always the kind of key, uh, key thing we would spend a lot of time talking about.
[00:06:21] David Barnett: Now, you said reputation was really important. Can you give us an idea of how, at that time you were looking at reputation? I mean, you mentioned online reviews. Can you give us an idea of what you were looking for?
[00:06:32] George Swetlitz: Yeah. So if, if, if, uh, you know, we would look at reviews, all sources of reviews, and we would look at those and if the business in our view had a bad reputation, we might decide we can't buy this business at all. It's just too bad. Now, if we had a, a platform with a great leader and they were in a great market and we could rebrand, maybe we could figure out how to do that, but we weren't gonna pay much for that business.
[00:07:01] George Swetlitz: That would definitely impact the price we were willing to pay.
[00:07:05] David Barnett: Okay.
[00:07:05] George Swetlitz: If you, if you were a platform with a leader that could grow the region, you were gonna get a big multiple from us. But if you were a single location business with a bad reputation, like we might just offer you asset value, right? So, you know, it was reputation had a big impact.
[00:07:24] George Swetlitz: A single location business with a great reputation and some great employees could get a good price if we felt like we could grow that business.
[00:07:33] David Barnett: So, so let me ask you this then. So you looked at, I'm, I'm guessing you did see some come across your desk that had a poor reputation, which is how you helped to determine this methodology that you eventually settled on.
[00:07:45] David Barnett: How do you think businesses with bad reputations online carry on doing business? Is it simply that there's a group of customers that don't look.
[00:07:55] George Swetlitz: I think a lot of times it's price, so people might overlook reputation for price if they feel, you know, you know, the old, the old saying when you're buying its price and the moment you bought its service.
[00:08:09] George Swetlitz: Right, right. You know, that's what hap that would happen to us all the time. You know, I need the best price for this hearing aid. And then the minute you sold 'em, like, why am I not getting this amazing service? Well, you know, you paid the parking basement price. You don't get the service,
[00:08:22] David Barnett: the, the, the quality price service triangle.
[00:08:24] David Barnett: Right. You can have two, but never all three. Yeah, yeah.
[00:08:27] George Swetlitz: Right, right. So, so that was part of it. I mean, you know, off, sometimes it might be that, that market. From the competitive environment, everyone just has a bad reputation. You know, if you are one of three people with a bad reputation, it doesn't matter.
[00:08:47] George Swetlitz: You're still gonna get your share of the business. So that's this notion that, and, and what we struggled with running 220 locations is that every location exists in its own competitive universe. It's a lot of work to figure out what's driving performance in a location. Is it the people? Is it the history?
[00:09:14] George Swetlitz: Is it the competitors? What is it? That's really hard, but it's really important. If you're trying to drive growth, you gotta understand that. 'cause otherwise, as a manager, you're just yelling at your team, do better get your ratings up. You know, you know, you could just, you yell at them, but they don't, you know, they're busy taking care of customers every day, so you can yell at them all you want, but if you're not telling them specifically what they need to do to improve, you're not really being helpful.
[00:09:43] George Swetlitz: And so part of what we tried to build was something that allows. An organization to tell the managers exactly what they need to do to improve the business.
[00:09:55] David Barnett: Well, o okay. We're, we're, we're gonna dive into those things. Yeah. But, but would you then start to make the online reported reviews and scores part of the, uh, evaluation criteria for the leaders you had in the organization?
[00:10:10] George Swetlitz: So we did, you know, we, we didn't do it. Like I would do it today knowing what I know now. We did a little bit. We did a little bit, but again, you know, it's, it's one thing to, it's one thing to go and yell at somebody. You have a 4.2 and everybody else has a 4.5, get to a 4.5. You know, that's not really helpful.
[00:10:33] George Swetlitz: But that's all that we knew at the time. Like at that time, that's the only information we had. 4.2 versus 4.5. Now with our software, you can say, look, you're a 4.2, because customer perception of your service is low. Why is that? It's lower than it is in 80% of the businesses that we run. Why? And so we can actually help, you know, we.
[00:11:00] George Swetlitz: Businesses can help their managers now by, you know, unpeeling the onion and letting them know what it is specifically that customers are reacting to.
[00:11:12] David Barnett: And are you determining this by analyzing the, what's been written by the customers? Is that how you're able to get these further, deeper insights?
[00:11:21] George Swetlitz: A hundred percent.
[00:11:23] George Swetlitz: A hundred. So it's sentiment analysis of the reviews. And so it's not sentiment analysis in the sense of like, oh, this review was a good review, or this was a bad review. It's, you know, think about a restaurant. I love the burgers, but I hated the fries. The, the, you know, the, you know, the, the, the room was a mess, but the people were nice.
[00:11:42] George Swetlitz: So there's a lot of things that can be being said in a very short amount of text, and you have to pull those things apart. Identify what is it that they're talking about? What, what's good, what's bad, and then roll it up over time.
[00:12:02] David Barnett: What, when you and I were speaking before, um, you mentioned something that was news to me about how.
[00:12:09] David Barnett: Google basically interprets the review data in as part of their search algorithm. You want, you wanna share that with people? 'cause I think there's a lot of business owners out there who have no idea this is going on.
[00:12:22] George Swetlitz: Yeah. So you know, one of the things that's interesting, so when you look at Google, it says a thousand reviews all time, an average rating of 4.8.
[00:12:32] George Swetlitz: But if you. Take the reviews and then you analyze them. What you might find is that you only had five a month over the last three months, and your average review, your average rating over the last three months was a 3.7. I see this so more recent,
[00:12:49] David Barnett: waiting of the data is poor than the average in this case.
[00:12:52] George Swetlitz: That's right. So, so you're sitting there going, why am I not hiring the rankings? I have a 4.8. Well, the fact that you got 900 reviews 10 years ago, Google doesn't care about that. That's like ancient history, like what's happening now, what's going on now? And so you have to know what's going on now for you and you have to know what's going on now for your competitors.
[00:13:14] George Swetlitz: Right. You know, I, I had a, uh, I have a customer and that had, oh, more all time reviews, better all time rating, but when we broke it down over the last six months. Their competitor was really trying, getting a lot more reviews every month, much higher rating. And so they had surpassed our client who had no idea that this was going on, that their customers were actually trying, they were focused on this, and their customers had overtaken them in the rankings.
[00:13:48] George Swetlitz: And this was part of the reason why.
[00:13:53] David Barnett: So, so it's not just your average over the long term. What's important is what's happening in, in a certain window, maybe 90 days. And obviously we don't know for sure what Google's doing, right? But
[00:14:06] George Swetlitz: right
[00:14:07] David Barnett: from, from what you've looked at, there's some kind of recency bias to their evaluation of these businesses.
[00:14:13] David Barnett: And so when I go into, because I do this when I travel, I'll go into Google Maps, I'll, I'll find myself on the map. I'll just type something like restaurant for example, and it's, it'll put little pin pinpoints all around me of the restaurants that happen to be around me. And what you've come to realize is that the results are being filtered through this kinda lens a little bit.
[00:14:35] George Swetlitz: That's right, that's right. And it's not only the re you know, the re, you know, the re the ratings, it's also the content of the reviews. Reviews that have content, give Google more information. So if you're looking for something in particular, you could have, you know, two, two French restaurants. And if in one French restaurant people are talking about the food for whatever reason, right?
[00:15:05] George Swetlitz: It's not, maybe it's not a great example, but in the other restaurants, they're not talking about food items. Then you say that you want. You know, a brioche, right? If Google, if somebody's talked about a brioche and you say brioche, they're gonna put that because it's more relevant to your search. You asked for a brioche and so.
[00:15:24] George Swetlitz: It's relevant.
[00:15:25] David Barnett: So, so they're almost treating like the reviews, kind of like an FAQ page on someone's website that's been searched by their, their robot. Right. So they, they, they've kind of, they're cataloging the content of all the reviews and they're making that part of the discovery feedback for the, the searcher, the user of the platform.
[00:15:44] David Barnett: That's, that's, that's interesting to me. Um, we, we. George, we've got a whole bunch of people here. We're piled in. We've got, uh, Kevin, uh, who's from Central Florida, who says Good afternoon. Hi Kevin. Uh, Tom is from Santa Monica says hello. Hey Tom. Good to see you there. We have, uh, DDCL Home Improvement says Good morning.
[00:16:04] David Barnett: Good to see you. And we also have someone, uh, tuned in from the uk. Victor over in Nottingham says, hello. He's given us a like, thank you very much, Victor. And I'll remind everyone, if you're enjoying the conversation, please hit that like button on whatever platform you happen to be watching. Uh, it does show people that it's a, it's a good conversation.
[00:16:20] David Barnett: Um, let's, let's talk about this be a little bit in, in a little bit deeper because one of the things that, uh, that you said to me about, about your tool is that in multi-location businesses. You're able to do the same kind of thing where you are analyzing people's reviews, but you can start to give feedback one location versus another.
[00:16:45] David Barnett: Based on comparative information. Can, can you and I immediately thought, well, that that would be really useful for someone who has a multi-location business, right? To know if, if something isn't quite up to snuff at one of the locations or, or maybe identifying if, if one of your operator, uh, managers has got something really great going on to maybe try to bring that best practice across the field.
[00:17:06] David Barnett: Can you talk to us a little bit about that?
[00:17:08] George Swetlitz: Yeah. So what, what happens when a review comes in? We do a lot of things to reviews, but when a review comes in, one of the things that we do is we analyze it for the sentiment that we talked about. So when, when a, when a customer onboards with us, we develop a set of topics that is relevant for that business.
[00:17:28] George Swetlitz: So if you're a personal injury law firm, the topics are gonna have to do with. You know, the, um, the success of the, of the lawsuit or, you know, uh, how, you know, how helpful the staff was or the lawyer was. You know, it's, it's whatever makes sense for that business. And there's usually about 20 topics. And so when a, when a review comes in, we break the review into phrases.
[00:17:59] George Swetlitz: First, the first agent breaks it down into phrases. The second agent looks at every phrase and says, is this relevant to the customer's experience with the business? So if the customer says, I was with, I went to this other law firm, you know, and they were terrible. Well, that is not a negative sentiment about this business.
[00:18:16] George Swetlitz: So we throw that out.
[00:18:18] David Barnett: Right, right,
[00:18:18] George Swetlitz: right. So we get down to a, a list of phrases that are related to the customer's experience with the business, and then we. Look at the sentiment, positive, negative strength, all of those things, and map it against the topic. So now imagine you have hundreds of these reviews.
[00:18:36] George Swetlitz: You have it across locations where now you can map averages. So you can say your average percent positive on, you know, customer service is 90%. So nine outta 10 times people say positive things about customer service. One time outta 10 they say negative. And so you can plot that and say that's your average, and then you can look at every location and say you have 10 locations.
[00:19:01] George Swetlitz: You can then plot their percent positive right in a line, and you can see who's outperforming the average, who's underperforming the average. What we find when with our clients often is that some locations just outperform on everything,
[00:19:21] David Barnett: right?
[00:19:22] George Swetlitz: And other locations just underperform on everything. And when we work with our clients and we say, Hey, is that one profitable?
[00:19:29] George Swetlitz: They're like, oh, it's interesting. You know, the one that's on the left is our unprofitable location, right? Well, yeah, because they're underperforming on all the metrics. Customers aren't happy. You know, you're spending a lot of money to make customers happy, right? So you have an issue there. You gotta go solve that problem.
[00:19:43] George Swetlitz: So that's how we use with multi, multi-location businesses. That's how we help owners, managers, leaders understand. Where they have a potential issue. And what's interesting is that it's not always in a restaurant. You might have one, some businesses that overperform on food and underperform on service, and then you have others that are the opposite.
[00:20:09] George Swetlitz: And so now you have the ability to go in and say, look, if you could just get your service score up to where your food score is, you'd be knocking it out of the park. You'd hit your bonus. You know, you do all of these things and now you're giving the manager something tangible that they can actually.
[00:20:22] George Swetlitz: Focus on.
[00:20:22] David Barnett: Well, and I just think it's interesting how I'm, I'm guessing you're, because you're analyzing all this stuff and the data starts to pile up, you can probably then say, you know, like a certain percentage of people are complaining about the cleanliness of the entry or something like that. But it is really actionable item, like
[00:20:40] George Swetlitz: Right,
[00:20:40] David Barnett: fix this in the business.
[00:20:41] David Barnett: Right. Um, you, and, and you can al can you also apply this methodology against. A competitor's business and analyze their reviews too?
[00:20:51] George Swetlitz: Absolutely. So you can take any competitor and you can analyze their reviews against your KPIs, so your topics, and then you can put them side by side and you can see where they're outperforming and where they're underperforming.
[00:21:06] George Swetlitz: And you can take the areas where they're underperforming and turn that into your marketing strategy. Right? So when you are going out and talking about your business. You can be focused on the things that the data is telling you. Your customers are weak at
[00:21:21] David Barnett: your competitors. Yeah,
[00:21:21] George Swetlitz: I'm, I'm sorry. Your competitors are weak at, yeah,
[00:21:24] David Barnett: so, so if everyone's complaining about their hours, my headline should be that we have the most customer friendly hours of operation or something.
[00:21:33] George Swetlitz: That's right. And then you want that to come out in the review responses.
[00:21:39] David Barnett: Tell us about that. Because, because one of the things that you do is you, you help to, to initiate the review. So if I, if I serve a customer in my store, I've got some kind of sales record I'm putting into my computer, and, and you then are able to use that to help invite the person to, to leave a review.
[00:21:59] David Barnett: Can you tell us a little bit about that?
[00:22:00] George Swetlitz: Yeah. So before I start there, I, I wanna make a statement.
[00:22:03] David Barnett: Sure.
[00:22:04] George Swetlitz: And the statement is that people think about ai. Kind of the, everyone's trying to sound human, right. If I, if I'm writing an article, I want that article to sound like it, a human wrote it and not an AI thing.
[00:22:21] George Swetlitz: So there's this whole thing in the world about like sounding human. I have no interest in sounding human. I wanna sound relevant. I wanna sound contextually relevant to my customers and my potential customers. If your requests and your responses are contextually relevant, people will stop trying to figure out, well, who wrote it because it's relevant.
[00:22:52] George Swetlitz: So let's kind of think about that in a to What happens is when we onboard a customer, we read all their reviews, we read all their responses, and we go read their website. Read everything, and we look at the reviews and we say, what are people talking about? What are people talking about? Now, that's not to say it's what people should be talking about, but it's today.
[00:23:17] George Swetlitz: What have people talked about? And then are there responses that have helpful and useful information? Most of the time the answer to that is no.
[00:23:29] David Barnett: Okay.
[00:23:30] George Swetlitz: Because people use templates and just say, I love it.
[00:23:33] David Barnett: You're great.
[00:23:34] George Swetlitz: It just repeats, you know? Yeah. The review says, I, I love the brioche, and the response says, oh, Darrell, I'm glad you love the brioche.
[00:23:43] George Swetlitz: Right? I mean, it's kind of right. The whole thing is, is kind of ridiculous. Okay. So what we do is we read it. So let's say, let's make it, let's make it a deep, we love the brioche and the fact that you have French menu items. So a generic AI responder will say, oh, I'm glad you love the brioche, and that we have French menu items, and that's generic trying to sound human, but it's not contextually relevant.
[00:24:10] George Swetlitz: What might be interesting is that half your menu items are French. The owner is from France, right? Like there's stuff about the business that might actually be on the website. That's very relevant and interesting. So if the response is, glad you love the brioche. Half our menu items are French because our owner grew up in France and loves French cuisine.
[00:24:36] George Swetlitz: Right? That's. A contextually relevant response that's actually interesting to a review reader. So a review readers reading it and going, oh wow, that's really interesting, honey. Did you know there's this place and the owner from France and now I'm gonna go to advertising
[00:24:53] David Barnett: in the replies?
[00:24:55] George Swetlitz: Right? More people, especially with AI overviews more, more people read reviews than visit websites.
[00:25:04] George Swetlitz: So people spend all this time building out a website. The customer's sitting reading reviews. And so what we're trying to do in the response is bring the website to the response. So we have a fact sitting in the system that says, if the customer talks about French menu items, add in your response that half the half the menu is, is French menu items, including this, that and the other.
[00:25:29] George Swetlitz: And the odor grew up in France and you can make as many of these facts as you want. And so that's what I was saying, if, if. Somebody mentioned something about anything about hours open, early, open, late, it can be tangential. Then the response can include, we have, yeah, we have more open hours than anybody in the business.
[00:25:53] George Swetlitz: We're open and here's our hours. So somebody says, I, I, I got there early and they were open. Yep, you're right. We have, we have better hours than anybody We're open, you know, whatever. Not only is that relevant to the reader, but ai, AI's reading all that stuff now. So if you say into an AI overview, tell me about a restaurant that's open late, right?
[00:26:20] George Swetlitz: And it just read that your hours are until 10:00 PM it's gonna say, oh, you, if you're looking for a French restaurant that's open till 10:00 AM, you know, 10:00 PM you should visit this place.
[00:26:32] David Barnett: Yeah. Yeah. Can you, they're just more and more important and those, so, so are those sort of layup facts that you said you, you define them, right.
[00:26:40] David Barnett: So, so if I was gonna, if I had this French restaurant and I said, you know, next month I'm gonna have this special time limited offer, I could actually program in the AI to be replying, Hey, if you'd like it, you should come back next month. 'cause we're, we're doing this special meal, but only for November.
[00:26:57] George Swetlitz: That's right. You can do stuff like that. You can do, and in a multi-location business, you can have, you can have some facts that apply to your whole company. You can have other facts that apply to certain locations.
[00:27:07] David Barnett: Hmm.
[00:27:07] George Swetlitz: Like we had a location, when I was in the hearing business, hearing aid business, we had a location that was kind of in an urban, like it was a suburb, but it was kind of a, you know.
[00:27:14] George Swetlitz: Uh, you know, kind of outside of New York City, and it was hard for people to find parking. So it was unique to that particular location. And they had a parking lot behind the building. And people would say, you know, a 75-year-old would say, I couldn't find parking. I, you know, I couldn't, I missed my appointment.
[00:27:29] George Swetlitz: So you have other older people reading it going, I'm not going to this place. But AI could say, oh, you know, sorry, you had difficulty. Next time the parking, there's actually. 70 spaces behind the building, including two accessible spaces. You should never have a problem finding a parking space. So the people reading that potential customers go, oh
[00:27:52] David Barnett: yeah,
[00:27:52] George Swetlitz: these guys had lots of parking.
[00:27:53] George Swetlitz: I'm gonna go here. They care. They care enough to actually answer this question. So, you know that that's what it's all about. Uh,
[00:28:02] David Barnett: okay, so, so let's talk about getting the reviews. 'cause obviously what you're implying is that. If I'm doing a great job and nobody's leaving any reviews, I'm being left out of this whole ecosystem, right?
[00:28:16] David Barnett: Because now the AI's not reading reviews 'cause there are none. Google thinks my business is terrible 'cause nobody's bothering to leave reviews. I'm being marginalized maybe without even knowing it. So, so. How do you get people to, to take a moment and leave a review? Because I, I know I speak to a lot of business owners who say that they have a hard time getting people to actually do it.
[00:28:39] George Swetlitz: Right. So a couple things. So let me just kind of, let me just frame this out, right. So we've talked about a couple of things. So there are three sources of leakage. My view, revenue leakage in the system. One is when you have bad reviews. Because your service is actually bad, something's wrong, and you're not fixing it, and so you're alienating customers.
[00:29:04] George Swetlitz: They're not gonna come back. That's that's revenue leakage associated with bad performance that you can find through sentiment analysis. There's leakage associated with people who come to your reviews and end up choosing someone else because you didn't give them a reason to choose you. That's the response.
[00:29:26] George Swetlitz: Leakage. And you're talking about the third source of leakage, which is, I don't have, I don't have enough reviews. I need more reviews.
[00:29:34] David Barnett: Hmm.
[00:29:35] George Swetlitz: Okay. So, and this is especially important in home services businesses, you know, in, in any business, like a restaurant, people just love leaving restaurant. I mean, they just like, you know.
[00:29:51] George Swetlitz: It's crazy how many restaurant reviews got left.
[00:29:54] David Barnett: I, I, listen, I've seen them and people have photos of the food. They have photos of themselves. If they're there for a birthday party, they got the selfie, the group selfie of them all there. And they want, it's almost like they wanna show how great a time they have.
[00:30:06] George Swetlitz: Right, right. So, but in businesses that might get. Five or 10 reviews a month, you wanna be getting 15 or 20 or 25, like you wanna maximize that review potential. So it's all about the conversion of the request to the review and what we, what we have, what we do, and what we've seen is that making that request quest more personalized, more emotional, increases the conversion rate.
[00:30:41] George Swetlitz: Right. People know. Think, think about a home services business, someone who installs windows, right?
[00:30:51] George Swetlitz: If so, you know whether that person's been a customer before you know what they bought, you know, whether they're, whether they're happy or sad, and maybe you even took a photo of the house. It's all you know that's either in a database or maybe it's not, but you have somebody at the front desk who has time to enter this information.
[00:31:11] George Swetlitz: So rather than saying, Hey, we were really pleased to install your windows, would you leave us a review? What if you said, Hey, hey Bob. Thank you for giving us the second opportunity to help you in your home. We really appreciated the opportunity to install these new windows. And Bill the supervisor. Right.
[00:31:33] George Swetlitz: Wants you to know that if anything comes up, feel free to give us a call. We've enclosed a photo of, you know, the front of your house because we just think it looks beautiful now. It helps us get the word out. If you would leave a review and we'd really appreciate it if you could take a couple minutes.
[00:31:51] George Swetlitz: Okay. And then right below that it says, in case you're looking for some inspiration about what to write about, here's things that other people like to know. What part of town were you in? Right. You know, what was the best, what was the best part of working with Bill's windows. So you, if you, so you create that connection and then you prompt them with some questions that will lead to a better review, right?
[00:32:24] George Swetlitz: Like when we do surveys with people, a lot of people say they don't leave reviews 'cause they don't know what to say. Right, and I wanna think about it. But if you give them two or three questions to answer, well, I can answer those questions. Well, now what have you done? You the, the emotional element has increased the probability that they're actually gonna leave the review the questions now make it a meaningful review.
[00:32:53] George Swetlitz: I live in Oak Bridge and these guys. You know, maybe the question is, why did you, you know, hire us for the second time or something like that. Whatever it is now you have a meaningful review that Google finds relevant, right. Google's reading, you know? Mm-hmm. Google tells you which reviews they think are relevant and the reviews that have, that are relevant are not the ones with no text.
[00:33:20] George Swetlitz: They're the ones with text. They're the ones that are robust. So you now have a greater chance of having a relevant review. If somebody says, I'm looking for hurricane windows, and your reviews say, hurricane window. Hurricane window. Hurricane window. Hurricane window. When somebody looks, says, I wanna buy a hurricane window in Oak Bridge.
[00:33:42] George Swetlitz: You're gonna pop up because that's all your customer has been saying, that you've been, that you've been doing hurricane windows and oak Bridge. So that's how you reduce the leakage from reviews.
[00:33:56] David Barnett: I've, I've seen businesses try to gamify it. And I'd like your feedback on this. My daughter and I went to a restaurant.
[00:34:04] David Barnett: The lady who served us had a, a thing hanging around her neck with her name on it and on the backside was a QR code. And then when she would finish with the meal, she asked, you know, is there anything else I can help you with? Is everything all good? Everyone liked the food. And she flipped that thing around.
[00:34:17] David Barnett: She said, you know, um, you can scan this QR code to leave a review for the restaurant. And if you mention me, I might have a chance to win a gift card. And so they, they were getting those servers to compete with each other on how many reviews they could, they could initiate from the guests. And they were counting, obviously, the number of times that Mary, for example, her name was mentioned.
[00:34:42] David Barnett: 'cause they, they were trying to see who was gonna win this gift card. What, what do you think of strategies like that? Is that, is that something that can really be helpful?
[00:34:50] George Swetlitz: It's great. It's great. In fact, we go one step further is we make the QR code for each employee. So you don't have to say, mention my name.
[00:34:58] George Swetlitz: We know when they scanned that QR code that David is the one who got that scanned.
[00:35:06] David Barnett: Right,
[00:35:07] George Swetlitz: right, right. So we, we, we also, we measure how many scans did you get and how many reviews were completed out of that.
[00:35:16] David Barnett: Interesting. Because you, you wanna see how many people begin, initiate the path to making a review, yet don't complete
[00:35:22] George Swetlitz: Yeah.
[00:35:25] David Barnett: Tell us about that. Is that another point of leakage? Like, do you have to sometimes work with people on getting them to, to follow through?
[00:35:32] George Swetlitz: That's exactly right. So, you know, if you have one person who's converting 50% of those scans, and another person who's converting 10%, you can say, Hey, listen, you know, why don't you go talk to Melanie.
[00:35:44] George Swetlitz: She's converting 50%. Ask her what she's doing. Right? So you can create, you know. Camaraderie, you know, best practices, all of those kind of things. You can make it a lot of fun. So we have a, we have a lot of people that use the QR codes, and you can use those QR codes in a lot of ways. Like, you know, we have some clients, we have different flows, so sometimes you want to go straight from a QR code to review.
[00:36:13] George Swetlitz: Sometimes, you know, a, a customer will say, I wanna go from the QR code to like a form that has a name. Email address and a phone number first, so that if I can at least capture that, I can go back later and send them another follow up. Right? So people use those QR codes in, in different ways, different flows, depending on the nature of the business.
[00:36:38] David Barnett: Okay, so here's, so here's the question that I think most business owners have tuned into here. The answer to, what do you do when you get a bad review?
[00:36:51] George Swetlitz: So
[00:36:56] George Swetlitz: first, let's, let's assume it's a legit 'cause a lot of times
[00:37:01] David Barnett: Yeah. You, you just raised a whole other question,
[00:37:03] George Swetlitz: a whole other thing. But let's assume it's a legit bad review.
[00:37:08] David Barnett: Okay.
[00:37:08] George Swetlitz: What I advise is to respond. Respond in a way where you ask them to contact you. 'cause it's not always clear who that person is.
[00:37:24] George Swetlitz: Some people, their Google, their Google handle is their name and, and you'll know them, but other times it's not. So you may not know who they are, so you ask them, then you try to reach out and if you can get a hold of that customer and you can make it right with them. Then you ask them to change the review
[00:37:52] George Swetlitz: cold season, we often see that, uh, yeah, I know We often see that people will, you know, that people will, if, if, if you've treated them well, they will change the review and you are, you're able to then, you know, increase your average rating and do all those kinds of good things.
[00:38:11] David Barnett: Okay. Now what if it is like someone who's not a customer?
[00:38:18] David Barnett: What, what if it's somebody being nefarious? Have you seen, have you seen many examples of that? Of like people trying to throw competitors under the bus with, with fake bad reviews?
[00:38:29] George Swetlitz: Oh, yeah. Yeah. I got a call last week from a customer and she said. We had 29 1 star reviews at this particular location, and now they're, they're in your system, our system, but they're not on Google.
[00:38:41] George Swetlitz: What happened? And I said, well, Google took 'em down. I mean, obviously, you know, you get, you guys get 10 reviews a month. You didn't get 29 1 star reviews in a day, right? Like it, that just doesn't, doesn't happen. So somebody paid for those one star reviews. Google, Google Saw that took 'em down. Now it's also easy for you as a business owner
[00:39:04] David Barnett: to go, this is a blackmail scam, isn't it?
[00:39:07] David Barnett: Isn't there a blackmail scam out there where someone will put a pile of one star reviews and they say, Hey, pay me some money and I'll remove these. I've heard of
[00:39:14] George Swetlitz: that. I've seen, I've heard of that, and I've just heard of competitors buying, you know, paying somebody to go and leave bad reviews. There's all sorts of bad things and I would, but I would say, you know, from all of our customers, you know, maybe.
[00:39:30] George Swetlitz: Two to 3% of our customers have problems with that. It's not everybody's having problems. It's, you know, it's a, it's a, it's a small number of people that actually have kind of those kinds of problems. But, um, but you can go right to your Google business profile and you can identify a review and say, this person was never a customer.
[00:39:52] George Swetlitz: We don't know who they are. And Google will look at it and. Do a little bit of research and potentially take it down.
[00:40:04] David Barnett: Okay, so, and if it's a legit poor review because you legitimately didn't do a good job and the customer won't change it, I guess the only solution then is to try to drown it out. A ton of other really great reviews.
[00:40:18] George Swetlitz: Well, that's the thing, if you have one bad review or two bad reviews, but you have a lot of great reviews and a lot of great responses.
[00:40:27] George Swetlitz: People know that not everybody's happy, you know, a five star rating in my view. Like when I see a five star rating, totally suspicious. Nobody gets a five, you know, nobody's five star. Unless they're gaming the system.
[00:40:45] David Barnett: You, you mean someone who has a multitude of reviews, but they're all perfect. Yeah, they're
[00:40:49] George Swetlitz: all, yeah.
[00:40:50] George Swetlitz: I get you. You know, you go up and you look at their profile. It's 250 reviews, five star. There's no way. Somebody only got five star reviews, right? So they're gaming the system and you know, there's a thing called review gating. And so review gating. So some of these review systems, it'll say something like, send a survey and ask them what the rating is, and then if it's five stars, send them a review request.
[00:41:21] George Swetlitz: And if it's anything less than five stars, don't send them a review request. Right. There are systems that do that. We don't do that because it's actually illegal, right? Like it's actually against the law in the United States to do that. So you run all sorts of risks, right? You got the FTC, you've got, you know, Google.
[00:41:46] George Swetlitz: Google sees that, and they can just take down your whole profile. They can just get rid of all your reviews.
[00:41:54] David Barnett: There's, there's a big problem in the world of online social media where people will try to, to sway influence with people, take advantage of people's preselection biases by doing things like, like they'll pay for a multitude of fake followers or fake subscribers on YouTube channel or, or something of that nature.
[00:42:14] David Barnett: Uh, did this happen in the review space too? Like, I mean, just like you said, people get paid to leave one star reviews on competitors. Are there people who will. Get bogus. Five star reviews. Yeah. And, and I would imagine Google has some kind of algo to try and prevent that.
[00:42:29] George Swetlitz: Yeah. And we, we have a customer that did that and then called us and said, all the reviews are gone.
[00:42:36] George Swetlitz: Google took all their reviews and it was so obvious that that's what they were doing. Right. And if you look at their reviews per month, 5, 5, 4, 6, 4, 4 90. Right. It doesn't happen. Right. So, you know. Google will look at that and say, and then do some research and say, that's all fake. And then they just don't take those 90 down.
[00:42:57] George Swetlitz: They just take them all. Sometimes they take the 90, sometimes they take 'em all. It's like whatever they wanna do.
[00:43:02] David Barnett: I would imagine they try to penalize that kind of behavior. I mean,
[00:43:05] George Swetlitz: yeah,
[00:43:05] David Barnett: it's, it's their playground. They make the rules, they're running the show, and if they feel that you've cheated, I mean they, I guess their revenge could be to make you suffer in their, in the search results.
[00:43:20] George Swetlitz: Right. Yeah. Look, the reality is if you have the right tools, it's not that hard to win in the review system. You get, you know, you get as many reviews as you can. You do everything you can to increase the connection rate. You learn from your mistakes, and you respond in a helpful way. You do that stuff, you know you're gonna win in your market, right?
[00:43:42] George Swetlitz: That's, you know, it's, it's not. You don't have to cheat.
[00:43:48] David Barnett: Let's, let's tie, um, reputation online and reviews to business value again for a little bit. Let's, let's go back to there. And, and you mentioned that there was a difference in the amount of e multiples. So, so you were talking multiple of ebitda, perhaps formulation of what you're paying for these businesses.
[00:44:08] David Barnett: So what kind of difference might it have been? For someone with a really fantastic reputation versus a mediocre one, could, could we call them four versus five star stores?
[00:44:22] George Swetlitz: Yeah. I mean, I, you know, I say three and a half versus five or something like, yeah, three and a half versus 4.75, you know, that kind of thing where there's like a noticeable and it's, it's more, you know, on the, you know, when you're in the threes, that kind of thing.
[00:44:36] George Swetlitz: But, you know, the, the multiple could be double right for a good business than a bad business. Because, well you, you as a buyer, you just take too much risk. You take a lot of risk. You know, there's just so many unknowns when you buy a business with a bad reputation.
[00:44:55] David Barnett: Do, do you think it's fair to say that things like Google reviews are sort of a quantification of the goodwill in the marketplace for the business?
[00:45:04] David Barnett: Like be because it's an actual measurement of the sentiment of these individuals?
[00:45:13] George Swetlitz: Yeah. No, I, I, you know, I think that's a good way to think about it, because essentially, if I'm gonna pay twice as much for a business, that's all goodwill, right? It's gonna be above the asset value of the business, all goodwill.
[00:45:25] George Swetlitz: Mm-hmm. And so that's, I'm, I mean, I'm, I'm willing to pay for that because you created a great business that people love and I'm willing to pay you for that. So, yeah, a hundred percent. And so I think, you know, so this people are, yeah, I mean, if people are thinking about. Selling their businesses, they need to think about these things in advance of the sale, right?
[00:45:46] George Swetlitz: Yeah. You need to start thinking about that and saying, okay, like, you know, like when we would go into a market, we wouldn't just go to one company and say, we wanna buy you. We would go to everyone in that market, right? Like we would, we'd cast a wide net. And so, and we never knew who was gonna be interested based on where they are in their life and all sorts of things.
[00:46:13] George Swetlitz: So,
[00:46:14] David Barnett: but I'm, I'm guessing you had already, you had already sort of plotted out, this is what the market looks like. These are, this is the reputation, this is what we think the market share is. Like, you, you analyzed the city first, and then, then, then you saw who wanted to engage with you perhaps,
[00:46:29] George Swetlitz: right?
[00:46:30] George Swetlitz: That's right. But, and, and my point is, is that. You if, if you're looking to be a seller, you need to do the same thing. You need to look at what, what is this envi, what is this competitive, you know, this local market look like? And where, where am I in there? And if I'm not at the top when it comes to reviews, how do I get there?
[00:46:52] George Swetlitz: Can I get there? Can I get there? How much better can I do?
[00:46:57] David Barnett: So you heard it here, folks. Uh, George, who, uh, has done an audiology rollup says that if you wanna sell your business, you gotta think about what buyers want. And, uh, I always, I always like to hammer on that fact because so much of what is put out online is very, uh, you know, self-centered around the sellers, you know.
[00:47:22] David Barnett: Here's the money I want. Here's how I'm gonna spend it. You know, me, me, me kind of stuff. And I'm always bringing home the whole idea that the way you get successful in businesses by thinking about your customers and what they want, and the way that you sell your business successfully, is by thinking about what that buyer wants and what they're, what kind of problem they're trying to solve.
[00:47:39] David Barnett: So you create. The vessel to, uh, of the solution that they're looking for. You know, in your case it was like the, the successful, popular, uh, well run audiology place with, you know, that could be your platform. Uh, for anyone else. It's whatever business I happened to be in, if, if that business is gonna solve the problem the buyer has.
[00:47:59] George Swetlitz: A hundred percent.
[00:48:01] David Barnett: Yeah. George, uh, we're running up here on the end of our time. Uh, one of the reasons why I invited you on. Was I, I get approached a lot of the time by people who have different sort of online platforms or services that they sell to business owners. Uh, when I saw all the stuff that Right response did, and then I asked you in our pre-call how you charge for it.
[00:48:26] David Barnett: I was really surprised by the way that you structure your fees. Uh, you wanna share that with everyone because I, I thought it was a really, uh, clear methodology and I thought it. Puts you in a place where you're delivering great value?
[00:48:42] George Swetlitz: Yeah, so we, we, um, we have a very different approach than most kind of reputation management businesses.
[00:48:49] George Swetlitz: We have a, a set fee for access to the whole platform. It's $10 a month. I mean, it's like nothing, but it gives you access to everything on the platform. Review requests, sentiment analysis, competitor analysis, and then essentially you pay for what you use. So if you come in and your biggest issue is review responses, then you just pay based on the number of reviews.
[00:49:13] George Swetlitz: You know, you have a month. If you then decide you wanna work on review requests, then you can do that, and you just pay for those requests if you wanna do sentiment. So it's you, you can grow with it as your business matures and as you
[00:49:27] David Barnett: mm-hmm
[00:49:27] George Swetlitz: kind of have bandwidth to deal with these kinds of things. And it's a very, you know.
[00:49:34] George Swetlitz: Uh, it, it's a very easy platform to use and I wanna make sure I say that. We created a site, a place on our site, and I, I guess I can put it in the chat, write a link. So it's for your, yeah, for these listeners. Can I do that? Can I type it into the chat here?
[00:49:53] David Barnett: Yeah.
[00:49:54] George Swetlitz: Is that possible? Okay. So I'm gonna. Um, it's very simple.
[00:50:02] George Swetlitz: It's, uh, right response ai.com/podcasts/burnett/barnett
[00:50:15] David Barnett: or Burnett.
[00:50:16] George Swetlitz: Oh, okay. Sorry.
[00:50:19] David Barnett: Oh, yeah,
[00:50:23] David Barnett: I, I think you should be able to type it into the comments there. Are you putting, maybe cut
[00:50:29] George Swetlitz: past it? I'm just putting it in again. Putting it in again. Now, it may not be active like right this second, but by,
[00:50:37] David Barnett: oh,
[00:50:37] George Swetlitz: tonight or something. I put
[00:50:39] David Barnett: You put it, you put it in our private chat here.
[00:50:42] George Swetlitz: Oh, okay. I don't see any other place for me to.
[00:50:47] David Barnett: Here, I'll, I'll paste it. Okay, so it's right response ai.com/podcasts with an s slash Barnett.
[00:50:57] George Swetlitz: Yeah.
[00:50:57] David Barnett: So perfect. Thanks
[00:51:00] George Swetlitz: George. And then what'll happen is in there there's a coupon. Okay. So if, if you go, we have a free trial and you get free credits to use the free trial, and if you end up signing up, we give you, because you're part of the show, you get 3000.
[00:51:16] George Swetlitz: Credits for free because you came through this show.
[00:51:22] David Barnett: Awesome. Well, thank you. I want to share a couple of thank yous from some of the people here in the audience. They say great interview like, uh, to get other people's perspective on business and what is or is not important. And DDCL home improvement is from Edmonton, Alberta.
[00:51:37] David Barnett: Hey, good to see you here today. And, um. Mohammed says, great interview. Uh, learned a lot. Thanks David and George. Bill Al. Oh, bill LF from Baltimore. Hey Bilal, how are you? So, uh, I've spoken with Bilal a few times over the course of the last few months. So George, thank you so much for, uh, for coming by. I'll put that link that you shared into the notes down below for everybody and, um, I'll say good luck and I hope everybody out there leaves the show a thumbs up and a five star review wherever you happen to be leaving it or listening to it.
[00:52:10] David Barnett: Um, because it certainly does help us out. And, uh, from time to time I go to the different podcast platforms like Spotify or Amazon or Apple and, and I, I see people have left review, so if you've done that already, thank you very much. Uh, it, it is certainly a big help to us.
[00:52:29] David Barnett: Have a good one, George.
[00:52:30] George Swetlitz: Alright, take care. Thank you.
[00:52:34] David Barnett: So how can you learn more about buying, selling, financing and managing small and medium sized businesses? Easy. Go over to my blog site, David c barnett.com, where you can learn more about me and how I work with my clients. You can learn more about my books and courses that I prepared for you.
[00:52:51] David Barnett: You can find out how to subscribe to my email list, the YouTube playlists and more. There's literally hundreds of hours of content there, all for free, and I'd love for you to be my guest. Special thanks. Go to Mark Willis at Lake Growth Financial. Today's video sponsor. Mark helps people better manage their personal and business finances through the bank on yourself Insurance strategy.
[00:53:13] David Barnett: This is something I've done personally and I've seen others use it successfully for years. Go to new banking solution.com to find all the interviews I've done with Mark and learn more about the advantages of these programs. While there, sign up for a free consultation to learn what this solution might look like for you.