Vegas w/ Michael Rubin, Economics of mobile car care, Why EV maintenance is profitable | Scot Wingo
发布时间 2023-08-18 10:54:00 来源
摘要
In this episode, I’m speaking with Scot Wingo, Founder & CEO of Spiffy.
01:09 - Scot’s background
04:50 - The hardest business meeting ever
07:05 - Being a serial entrepreneur
15:41 - Trick to hiring technicians
20:08 - Leveraging custom software to drive process efficiency
25:30 - How Spiffy makes money
32:38 - Consumer behaviors around auto repair
35:00 - Where the industry is headed
46:24 - Wrapping up
Follow Scot & Spiffy:
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Spiffy's website: https://getspiffy.com
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This podcast is for informational purposes only and should not be relied upon as a basis for investment decisions.
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There's a big trade show in Vegas and I go to visit Michael Ruben at his hotel. There was lots of people in various states of clothing. Michael and I just sat on the couch with this all going on around this and had a business meeting. Every possible distraction you can imagine. And he and I are on the couch and he's like, what are you in economics? And I'm just like, how is he able to focus in this environment? Like it was the hardest business meeting of everything.
在拉斯维加斯举行了一个大型贸易展，我去酒店探望迈克尔·鲁本。那里有很多人穿着各式各样的衣服。迈克尔和我就坐在沙发上，周围发生的一切都没有影响到我们进行的商务会议。无论你能想象到的任何干扰，都有。他和我坐在沙发上，他问我在学什么专业，我只是在想，他如何能在这种环境下集中注意力呢？就像这是有史以来最困难的商务会议一样。
What's up everyone? This is Car D'Oeship Guy. You're listening to the Car D'Oeship Guy podcast, which is my effort to give you access to the most unbiased and transparent insights into the car market. Let's get into today's episode. Scott Wingo is the founder and CEO of Spiffy, a nationwide on-demand car care solution. Think car washes, oil changes, and much more all in your driveway. In this conversation, we discussed how Spiffy makes money, doing business deals while partying in Vegas with the legendary Michael Ruben, tricks to hiring over 600 technicians nationwide, leveraging AI for unsexy auto repair, and why electric vehicle repair is actually much more profitable. Scott and his team are doing unique things in an unsexy industry and I think you'll love this conversation.
大家好！我是Car D'Oeship Guy。您正在收听的是Car D'Oeship Guy的播客，我努力为您提供对汽车市场最公正和透明的见解。让我们进入今天的节目。Scott Wingo是Spiffy的创始人兼CEO，Spiffy是一个覆盖全国的按需汽车护理解决方案。包括汽车洗车、换油等等，都可以在您家门口完成。在这次对话中，我们讨论了Spiffy如何赚钱，与传奇人物Michael Ruben在拉斯维加斯派对期间进行的业务交易，聘请超过600名全国技术人员的技巧，利用人工智能进行不太吸引人的汽车维修，以及为什么修理电动汽车实际上更具利润。Scott和他的团队正在这个不太吸引人的行业中进行独特的工作，我相信您会喜欢这次对话。
All right, let's get into it. All right, we got Scott Wingo on the CDG podcast. Scott, welcome. Hey, I don't know what to call you Mr. Guy or the guy or CDG. Yeah. Whatever you like. It's great to me. People can flave you with Charles De Gaulle Airport. That's what I get all the time. They're trying to go to France. They end up dosing you. Yeah, I tell them that's my uncle. Some people actually believe it.
好的，我们开始吧。好的，我们在CDG播客中邀请到了Scott Wingo。Scott，欢迎你。嘿，我不知道该叫你先生、那个人还是CDG。是的。随便你喜欢什么称呼，对我来说都可以。人们可能会把你与戴高乐机场混淆。我经常遇到这种情况。他们想去法国，结果来到这儿。是的，我告诉他们那是我的叔叔。有些人竟然相信了。
Scott, what's with the Penguin Man? I love this one. The first thing is I love it. You have a super memorable brand. For a private company, you haven't been around for that many years. It's something that I just really like it. I don't know. It makes me feel good. So tell me about the Penguin. Where'd that come from? Good. It's supposed to make it feel it's working. So it's a little bit of a long story. So I'm a serial entrepreneur and this is my fourth business. My first business was called Stingray Software and it had nothing to do with Stingrays, but we just kind of we wanted a beach theme. And no one ever forgot the name of the company. And then I started one called Auction Rover that had a dog logo. And then my third company was called Channel Advisor. And no one ever remembers Channel Advisor. So I said, that was a branding mistake to take two generic words and come together. So we came up with the word Spithy and found the trademark was available and all that kind of stuff. And the URL that we it's gets Spithy G-E-T-S-P-I-F so far. And I said, we had these credits. We were at an accelerator-like program and we had some credits with an ad agency. And we're like, what do we use these $5,000 credits for? I said, let's get them into our logo. And yeah, so we were just going to have the word. And I said, do some animal logos. And then they showed a penguin and I was like, full stop, that's perfect. I wish I had come up with it, but I'm more of a software type guy. So I'm creative in other ways, not with graphics. And yeah, then we basically we gave him a little bow tie and we gave him a little towel to be kind of like kind of a concierge kind of a vibe. And then, yeah, so people love the penguin. And I underestimated the power of having giant blue vans with giant penguins on. I don't know if you've ever seen a van or not, but they stick out. Yeah, the penguin is great.
斯科特，企鹅人是怎么回事？我喜欢这个。首先，我喜欢它。你有一个非常令人难忘的品牌。对于一家私人公司来说，你的存在时间并不长。我真的很喜欢它。我不知道，它让我感觉很好。那么告诉我关于企鹅的事情。它的来历是怎样的？好。这样能让人感觉到它在运作。这是一个有点长的故事。我是一个连续创业者，这是我创办的第四家公司。第一家公司叫做Stingray Software，与魔鬼鱼没有关系，但我们只是想要一个海滩主题。没有人会忘记公司的名字。然后我创办了一个名叫Auction Rover的公司，它有一个狗的标志。然后我的第三家公司叫做Channel Advisor。没有人记得Channel Advisor。所以我说，把两个通用词结合起来是个品牌错误。所以我们想出了Spithy这个词，发现商标还没被注册，然后选了URL：gets Spithy G-E-T-S-P-I-F。然后我说，我们有一些广告代理的积分。我们应该怎么使用这5,000美元的积分呢？我说，让我们把它们放到我们的标志中去。所以我们最初是只打算用文字。然后我说，做一些动物的标志。然后他们画了一个企鹅，我立刻停下来，觉得那太完美了。希望当初是我想到的，但我更多是一个软件类型的人。所以我的创意是通过其他方式表现出来，而不是图形。然后，我们给它系了一个小领结，给它一个小毛巾，让它有一种礼宾员的感觉。是的，人们喜欢这只企鹅。我低估了在巨大的蓝色货车上画上巨大企鹅的威力。不知道你是否见过这样的货车，但它们非常显眼。企鹅非常棒。
I got to say, I think a lot of companies, startups, dealers, whatever, any company could really learn from this because it just creates this feeling. Again, I can't explain this. If you're listening, you should Google Spithy right now just to see the logo. I definitely creates a good feeling and I love it.
我必须说，我认为很多公司、初创企业、经销商或任何公司都能从中受益，因为它带来了一种特殊的感觉。我无法解释这种感觉，但如果你在听的话，你现在应该去谷歌一下Spithy，看看它的标志。它绝对给人一种良好的感觉，我喜欢它。
But I want to just take a quick step back to you. You mentioned launching Spithy, your fourth company. I looked up your background and some research, you know what you've done and you just mentioned some companies you've launched, you're a serial entrepreneur. Seems to me like you're a technologist first, right? And you are arguably the most unsexy non technology business that I can think of on a repair. How did this even happen? And what when your brain as a technologist was said, okay, yeah, let me try to enter this space. I think I'll do well at it.
但我想先回到你说的一点。你提到了Spithy，你的第四家公司的推出。我查了一下你的背景和一些研究，了解到你做过什么，你刚才提到了你创办的一些公司，你是一位连续创业者。在我看来，你首先是一位技术专家，对吗？而你所从事的业务，在修复方面可能是我所能想到最不吸引人、非技术性的业务。这是怎么发生的？当你作为一位技术专家时，你的大脑是怎么说的，好吧，是的，让我尝试进入这个领域。我觉得我会做得不错。
Yeah, the so it all goes back to my company. I mentioned Channelivizer and what Channelivizer does is helps brands and retailers sell on eBay and Amazon. So started that company. I kind of stumbled into that. The company before was an auction search engine. So I'm a big Star Wars fan. Those that can see I've got Star Wars stuff all in my office here. And when the e-commerce was born, there was more auction sites than fixed price sites. So I built a company to search auction sites called auction rumor. And as part of that, we also built tools for selling on different sites on the internet. That company got acquired, then the dot com bubble imploded. And there was only one auction site left called eBay that we noted no one loved today. So then we started really working on these selling tools. And then that turned into a whole company called Channelivizer.
是的，所以这一切都归功于我的公司。我提到了Channelivizer，它的作用是帮助品牌和零售商在eBay和亚马逊上销售产品。所以我开始了这个公司。我有点偶然进入这个领域。之前的公司是一个拍卖搜索引擎。我是一个超级星球大战的粉丝。大家可以看到，我的办公室里都是星球大战的东西。当电子商务诞生时，拍卖网站比固定价格网站多。所以我建了一个叫做拍卖传闻的公司来搜索拍卖网站。作为这个公司的一部分，我们还建立了在互联网上销售的工具。这家公司被收购了，然后互联网泡沫破裂了。只剩下一个叫做eBay的拍卖网站，我们注意到没有人再喜欢它了。于是我们开始真正专注于这些销售工具。然后它演变成了一个名叫Channelivizer的完整公司。
Let me ask you a quick question there before we all is that similar? Like I don't Michael Rubin had some company in the early 2000s. It's all GSI. I want to say.
在我们继续之前，让我问你一个简短的问题，我们是否相似？就像我不知道迈克尔·鲁宾在二十世纪初期有一家叫作GSI的公司。我想说的是。
Yes, GSI. That's the one. Is that something similar to that?
是的，GSI。就是那个。那个与那个类似吗？
It is actually have a lot of Michael Rubin stories. We'll save that for another podcast. No, no, no, we'll save it. We'll save it for this one.
实际上有很多关于迈克尔·鲁宾的故事。我们会将这些故事留给另一个播客节目。不，不，不，我们会保留这些故事，并在本期节目中讨论。
After party for this one. So GSI was our biggest customer. So GSI did a lot of heavy lifting. So they would go to all the sports brands and get them to sell online and outsource that to them. They would use our software to sell on eBay and Amazon. Even today, the underlying brands that GSI powered still use Channelivizer. So they were one of our bigger customers.
这是一次庆功聚会。GSI是我们最大的客户。他们承担了很多重要任务。他们为所有运动品牌开展线上销售业务，并将其外包给他们。他们使用我们的软件在eBay和亚马逊上进行销售。即使在今天，由GSI提供支持的品牌仍在使用Channelivizer。因此，他们是我们最重要的客户之一。
I think you owe the audience a like Rubin story right now.
我认为你现在应该给观众们讲一个像鲁宾的故事，这样他们会觉得你欠他们一个故事。
A quick one, a quick one. We just have to kind of inject. We're already talking about GSI. So we're in Vegas. There's a big trade show in Vegas. And I go to visit Michael Rubin at his hotel. And let's say there was still a party going on at like seven in the McRink. And there was lots of people in various states of clothing. And Michael and I just sat on the couch with this all going on around us and had a business meeting. And it was like, you know, so there's every possible distraction you can imagine. There's a pool there and everything. And he and I are on the couch. Also, he has a TV blaring a sports thing. And he's like, what are you doing economics? Tell me how this, you know, hey, we do really, and I'm just like, how, how is he able to focus in this environment? Like it was the hardest business meeting I've ever taken. But you can tell it's just like how he operates. Like he was just like, yeah, I'm just going to plop down here and have a business meeting. And now he's a billionaire.
快速讲一个，快速讲一个。我们只需要去注入一种感觉。我们已经在谈论GSI了。所以我们在拉斯维加斯。在那里有一个大的贸易展览会。我去拜访迈克尔·鲁宾在他的酒店。假设还有一个派对在晚上七点的时候在麦金河继续进行。有很多人穿着各种不同的衣服。迈克尔和我只是坐在沙发上，周围发生的一切我们都看在眼里，还在进行商务会议。这样的环境中，你可以想象到任何可能的干扰都有。那里有一个游泳池等等。他和我坐在沙发上。此外，他还开着电视，声音很大，播放着体育节目。他问我：“你在学什么经济学？”告诉我这个，那个，我们真的做了什么。我只是心想，他是如何能在这样的环境下集中注意力的？这是我参加过的最困难的商务会议。但你可以看出，这是他的工作方式。就像他只是说：“是的，我会坐在这里开会。”现在他是一个亿万富翁。
I think you bring up a good point, which is that at the end of the day, business is about people. And it's about partnerships and having real genuine relationships and just getting shit done. And so I think I don't know him personally, but I think that's sort of the ethos that resonates from him, at least what I see from the outside. Everyone puts out their own image that they want to put on Instagram and whatnot. But it seems like that's his nature. And I like that. I think it's very real and it feels very authentic to him.
我认为你提出了一个很好的观点，那就是说，归根结底，商业是与人相关的。它涉及到合作伙伴关系和真实的人际关系，只要能解决问题就行。所以我不认识他个人，但我觉得那种精神似乎与他共鸣，至少从外表上看是这样。每个人都在社交媒体上展示自己想展示的形象。但似乎他天性如此。我喜欢这一点。我认为它非常真实，而且对他来说感觉非常地真实。
So yeah, I know Jeff Jordan really well, he's at Andres in Horowitz now, but he was at, he was CEO of eBay. And he described Mike Rubin and is having like three years above anyone else he's ever met. And you and I grind hard, Rubens in like some whole other game.
对了，我很了解杰夫·乔丹，他现在在安德烈森·霍洛维茨工作，但之前他是eBay的首席执行官。他描述迈克·鲁宾超越了他所见过的任何其他人长达三年的水平。你和我都非常努力，但鲁宾就像参与了另一场完全不同的比赛。
Yeah, I love it. So back to our story. So Channel Visor started that in 2001, raised 90 million venture capital, and then went public in 2013. So that was been one of my lifelong dreams as an entrepreneur is to take a company public. So that was, that was exciting to check that off the bucket list.
是的，我喜欢它。那么回到我们的故事。Channel Visor在2001年开始，筹集了9000万美元的风险资本，并在2013年上市。作为一名企业家，将一家公司上市是我一生的梦想之一，所以能够实现这个目标真的让人激动。可以把它勾掉"必做清单"上真的很令人兴奋。
And you what you took it public as CEO?
你作为首席执行官将它公之于众，你觉得如何？
Yeah, yeah, New York Stock Exchange, I got to ring the bell. I'm a CNBC junkie. So I got to hang out with Jim Kramer a bunch and stuff like that. It's really fun. And then around that time, I had my first Uber experience. And the way that hit me as an e-commerce entrepreneur was I'm a full disclosure. I'm a super Amazon nerd. So I've studied Amazon for 20 years. Love, love everything Amazon's doing. And they were our number one partner at Chalba's or so I had a front row seat to watching Amazon build, you know, I built like a $600 million business. They built a trillion dollar business in that same timeframe. So I was able to see that and see kind of like what that tier of business creation looked like.
是的，纽约证券交易所，我要敲响钟声。我是CNBC的忠实观众。所以我得经常和吉姆·克莱默一起出去玩，诸如此类的事情。真的很有趣。然后在那个时候，我第一次使用了Uber。作为一名电子商务创业者，这个经历对我来说是一种冲击。我完全坦白地说，我是一个超级亚马逊迷。我已经研究亚马逊20年了。我喜欢亚马逊所做的一切。他们是我们在Chalba's的头号合作伙伴，所以我有一个近距离观察亚马逊如何建立起一个600亿美元的企业。而在同样的时间框架内，他们建立了一个万亿美元的企业。所以我能够看到那个级别的商业创建是什么样子的。
So had my first Uber experience. And the way that hit me was I said, all right, we've seen products go digital in the form of e-commerce. And if you look at GDP, five trillion is consumer goods, 10 trillion is consumer services. So then I thought services are going to go digital. And if that happens, it's twice the size of e-commerce. It's going to happen faster than e-commerce because e-commerce is taking all this time largely to get people online. You know, e-commerce was was had the headwind of they're just running off people online. And then we had to get digital payments and smartphones. We have all that. So then I was thinking that's going to be like the biggest platform opportunity probably of my life. And I'm uniquely situated to take advantage of it because I've been working in e-commerce for 20 years.
我第一次尝试了Uber。我当时感受到的是，我说，好吧，我们已经见证了电子商务这一形式的产品数字化。而且如果你看一下国内生产总值，五万亿是消费品，十万亿是消费服务。所以，我认为服务业也将实现数字化。如果这发生了，它的规模将是电子商务的两倍。它将比电子商务发展得更快，因为电子商务需要花很长时间让人们上网。你知道，电子商务的发展受到了他们只是在线上运营的阻力。然后我们不得不推出数字支付和智能手机，现在我们都有了。所以我当时在想，这可能是我一生中最大的平台机会。而且我独特地处于利用这个机会的位置，因为我在电子商务领域工作了20年。
So then I was thinking, well, what could I do? And then obviously there was Uber for everything. And previously I had bought a car wash in 2003 partner of my business. It is. Yeah. And I figured and you can mock me for this. I figured if I'm way out here on the risk spectrum with my startups, I need something in the real world that generates cash. Now, the number one question people ask is, do I make meth at the car wash? Because if you watch Breaking Bad, that's how they loaned their cash. No, I am not involved in the sale of drugs anyway. I do not hang out on pallets with cash. But it was a good way to have some dirt and generate cash. And so then built one, what's called an express car wash, which is become all the rage in 05. So I had a two unit car wash kind of side business, if you will.
于是我在思考着，我能做什么呢？ 很明显，一切都有Uber解决。2003年，我之前购买了一家洗车店并与合作伙伴开展业务，没错。我琢磨着，你们可以嘲笑我。我意识到，如果我在创业风险的光谱上处在极端的位置，我需要在现实世界中有一些能够产生现金的东西。现在，人们最常问的问题是，我在洗车店制毒吗？因为如果你看过《绝命毒师》，那就是他们借贷现金的方式。不，我没有涉及出售毒品的任何方式。我也不会在堆放的木板上留连现金。但这是一个很好的方式，在一些脏活和产生现金之间做平衡。然后我建了一个所谓的速洗车厂，即05年最潮流的洗车方式。所以我有了一个两个单元的洗车店，可以说是我的一项副业。
So then I kept coming back to one of my favorites, Steve Jobs, is it's hard to get people to change behavior and to do so, you have to give them something that you can be 10 times better at. So another way of thinking about that is like, what's an experience that's so bad that it should be easy to make it better? So you started thinking about that. Most service experiences are like this. If you have a house, you ever have an HVAC plumber electrician, terrible service experiences. Compared to like this Uber bar of I'm on an app, I have total visibility and transparency. I digitally pay. I as the consumer have the power in the equation versus just like e-commerce services, kind of stink, going to the drug store. That's terrible. But then I kept coming back to car care and I started researching.
所以然后我一直回到我最喜欢的之一，史蒂夫·乔布斯，因为让人们改变行为很难，要做到这一点，你必须给他们提供一些可以让你做到十倍更好的东西。所以换种思考方式就是，有没有一种体验是如此糟糕，以至于很容易让它变得更好呢？于是你开始考虑这个问题。大多数服务体验都是这样。如果你有一所房子，你在找暖通空调师傅电工的时候，会有很糟糕的服务经验。相比之下，像Uber这样的服务给人以我在应用上完全可见和透明的感觉。我可以用电子支付。作为消费者，我在这个方程中拥有权力，而不仅仅是电子商务服务，有点糟糕，去药店购物也很糟糕。但是我一直回到了汽车保养这个问题，开始进行研究。
And as an industry, car care has really, really low net promoter scores. And that's what started to get me excited. And then as I dug into it, one thing I didn't realize is women especially hate the existing car care experience. And at Spithy, we over index on women were 65% female. I think for the audience listening, right, net promoter score, you're just referring to, would you recommend this to a friend? Essentially, what's the customer experience like for everyday consumers? Yeah, just put a number on it. And so you rate 1 to 10 and then there's this, you go through this math and there's attractors and detractors and neutrals. You take the neutrals out and you're left with the score. And in the e-commerce world, we hang out kind of, you and I could open a Shopify store, you could open up a CDG T-shirt store and you would get a net promoter score 40. And then if you were tired, you could get up to 80. But it's hard to do worse than 40.
作为一个行业，汽车护理的顾客满意度非常低。这让我开始对此感到兴奋。当我深入研究时，我意识到一个事实，那就是女性特别讨厌现有的汽车护理体验。而在Spithy，我们的女性顾客占65%。对于听众们了解，顾客满意度，你指的是你会向朋友推荐吗？基本上，每天消费者的顾客体验如何？是的，给它一个评分。所以你给它评1到10分，然后进行一些计算会得到一些吸引因子、不吸引因子和中立因子。把中立因子排除，最后留下一个分数。在电子商务世界中，我们可以开设一家Shopify店铺, 你可以开设一家CDG T恤店, 你会得到一个顾客满意度得分是40。如果你努力一点，也可以达到80。但很难比40分还差。
Then I started researching, especially some of the really poor scores in our industry, which would be the quick lube places. And they're in the minus 80 range. So people despise those service experiences to the point where. Quick lubes, really. Yeah.
之后我开始进行研究，特别是我们行业中一些非常糟糕的评分，比如快速更换润滑油的地方。它们的评分低至负80。人们对这些服务经历感到厌恶，甚至到了令人难以置信的程度。快速更换润滑油的地方，真的是这样。是的。
One in particular, I won't really throw names out there, but Jiffy Lube. And what happened there is they do a lot of things that are wrong in the car service industry. They have a bait and switch pricing. Then they have what I would call opt-out upsells. So they love to get the car on a lift and then talk to someone about a serious problem with the car and then make it almost hard to say no to that. You feel they put you in a spot to try to upsell you things. And that results in really negative net promoter scores.
有一家特别的公司我不想点名，就叫它Jiffy Lube吧。他们在汽车维修行业做了很多错误的事情。他们采用了诱骗式定价，并且善于推销附加产品。他们喜欢将汽车举起来，然后告诉车主车子有严重的问题，并且让人很难拒绝。你会感觉他们将你逼到一个境地，试图推销你一些东西。这导致了非常负面的推荐指数。
So as we were researching this, a company launched in Silicon Valley called Cherry. And it was going to be Uber for carwash. And we were like, oh crap, someone's kind of thinking about this already. What are we going to do? And it turns out it's actually probably the best thing that could have happened to us, an ox-plane wife.
所以当我们进行这项研究时，硅谷新兴了一家公司叫做Cherry。他们本意是要成为汽车洗车行业的优步。我们当时很意外，因为似乎已经有人在考虑这个点子了。我们该怎么办呢？然而，事实证明这也许是对我们最有利的事情，就像会飞的牛一样。
So they launched and they replicated the Uber model, which means they would literally have. They had like a $20 price point and a $30 price point, which is carwash operators were like, that's kind of weird. And they only did the outside of the car, which was another fail. And then they did $10.99 labor. So it was a great app experience. So you would get a washer to come to your house, but they were just totally were show up in their own car. And they would literally take a bucket and sponge out of the trunk and come and say, hey, CGG, I'm here to wash your car. Can I come in and get some water or use a hose out here? And then they would just wash your car or drive. So it was a very weird experience, if you think about it.
所以他们推出并复制了优步的模式，这意味着他们实际上是这样做的。他们设定了20美元和30美元的价格点，这让洗车店经营者觉得有点奇怪。他们只洗车的外部，这是另一个失败。然后他们提供10.99美元的劳务费。所以这是一个很好的应用体验。你可以让一个洗车工人来到你的家，但他们实际上就会开着自己的车出现。然后他们会从车尾箱拿出一个桶和海绵，然后说，嘿，CGG，我来洗你的车了。我可以进来拿些水或者在外面用水管吗？然后他们会洗你的车或者开走。如果你仔细想一想，这是一个非常奇怪的经历。
Well, that company burned through all their venture capital. And then they got acquired by Lyft. The CEO went to work for Uber, and then he started a transportation company called Burt. And that is Travis, not Kalanik, but I can never remember his last name. It's long. But ever since then, we haven't been able to race capital out of Silicon Valley because everyone says Travis tried this and couldn't get it to work. Therefore, almost anyone won't be able to. So we haven't faced a well-funded Silicon Valley competitor because Travis failed at this. Thank goodness. So that's been a huge win for us.
好吧，那家公司用尽了他们的风险资本。然后他们被Lyft收购了。首席执行官去了Uber工作，然后他创办了一家名叫Burt的运输公司。他就是Travis，不是Kalanik，但我总是记不住他的姓氏。它很长。但自从那时起，我们就无法从硅谷筹集到资金，因为每个人都说Travis尝试过这个，并且没能使其成功。因此，几乎任何人都做不到。所以我们没有面对过资金充裕的硅谷竞争对手，因为Travis在这方面失败了。谢天谢地。所以这对我们来说是巨大的胜利。
How's that impact of your funding? I can imagine you're speaking with investors. This is a very physical world business. What has that been like?
你的资金受到了什么影响？我可以想象你正在与投资者交谈。这是一个非常实际的商业世界。那一直以来是怎样的情况呢？
If I created, if you and I white boarded a company that would be one of the hardest ones to fund, we would come up with. So your intuition on that is spot on. So we have everything venture capitalists hate. We have everything venture capitalists hate. It's a great life. You should promote that. Yeah, it wasn't by design. From the edge of your deck. Yeah, I try to lead with some of these things because I want to get to a fast note because I don't want to waste everyone's time. It's swung the other way though. So I'll say that. So there is a very slide at the end of the tunnel here.
如果我创建了一个与你一起白板绘制的公司，那将是最难融资的公司之一。所以你对此的直觉是对的。我们拥有所有风险投资家所不喜欢的因素。这是一种伟大的生活。你应该宣传一下。是的，这并不是设计出来的。从你的底牌开始。是的，我试图先提出一些问题，因为我想尽快做出决定，不想浪费大家的时间。不过，情况已经发生了逆转。所以我会说，这里有一丝曙光。
So number one, as you have inferred, we decided early on, and this is an Amazonism. If we really want to own this customer experience, we're going to try to be the Starbucks of car care. We're trying to provide a premium service here. And this comes from my e-commerce world. In e-commerce, there's this really well documented consumer behavior of the value-oriented consumer and the convenience rate of consumer.
首先，正如您所推测的，我们早早决定采用了一种亚马逊的做法。如果我们真的想要在顾客体验上占据主导地位，我们将努力成为汽车保养领域的星巴克。我们希望在这里提供高端的服务。这个想法来自于我的电子商务经验。在电子商务中，有一种被广泛研究的消费者行为，即追求价值的消费者和追求便利的消费者。
You, my understanding is your dealership is prime. I hear you talk on the podcast about your customers. They care about that monthly nut that they're going to be paying. That's a value-oriented consumer. And they're great. And that is a great audience to sell to. And in the retail world, the companies that are growing sell to them. So wholesale clubs, dollars clubs, and those type of folks cater to the value-oriented consumer. But on the other side of the coin is the convenience-oriented consumer. And they will pay, they care about money, but they will always trade dollars for the convenience because they're busy. They may have a business or two, a side hustle being an internet celebrity like you. They will always kind of trade off time.
我的理解是，你的经销店非常好。我在播客中听你谈论你的客户。他们关心的是他们每月要支付的金额。这是一个注重价值的消费者群体。他们很棒。这是一个非常好的销售对象。在零售业中，正在增长的企业都向他们出售产品。因此，批发俱乐部、折扣俱乐部和其他这类公司都是以价值取向消费者为主要目标群体。但在另一方面，还有一种以便利为导向的消费者。他们关心金钱，但他们总是会出钱购买方便，因为他们很忙。他们可能经营一两个企业，还有兼职当个像您一样的网络名人。他们总是愿意把时间换成金钱。
And so we decided early on to unapologetically go for that as a customer. And that's because we know from the e-commerce world that that is a great customer to go for. If you can pick one of those two, convenience-oriented consumer is always going to be my choice because you can get better margins. And they're a lot easier to deal with than what.
因此，我们在早期决定毫不含糊地将其作为客户群体去追求。这是因为我们从电子商务世界中知道，这类顾客非常理想。如果能够选择其中之一，以追求方便为导向的消费者总是我的首选，因为可以获得更好的利润率。而且，与其他顾客相比，他们更容易相处。
So because of that, we can't say to you, hey, CDG, we're going to be this premium offering. Here's Joe's car care LLC. We're really a marketplace. We hope they take care of you, but if they don't, call them not us. You have to create a product and stand by it. And that's what we do.
所以因为这个原因，我们不能对您说，嘿，CDG，我们将成为这个高级服务的提供商。这是乔的汽车护理有限责任公司。我们实际上是一个市场。我们希望他们能照顾到您，但如果他们不能，不要打电话给我们，而是打电话给他们。您必须创造一个产品并站在它的立场上。这就是我们所做的。
So our technicians are employees. They are W2. They're hourly and they make anywhere from $15 to $20 an hour. Would you go up? How do you hire technicians? How do you do this? It's a super tough industry. Everyone's struggling to hire technicians. How do you do it? Yeah.
所以我们的技术人员是雇员。他们是W2（指受雇于企业的员工身份）。他们是按小时计酬的，每小时的工资在15到20美元之间。你愿意加薪吗？你是如何聘请技术人员的？你是如何做到的呢？这个行业竞争非常激烈，大家都难以招聘到技术人员。你是如何应对的呢？是啊。
So first of all, one more thing, let me add there, right? Like if I'm at the condition, from my experience, and I'm not a technician, right? Like I don't want to deal with people. I want to fix cars. I want to turn wrenches. So that's, I think the first thing that came to my mind having higher technicians. How do you do that? Yeah.
首先，还有一件事，让我补充一下，对吧？就是如果我处于某种状态，根据我的经验，我不是一个技术人员对吧？就是我不想和人打交道。我想修理汽车。我想转动扳手。所以这是我脑海中首先出现的一件事，如何招聘更高级的技术人员？是的。
So the, this is where being from outside the industry is beneficial. The first thing we decided was this is not going to work with ASE certified mechanics. They're too expensive. And if you go to a quick loop place or a car wash, they don't hire ASE certified mechanics. So that's the key is we're not hiring certified mechanics. So they're technicians. And we're, you know, we've been at this since 2014. So where we are now, there's been many iterations is we've got very good at it.
所以，从行业外来的好处就是这样的。我们首先决定的是，ASE认证的机械师不适合这项工作。他们太贵了。而且如果你去一个快速换油店或者洗车店，他们并不雇佣ASE认证的机械师。所以我们不雇佣认证机械师，而是技术员。从2014年开始，我们一直在进行这项工作。现在我们已经非常擅长了。
And what we found is our best technicians don't come from the industry. They pick up a lot of bad habits in the industry. Like from Jiffy Loop, they're constantly trying to upsell the customer aggressively. We're like, no, that's not our stick. Don't, you know, we stop doing that. They just can't. We get our technicians out of other places. So we get them out of warehouse jobs and fast food where there's these, you know, so they're, they're typically high school educated. And many of them are people of color. And something has happened in their life where they're kind of like, I need to actually go start earning. And I want to have a career. That's where the, we're trying to, that's what Starbucks does for a lot of people with their barista program. We're trying to do that in the car care world. So our, our promise to them is we're going to have this ladder come in at the bottom run of that ladder as a wash tech. And we're going to train you how to do all this stuff. So we, we self train all the technicians.
我们发现，我们最优秀的技术人员并不来自行业。他们在行业中养成了很多不好的习惯。比如来自Jiffy Loop的人，他们总是试图强行推销给顾客。我们并不喜欢这种方式。我们已经停止这样做了。但他们就是停不下来。我们从其他地方雇佣技术人员，比如从仓储工作和快餐业，那里有很多人，他们通常只有高中学历。他们中的许多人是有着不同肤色的人。他们的生活中发生了一些事情，他们意识到自己需要开始赚钱，并且想要有一个事业。这就像星巴克的咖啡师计划一样，我们想要在汽车维修领域实现这一点。我们对他们的承诺是，我们将为他们提供升职机会，最初他们将从最底层的洗车技术员开始，然后我们会培训他们如何进行这一切。所以，我们的技术人员都是自我培训出来的。
Wow. And so what's that process like? I mean, do people care that they're not certified? And to be clear, I'm speaking of someone who's hired plenty of, you know, quote, quote, unquote, not certified techs who were super professional, incredible technicians. They just didn't have that whatever certification, whatever, whichever one it may be. So people care, do you find that? Especially your consumers, you mentioned convenience consumers that have more options, potentially. Yeah.
哇。那么这个过程是什么样的呢？我的意思是，人们在意他们没有认证吗？而且明确一下，我指的是那些雇佣了很多没有认证但非常专业、出色的技术人员的人。他们只是没有某种认证，无论是哪一种。人们在意吗？特别是你提到的那些拥有更多选择可能性的便利消费者。是的。
The consumers don't care because at the consumer level, the services we're providing are car wash, oil change, and tires. And you don't have to be ASE certified. You know, none of that is touching the internal car systems or any of those kinds of things. Now today, we have a big fleet component and for certain things, they do care. And we do have a ASE certified text for that. But it's kind of a pyramid. So we have 600 technicians, if you can believe that. And at the top of that pyramid, we have 50 certified mechanics. And then in the middle, they work with folks that are kind of between that have some, you know, they're on their way to certification or they've previously been certified and just don't have the current paper. And then the bulk of our technician base is doing these high value, high frequency, lower skilled services, wash, oil, tires.
消费者并不在意，因为在消费者层面上，我们提供的服务是洗车、换油和更换轮胎。而且你并不需要获得ASE认证。你知道，这些服务都没有接触到汽车的内部系统或其他类似的东西。现在，我们有一个庞大的车队部门，对于某些事情，他们确实很在意。对于这些事情，我们确实有经过ASE认证的技术专家。但它是一个金字塔结构。所以我们有600名技师，如果你能相信的话。在这个金字塔的顶端，我们有50名认证的机械师。然后在中间，他们与那些有一些认证的人合作，或者之前获得过认证但没有当前证书的人合作。而我们技术人员的绝大部分正在进行这些高价值、高频率、较低技能的服务，如洗车、换油和更换轮胎。
So what are the top services? So do you want to do three services? Is that do you focus on three things? For consumer, we do, we do breaks as well. And then, you know, for our fleet customers, we do a lot of other services. If you looked at a pie chart of our services, it's pretty even lace split and four buckets.
那么，哪些是最重要的服务呢？那么，你希望提供三项服务吗？你是专注于三个方面吗？对于消费者，我们提供修理服务。然后，对于我们的车队客户，我们提供许多其他服务。如果你看一下我们的服务饼图，分布相对均匀，分为四个部分。
Number one wash, which is largely on the consumer side, we do some fleet wash, but it's probably 80% consumer oil change. That leans heavy fleet and then tires, which is spread pretty evenly across consumer and fleet. And then a 25% of other.
第一种洗涤，主要是在消费者方面，我们也会有一些车队的洗涤，但大约80%的业务是消费者的汽车换油。这主要侧重于车队以及轮胎方面的业务，而这两者在消费者和车队之间分布相对均匀。还有25%的其他业务。
And this is where we're now we're digging deep into this fleet business. And I'll give you the backstory on how we got here. But we have fleets asking us, we work with the rental car fleets. And some of them are asking us, you guys have done such a good job with X, Y and Z. Could you run a reconditioning center force? So we're starting to get into reconditioning.
这就是我们现在深入研究这个车队业务的地方。我会告诉你我们是如何来到这里的背景故事。但我们有一些车队问我们，我们与租车车队合作。其中一些人问我们，你们在X、Y和Z方面做得如此出色，你能运营一个修复中心吗？所以我们开始涉足修复方面了。
We have some of our, our fleets. We work a lot with the Amazon fleet, which is called Amazon DSPs delivery service professionals. And they're 1099, but they're 1099 companies, not just individuals. And we work with them. And we do, you know, our job there is to make sure this is third shift. So we come in at like 8 p.m. and work till, you know, the wee hours in the morning. Our job is to make sure when that van goes to load out load out the next day, it's pristine and can't be grounded by Amazon. So we do anything it takes to do that. So there's where we'll have a lot of mechanics working. So that's that that other 25% is this long tail of other things we do that does get into or PDR. We'll fix your mirrors, fix trim, light bodywork, heavier repairs.
我们有一些我们自己的车队。我们与亚马逊车队密切合作，这个车队被称为亚马逊DSPs快递专业服务。他们是1099形式的公司，而不仅仅是个人。我们与他们合作。我们的工作是确保这是第三班。我们通常在晚上8点开始工作，工作到凌晨。我们的工作是确保当货车在第二天装载货物时，它是完好无损的，不能被亚马逊停用。我们会尽一切努力去做到这一点。所以我们会有很多机械师在工作。这另外的25%是我们所做的其他事情，包括修复您的镜子、修理装饰条、轻微车身修复和较大的维修。
How do you like tactically speaking, right? Do carry all these parts into truck? Like if I need tires and brakes, but you don't know that yet, you haven't seen my car yet. How do you do this?
就战术角度来说，你觉得怎么样？你会把所有这些零件都装进卡车里吗？比如说，如果我需要轮胎和刹车，但你还不知道这一点，因为你还没看到我的车。你会如何处理这种情况？
Yeah, so this is where, you know, you mentioned that this is a low tech business. That's the head fake. This is a high tech business that looks like a low tech business. Amazon's the same thing, right? You kind of like, well, Amazon's just moving packages around and people driving. And that's true. But it would never work if you didn't have an AI brain behind the scenes optimizing all that at Amazon. That's what we're building is that software infrastructure to do this in an economical, scalable way. So we've had to build all that. It'll probably blow your mind to know we have over 30 engineers on staff at Spithy Building Software all the time.
是的，所以这里是你提到的这个低技术企业。这是一个头脑分心。这是一个看起来像低技术企业的高技术企业。亚马逊也是一样，对吧？你可能会说，嗯，亚马逊只是搬运包裹和人员驾驶。这是对的。但如果亚马逊没有一个AI大脑在幕后进行优化，它永远不会起作用。我们正在建立的就是这样的软件基础设施，以经济、可扩展的方式完成这项工作。所以我们不得不构建所有这些。你可能会震惊地知道，我们在Spithy有超过30名工程师专门负责建设软件。
So for example, we know we can use predictive analytics and we forward stock all the things most Amazon vehicles need. So that's an easy one. But for the consumer, we have chosen not to get into that repair world for this very reason. A lot of companies we compete with have kind of died on those rocks because it is super hard. I seriously think so.
例如，我们知道我们可以使用预测分析，并为大多数亚马逊车辆提前储备所需物品。所以这是一个简单的例子。但对于消费者来说，出于这个原因，我们选择不涉足这个维修领域。许多我们竞争对手已经因此而倒下，因为这非常困难。我真的这么认为。
So when it comes to the fleets, you sort of stock what you can beforehand. Some stuff is easy. So oil change is easy. And again, I'm from outside the industry. So this was kind of new to me. We can stock, I think it's 85 filters. And that gives us like 90% of the cars. They'll be like a random Range Rover or something that we have to order. But now we're integrated in with all the parts ordering systems. So we can look and see, okay, we need that Range Rover thing for a service Friday. It's at the AutoZone. We're going to have it, we always have a central location in all our locations. So we're going to have that sent to the warehouse with, you know, and it's going to say truck 182 on there so that it gets preloaded on. That's the kind of thing the software is doing is preload up. So there's stuff you do know part wise and there's stuff you don't.
所以在车队方面，你尽量提前准备好可以存放的东西。有些东西很容易。比如换油很容易。而且，我是与这个行业无关的人。所以对于我来说，这有点新奇。我们可以存放85个滤清器。这样我们就能满足90%的汽车需求。会有一些像随机的路虎之类的车，我们需要订购。但是现在我们已经与所有配件订购系统整合在一起了。所以我们可以查看并了解，好的，星期五需要为某辆路虎做维修。它在AutoZone有货。我们会将其发送到仓库，并附上卡车182的标识，以便预装。这是软件正在做的事情——预装。所以有些配件你是知道的，有些你则不知道。
The stuff you don't know, so like tires, for example, there's a really good, you probably know this again, I'm new to this world. The tire infrastructure is really robust. So we are integrated with all the major distributors and then some tier twos. So we can look into that and see number one for consumer only offer a tire that's in stock, right? This is the thing that drives me crazy about service experiences. They're always like, I had this other day like guys like, what garage door do you want? And I was like, how about this one? Oh, I don't have it. And I'm like, well, I do offer it. I didn't know what I had or did that. Like, how do you how do you not know what you don't have? So we only show what's available. And then we order it get it to the warehouse and then goes on the service. So when you do tires with us, we always have a two or three day window there so we can deliver on that that excellent customer experience of having the right product to put on your vehicle.
你不知道的东西，比如轮胎，就是一个很好的例子，你可能再次知道，我是对这个行业很陌生的。轮胎基础设施非常强大。所以我们与所有主要分销商以及一些二级供应商进行了整合。因此，我们可以查看并仅为消费者提供现货轮胎，对吧？这就是我对服务体验感到疯狂的事情。他们总是问，你要哪种车库门？我说，要这种。然后他们说，哦，我没有。我就像，好吧，我提供这个，我不知道我有还是没有。所以我们只展示有货的产品。然后我们下订单，将其送到仓库，然后开始提供服务。所以当你跟我们购买轮胎时，我们总是有一个两到三天的时间窗口，这样我们就能确保为您的车辆提供准确的产品，以提供卓越的客户体验。
You know, it's funny. You mentioned reconditioning center where I learned where I learned a lot about this topic was actually forward drive time and carvada employees. They've been building this out for 20 years way before carvana drive time. And they've really built some robust processes and just great systems. And so a lot of the reconditioning we've done was reverse engineering their entire process. And it was sort of a cheat sheet. You know, when you're a used car dealer, you need to get these cars in a frontline as quickly and efficiently as possible. They've done, I think they've done a really great job as has car max, but I know car max, whereas carvana or drive time for, you know, very long time, well, over a decade has been operating with a centralized reconditioning centers. Carmax did have this a bit more decentralized. And now I think maybe they have like a hybrid format. So just interesting how that's evolved. But there's no doubt about it that, you know, centralized reconditioning center definitely has its benefits from, you know, getting a car recondition as efficiently as possible.
你知道吗，很有趣。你提到过重新调整中心，我了解了很多有关这个话题的知识，实际上是通过forward drive time和carvana公司的员工得知的。他们在carvana drive time之前就已经开始建设了20年，他们确实建立了一些强大的流程和伟大的系统。所以我们做的很多调整其实都是对他们整个流程进行了逆向工程。这就像个作弊表，你知道吗，当你是一个二手车经销商的时候，你需要尽快有效地把这些车辆投入前线。他们做得非常好，卡曼斯也是如此，但是我知道卡曼斯，而carvana或drive time则在非常长的一段时间内一直以集中调整中心的方式运营。卡曼斯的方式更加分散。现在我想他们可能采用了一种混合形式。所以这个发展方式非常有趣。但毫无疑问，集中调整中心肯定有其好处，可以尽可能高效地进行车辆调整。
A lot of this is fun because you can apply computer science stuff to it. So in computer science, we spend a lot of time thinking of how do you parallel ize a problem? So, you know, how do you, you know, you can take a math formula, and if you could break it into parts that you could run simultaneously and then add two things at the end, that's good because it can run on multiple CPUs and things like that. But there's certain things that are inherently linear. There's a famous author in computer science, he said, nine women can't make a baby in a month. So there's there's certain things you can't, you know, you can't break down. Building a company like that. You probably know that it's like, it's a very linear thing because you got to kind of like go through these failure cycles and learn it's hard to do that parallel. But we found, you know, if we apply that mindset to car care, there's a lot of things we can do.
很多这些都很有趣，因为你可以将计算机科学的内容应用于其中。在计算机科学中，我们花了很多时间思考如何将问题并行化。你知道，你可以将一个数学公式分解成可以同时运行的部分，然后在最后相加，这样很好，因为它可以在多个 CPU 上运行等等。但也有一些事情本质上是不可并行化的。计算机科学中有一位著名的作者曾说过，“九个女人也无法在一个月内生下一个孩子”。所以有一些事情是无法分解的，比如像建立一家公司。你可能知道，这是一个非常线性的过程，因为你必须经历这些失败周期并且学习，很难并行进行。但我们发现，如果将这种思维方式应用于汽车保养，我们可以做很多事情。
For example, you'll like this. A lot of times for our railcar partners, we will do a high volume oil capability. So we have a specialized van that we've built that can change the oil on six cars in an hour, which is how it's changed oil on six cars in one hour. Yeah, walking through that, is that magic? So here's the magic. It's a parallel problem. So what we do is number one, we vacuum the oil. So we found that's much more efficient and a better system. Interesting. So we can, we, this vehicle has the technology to be able to vacuum for simultaneously and fill too. So what we do is we line up the cars and then we put our van between, we roll out the doors and all these hoses come out. It's like an octopus. Oh, I see what you're saying. Yeah. And we're doing, we did it linearly. It would take 30 minutes per, but we are doing it all in parallel and able to change the oil on six vehicles in an hour. So that's an example of this breaking a problem down into its component parts and then it get a lot more unit economics out of the system.
举个例子，你会喜欢这个的。对于我们的铁路伙伴来说，很多时候我们会提供高容量的换油服务。因此，我们有一辆专门的货车，可以在一个小时内为六辆车换油，这就是对六辆车换油的方法。是的，我们分析一下，这是不是魔法？下面就是这个魔法的原理。这是一个并行的问题。我们首先使用抽油器进行抽油，我们发现这更高效，也是一个更好的系统。很有趣。所以我们的车辆具备同时抽油和加油的技术。我们将车辆排成一排，然后我们的货车驶入其中，打开车门，所有的软管都会伸出来，就像一只章鱼。哦，我明白你的意思了。是的。如果我们一个一个地处理，每辆车需要30分钟，但我们可以同时进行，并且能够在一个小时内为六辆车换油。所以这就是将问题分解成组成部分的一个例子，从而可以从系统中获得更多的经济效益。
Let's get to the brass tacks. Right. I want to talk about some financials here. How do you make money? So we are not a marketplace. So our revenue is our revenue. It's not a gross net thing, which I'm very familiar with through the commerce world. So if we do, so one way to look at it is, you know, looking at the services that we offer. So if you look at a car wash, our car washes start at $59 for what's called a spiffy, which is a, it's a hand wash inside and out and no wax. And then we have one up from there is a spiffy and shine, which adds a wax that we have an awesome and a totally awesome detail. So ranges from 59 to about $300, depending on the size of your vehicle. One thing that blows the mind of car wash people is our average ticket is $125 for car wash. Very high. That's the blend of those things. The convenience we're in a consumer, a lot of the one number one thing people say when they find us is, I love this. I haven't washed my car in three years. And when they say that, we're like, well, I don't think the small package is going to be good for you. You need to kind of get a start. Let's get you kind of back up to where you need to be with a detail. So we sell a lot of details. And so a common thing is people start with a detail and then they'll maintain with a spiffy and shine. The detail includes shampooing a car. We take the seats out, carpets and clean open all these kinds of gems. And then light scratch removal as well.
让我们开始谈一些实质性的问题。对的。我想谈谈一些财务情况。你们是如何赚钱的？所以我们不是一个市场。因此我们的收入就是我们的收入。这不是一个毛利净利的问题，这在商业界我非常熟悉。所以，如果我们这么做，一种方法是看一下我们提供的服务。所以如果你看一个洗车服务，我们的洗车服务价格从59美元开始，这是一个被称为Spiffy的手工车内外洗车，没有涂蜡。然后我们还有一个更高级的洗车服务称为Spiffy and Shine，它会添加一层蜡，还有一个很棒的精细洗车服务。价格从59美元到300美元不等，取决于您的车辆大小。让洗车业惊讶的一件事是我们的平均洗车票价是125美元非常高。这是这些项目的综合结果。我们的方便性是消费者所喜爱的一点，很多人发现我们之后都会说，我喜欢这个。我已经三年没有洗车了。当他们这样说的时候，我们会说，嗯，我不认为普通洗车服务对您有好处。您需要重新开始，我们给您一次精细洗车，让您回到正轨。因此我们卖了很多精细洗车服务。常见的情况是人们先进行一次精细洗车，然后用Spiffy and Shine保持车辆清洁。精细洗车服务包括洗涤汽车内部。我们拆下座椅，清洁地毯和所有这些隐蔽的角落。还能轻微去除划痕。
So if you take that $125, break that out. Yeah. So then, we have designed this for, and if you look at premium service brands, we make a 50% margin five share. Got it. So our costs on that 125 wash are going to be about $60. And how much of that is labor? That is the lion's share. So like 50 is labor, nine is the van. And then this is on an allocated basis, if you will. And then the rest is the other parts, which would be a little bit of gas, some water, some chemicals and those kinds of things. They're pretty minor in the, what we call non-labor cogs on a car wash is very, very low. Now on oil change, it's higher, but we're wildly efficient on that. And so the labor is actually a lot lower on an oil change than a wash. So it ends up being the same margin. I think that 125 is high for car wash, but it's low for a detail. Yeah. A detail one to where you're not getting a real detail that 125 nowadays on any car. That's that. That's the average. So it's this, the menu, that's what kind of comes out as consumers pick from the menu that 125.
如果你拿出这125美元，然后我们为此设计了这个服务，如果你看看高端服务品牌，我们会获得50%的利润份额。明白了。因此我们在这125美元的成本中，大约有60美元会用于劳动力。劳动力占据了大部分成本，大约50美元是用于劳动力，9美元是用于车辆。这是根据分配的方式计算的，然后剩下的部分是其他零件，包括一些汽油、水和化学物品之类的。这些在我们所称的非劳动力成本中占比很低。然而，在进行换油时，这个比例会更高，但我们在这方面的效率非常高。因此在进行换油时，劳动力成本实际上比洗车时低很多，因此利润率相同。我认为这125美元是针对洗车来说很高，但对于汽车美容来说很低。是的，现在对于任何车辆，花费125美元进行一个真正的汽车美容是正常价格。因此这是消费者从菜单中选择的价格。
What about your funding? How much money have you raised? We've raised about 90 million. And what's that, what's that been equity? How are you funded to company? Equity. So we're venture backed. We have our series A was led by Tribeca Ventures out of the Tribeca, New York. They, they're interesting. Being in New York, they're kind of in ad tech for a while. And then they took a flyer on this startup called ACV that you may know. Oh, yeah. And that did really, really well for them. And then they were kind of like, I knew one of the guys there. And he's like, you're doing something in auto, right? And I was explaining what I do. He's like, well, we did so well with this. We'll take a, we'll take a flyer on this, this crazy spiffy idea. And then we just added this company in Princeton called Edison. That's our growth investor. Yeah, I've heard of it. I love that. Yeah. Yeah. So it seems like you guys are well funded. I mean, what's next for the company? What are you going to use all this capital for? So we think about, and just to give you an idea, we're at about a 70 million run rate, we just crossed 77 zero. So, you know, we think 70 million run rates. So what do you do in Monfeline revenue? What does that break down to? It's just north of five. Got it. And then can you share what you're burning? We in aggregate, our cities are cash flow positive. So, the way we think about positive contribution. Yeah. So all of our cities have a very positive contribution, and they cover a little bit more than half of the platform, which is the, you know, the part that's building out the cities and launching them and all the other services and stuff. Yeah. So that's next for us is get to even up positive and then cash flow positive.
你们的资金状况如何？筹集到多少钱了吗？我们筹集了大约9000万。那些资金是股权形式吗？你们是怎么为公司融资的？是股权。所以我们是由风险投资支持的。我们的A轮融资由特里贝卡投资公司（Tribeca Ventures）领投，来自纽约市特里贝卡（Tribeca）。他们非常有意思。由于在纽约，他们在广告技术领域已经有段时间了。然后他们决定给这家叫做ACV的初创公司一次机会，或许你可能听说过。哦，是的。他们的表现非常出色。然后他们有位员工对我很感兴趣。他说：“你在做汽车方面的项目，对吧？”我解释了一下我所做的事情。他说：“嗯，我们在这方面表现得很好。我们愿意为这个古怪而创新的想法提供支持。”然后我们刚刚和普林斯顿的爱迪生公司合并。他们是我们的增长投资者。是的，我听说过它。我很喜欢它。是的，看起来你们资金充裕。那你们未来的计划是什么？你们打算用这些资本做什么？我们计划是，只是给你一个概念，我们的年度销售额约为7000万，我们刚刚突破了7700万。所以，你们每月的收入是多少？略高于500万。明白了。那你们能分享一下你们的亏损情况吗？总体上，我们的城市现金流是正的。我们考虑的是正向贡献。是的，我们所有的城市都有很高的正向贡献，它们的收入覆盖了超过一半的平台，也就是为城市的建设、推出和所有其他服务等构建的部分。所以下一步计划是实现盈亏平衡，然后实现现金流的正向。
When you launch a city, how quickly does that city become profitable? Yeah. So when we first started, we were largely a consumer company. And on the consumer side, we have residential and then we also have office park. And that was a huge thing we learned early on is these office parks are a great place to go to services because once you have vans and people, you want to get what I call density of service, you want to, you know, you want to do as many services per trip as possible, whereas residential tends to be one trip, one service. Office park can be one to five, maybe one to 10. So when we first started, it would take about $2 million for a city to get profitability. And then it would pay back in 18 months. Then we discovered fleet and that has been a game changer for us. So we only open cities now if we've got a large fleet that's committed to a pretty big commitment for us. Seems like it's a huge accelerant.
当你开办一个城市时，这个城市会多快变得盈利？是的，当我们刚开始的时候，我们主要是一家消费者公司。在消费者这一侧，我们有居民区和办公园区。我们早期学到的一个重要教训是，这些办公园区是提供服务的绝佳场所，因为一旦你有了货车和人员，你就想要获得我所说的服务密度，希望尽可能在一次行程中完成多个服务，而居民区通常是一次行程一项服务。办公园区可以是一次行程一到五个服务，甚至可能是一次行程一到十个服务。所以我们刚开始的时候，一个城市要花费大约200万美元才能盈利，然后在18个月内回本。然后我们发现了车队，这对我们来说是一个改变游戏规则的因素。所以现在我们只有在有一个规模较大的车队承诺支持我们时才会开办新城市，这对我们来说是一个巨大的推动因素。
Yeah. Yeah. So when we open a city and we actually haven't opened a city in about a year and a half because we've got so much business where we are, we haven't needed to, we're in 25 markets. And our goal is to get to 40 of the largest markets in the US. So we've paused for a while, but let's say we were going to open Kansas City or something like that.
是的。是的。所以当我们开设一座城市时，实际上在一年半的时间里我们还没有开设过一座城市，因为我们在现有的市场上生意太多了，我们没有必要这样做，我们已经在25个市场上运营。我们的目标是进入美国最大的40个市场。所以我们暂时停止了一段时间，但假设我们要开设堪萨斯城或其他城市。
Yeah. What we do is we now have 14 national fleet relationships. So we would start and we would get to 100 K a month and break even in under six months using our fleet, our national fleet accounts. So this is folks like the usual suspects and rental car, which would be enterprise, Hertz, Avis, six, Fox, et cetera. U-haul. And then we work with, we do a lot of business with Turo and the folks that get around, kind of like what I call next generation fleets or vehicle 2.0 fleets. And then we, I mentioned Amazon and their whole thing, FedEx, and then we have a lot of corporate fleets who have government fleets.
是的。我们现在有14个国家级车队合作伙伴关系。因此，通过我们的车队和国家级车队合作账户，我们可以在不到六个月的时间里达到每月10万美元的销售额，并实现盈亏平衡。所以这些合作伙伴包括像常见的出租车公司，例如企业、赫兹、阿维斯、六号、福克斯等，还有优哈尔（U-haul）。然后我们与Turo和那些类似记轮车这样的下一代车队或者2.0版本的车辆合作。我们还提到了亚马逊和他们的整个业务，以及联邦快递（FedEx），并且我们也与许多有政府车队的公司车队有很多业务往来。
So we would start with that. We do a lot of work with Carvana. And so we would start there and then get the city up pretty quickly to about a million, two million run rate. And then we are layering consumer. So that's, that's something we've learned over time is start with fleet first, get it scaled up, get your cadence going, you know, get like 10, 20 vans in the market operating and then layering consumer.
所以我们将从那里开始。我们与Carvana的合作项目很多。因此，我们将从那里开始，并很快将城市规模扩大到大约一百万到两百万的运输量。然后我们会逐渐引入个人消费者。这是我们多年来学到的经验，首先从车队开始，将其扩大规模，确保运输步伐进行顺利，例如在市场上运营10到20辆货车，然后再引入个人消费者。
Do you know what's your average market penetration per market? That's an interesting question. So we used to answer this question. So our home market is Raleigh Durham, North Carolina, which is kind of a lot of people in the internet world. City Search was launched here. If you remember City Search and are you from North Carolina? I am. I'm from South Carolina, but I'm coming to you live from Durham. This area has a million people and they look, they're a really good demographic slice. And then they over index on college educated and a little bit higher income than the population of the US. But it's a really good market to test things out. And because it's a million people, we just crossed a three million run rate here. And we always said, we think per capita, we could get to $3 per person. So we just got there. And I now think that we're being conservative on that. And with addition of tires and some other things, I think we get the $6. So I think let's say a Raleigh or home market where maybe at like 50% where we want to be everywhere else worth like sub 10%.
你知道你们在每个市场的平均市场渗透率是多少吗？这是一个有趣的问题。我们过去常常回答这个问题。我们的主要市场是北卡罗来纳州的罗利-达勒姆，这是一个互联网世界中的重要地区。城市搜索网站就在这里推出。如果你还记得城市搜索并且你来自北卡罗来纳吗？我是。我来自南卡罗来纳，但我现在直播给你们从达勒姆。这个地区有100万人口，并且拥有非常好的人口统计数据。他们的大学受教育程度超过全美国人口的平均水平，收入也比全美国人口稍微高一些。但这是一个非常好的市场来测试新产品。由于有100万人口，我们的年收入刚刚突破300万美元。我们一直认为，按人均比例计算，我们可以达到每人3美元的销售额。现在我们已经达到了这个目标。我现在认为我们在这方面的估计还太保守了。在加入轮胎和其他一些产品后，我认为我们可以达到每人6美元。所以我认为，让我们说罗利或者我们的主要市场，我们的市场渗透率可能是50%，而其他地方可能只有不到10%。
What do you know? I mean, I'm assuming you're very obviously very close to the consumer here when it comes to auto repair. But do you know anything about the consumer, specifically with respect to like auto repair behavior or something interesting or somebody that you've noticed, just having been in this business out for a good amount of time?
你了解些什么呢？我的意思是，我认为你在汽车维修方面与消费者非常接近。但是，你是否了解消费者的一些情况，特别是与汽车维修行为相关的一些有趣事情或者你在做这个业务的这段时间里所注意到的某些人？
Yeah. And this kind of, you know, you guys in the car world, for around this 12.2 year thing, which is fine. The 12.2 what? The average age of a car is 12.2 years or 12.2. So and our customer doesn't have their car that long. So I think this is the value and that convenience rate. I think the convenience rate consumer keeps their car less than like kind of five years max, so three to five years there. So our customers, people always ask me, why aren't you doing more repair for your customers? And they're not really asking for it. And when we, you know, we're touching 3000 cars a day. So we have a lot of data on this. And you know, what we're seeing is our customer is not really needing repair. You know, the car is usually under 80,000 miles. And then when it gets up towards that range, they're swapping them out. And yeah, I think that is our customer. And a lot of people think then they kind of assume where you're only dealing with a fluent, so you must be watching BMWs and exotics. We do some of that. But our customer is driving a, you know, a sports utility vehicle, kind of a mini SUV and largely a woman. And a lot of them are our number one segment is millennial females. And they're just busy. They want their car to work. They want it to be nice. They don't have to have the fanciest. It could be a Honda pilot or something like that. They just want it to work and be clean and not be a hassle in their life. They don't want the car to come between them and what they're trying to do. So therefore they have all kind of, you know, a little, I'm the same way a little signal starts going off in my head when a vehicle gets kind of up around 80,000. I don't know what it's going to be. It's going to be a timing bell, transmission thing, a sensor. This thing's about to become, you know, more of a liability than a benefit to my life. I need to kind of think.
是的。然后这种类型的东西，你们在汽车界的人，关于这个12.2岁的事情，这样很好。12.2是什么？汽车的平均寿命是12.2年或12.2。“所以，我们的客户没有那么长时间拥有他们的汽车。所以我认为这就是价值和便利率。我认为便利率消费者将他们的汽车保留不超过五年，所以三到五年。所以我们的客户总是问我，为什么你们不为你的客户进行更多的维修呢？但他们真的没有要求。当我们，你知道，我们每天处理3000辆汽车。所以我们对此有很多数据。你知道，我们所看到的是，我们的客户实际上并不需要维修。汽车通常在80,000英里以下。然后当它接近这个范围时，他们就会替换它们。是的，我认为这就是我们的客户。很多人就会认为你只和有钱人打交道，所以你一定是在看宝马和豪车。我们确实做些这样的业务。但是我们的客户驾驶的是一辆轻型越野车，基本上是一辆迷你SUV，而且主要是女性。我们的主要客户群是千禧一代的女性。她们很忙，希望自己的汽车能够正常工作，不需要最豪华的车。它可以是一辆本田Pilot之类的车。她们只想让汽车正常运行，干净整洁，并且不会给她们的生活带来麻烦。她们不希望汽车成为阻碍她们追求事业的因素。因此，当一辆车接近80,000英里时，我的脑海中就会产生一些警觉信号。我不知道会出现什么问题，可能是定时器故障、变速器问题、或传感器问题。这辆车可能会成为对我生活的负担，而不是带来好处。我需要考虑一下。
Yeah. So I think that's something that I respect. I think, yeah, you know, your defined audience. And it's very different from what I've experienced for sure. And I think it's very different from the majority of the US, but it's a great audience. And if you can, you know, properly, you know, offer the right type of value for that audience that it works.
是的。所以我认为这是我所尊重的一点。我认为，是的，你知道自己的受众是谁。而且它与我经历过的东西非常不同。我认为它与大多数美国人非常不同，但它是一个很好的受众群体。如果你能够适当地为这个受众群体提供正确的价值，它就会起作用。
Yeah. I want to go. I want to go a bit more macro. I think I'm curious, you know, and I'm sure you get these questions from investors, but like, where is auto repair headed in your head? I mean, clearly there's been tons of tailwinds here. Car prices are jacked up. More people are holding on to their vehicles for longer than ever. How do you see auto repair playing out over the next five, 10 years? How do you, and how do you see that impacting your business and growth?
是的。我想去。我想扩大一点范围。我觉得我很好奇，你知道的，我相信你们从投资者那里也会得到类似的问题，但是，你们对汽车维修的发展方向有何看法？我是说，显然在这方面有很多向好的因素。汽车价格飙升。越来越多的人将车辆保留更长的时间。在未来的五到十年里，你看到汽车维修的发展趋势如何？你如何看待这对你们的业务和增长的影响？
Yeah. So I'll do top down and then we can do bottoms up. So top down, here's what, here's why I get excited about what we're doing at Spiffy. I come from the e-commerce world, an e-commerce was in this, you know, $5 trillion retail industry. And Amazon came in and now has built a $500 billion revenue business. It's global, but if we, you can chop it in half for the US. So 20% of retail has moved online and digital. So 20% of everything we buy now is digital. And you've all seen the chart of, you know, this kind of progression and accelerated during COVID. I think that happens in car care. And I think it happens faster. And if it does, in, you know, the global industry is 800 billion a year in the US, it's 200 billion. So 20% of that is 40 billion. So this is a 40 billion dollar kind of opportunity we're chasing at Spiffy. And if we can, you think 40 billion is going to be mobile? Yeah. Why? Because the consumer experience is 10 times better. And if you really, the companies that differentiate themselves will have a better customer experience. So we seem that happened over and over and over again in the commerce world, and it will play out again here. I believe mobile service will be table stakes. If you don't offer it, it'll be weird.
好的。所以我会从上而下，然后我们可以从底向上。所以从上而下，我对Spiffy所做的事情感到兴奋的原因在这里。我来自电子商务领域，在这个价值5万亿美元的零售行业中，亚马逊进入并建立了一个5000亿美元的营收业务。它是全球性的，但如果我们把它分成两半，其中一半是美国的。所以20%的零售业已经转移到了线上和数字化。现在，我们购买的物品中有20%是数字化的。你们都看过这种进展的图表，尤其是在COVID期间加速发展。我认为汽车保养领域也会出现这种情况，而且速度会更快。如果真的这样的话，在全球范围内每年的产业规模是8000亿美元，在美国是2000亿美元。所以其中20%是400亿美元。所以这是我们在Spiffy追求的一个400亿美元的机会。你认为400亿美元中的多少会来自于移动端？是的。为什么？因为所提供的消费者体验要好上10倍。而且如果你真的能让自己与众不同，提供更好的顾客体验，那就是成功的公司。我们在电子商务领域一次又一次地见证了这一点，它在这里也将会再次发生。我相信移动服务将成为基本要求。如果你不提供它，那将会很奇怪。
What do you think about that deal? AutoNation bought Repair Smith, which is, you know, mobile auto repair. I think there's some nuances. It's different from Spiffy in that sense. But what do you think about that deal? I think it was a great deal. So it was a good comp for us. So it's a $200 million deal. They're a lot smaller than we are. So it was a really good multiple for the industry. And I think it's interesting to have, you know, one of the, you know, this better idea, but are they the top, the largest public or one of the top public auto dealers saying, this is important and strategic to us. And in their statements, they said, you know, number one, we're going to bake it into F&I. So I think it gets baked into F&I where you're buying a car, and you have some options. You can have no maintenance program. You can have a come to us maintenance program or a we come to you. And I think you'll be surprised how many consumers choose that and they will be willing to pay considerably more for it.
你对那个交易有什么看法？AutoNation收购了Repair Smith，这是一个提供移动汽车维修服务的公司。我觉得这其中有些微妙之处。与Spiffy不同的是，在这方面它是不同的。那么你对这个交易有什么看法？我认为这是一笔很好的交易。对我们来说也是一个很好的比较。所以这是一笔价值2亿美元的交易。他们比我们要小很多。所以对于这个行业来说，这是一个非常好的倍数。我认为有趣的是，你知道，作为顶级或者最大的上市汽车经销商之一，他们说这对我们来说是重要和战略性的。在他们的声明中，他们还表示，首先，我们会将其纳入到财务及保险部门。所以我认为它会被纳入财务及保险部门中，在你购车时你将有一些选择。你可以选择没有维修计划，你可以选择到他们这里进行维修计划，或者他们来到你那里进行维修计划。我觉得你会惊讶于有多少消费者会选择这个选项，并且愿意支付更多的费用。
You just mentioned a very important thing, which is that the subprime consumer, they're limited by how much F&I they can even purchase, right? Banks will lend them after a certain point, maybe a couple thousand and back end quote unquote, which is almost like they have these, imagine it is a credits for your kid at Chuck E. Cheese's, you have 10 tokens. That's what you can use to play, right?
你刚才提到了一件非常重要的事情，那就是次贷债务人，他们受到了购买金融与保险产品(SI)数量限制的制约，对吗？银行会在某个特定点之后开始贷款给他们，可能是几千美元的后段关且关引号内的部分，这几乎就像是为你孩子在Chuck E. Cheese's娱乐中心准备的代币一样，你有10个代币，就是你可以用来玩耍的数量，对吧？
Yeah. Now kind of parlay that to modern day, you know, subprime consumer, if a lender approves you and you have a certain amount that they can sort of qualify for back end products, they can only buy up to a certain amount in warranty. So I think another really important point here is that it makes even more sense for this type of product to be targeted towards a, you know, kind of mid to higher end consumer, because they will have more budget that they're able to work with. And you can now add this on top of a, you know, say, a warranty or vehicle service contractor, whatever other products that they would normally buy, right? That call it, quote unquote, table stakes products, you can add that on top of it. Whereas I don't think that's as a viable with a kind of subber, you know, mid prime consumer as much.
是的。现在把这种情况引申到现代，你知道，次贷款消费者，如果放贷人批准你的贷款，并且你有一定的额度可以购买后期产品，那么他们只能购买到一定金额的担保。所以我认为这里还有另一个非常重要的观点，就是这种类型的产品更适合针对中高端消费者，因为他们有更多的预算可以使用。而且你现在可以在他们通常购买的保修或汽车维修合同等其他产品之上再次添加这个产品。而对于中低端消费者来说，我不认为这种方式是可行的。
Yeah, absolutely. Yeah, it's definitely, you know, admittedly every customer is in ours. Now, you know, the thing we see is people, it's like Starbucks, like I go to Starbucks all the time, and you know, every other time you go in there and at someone's first time at a Starbucks, they're like, what do you call a large? And you can tell that they're, you know, they're trading up, they're kind of having the wealth experience. So the value of consumer will pop in and do this.
是的，绝对没错。确实，你懂的，可以承认每个顾客都属于我们的。现在，你知道，我们看到的现象就像是去星巴克一样，我经常去星巴克，你知道的，每次进去，总会有人第一次来星巴克，他们会问大杯怎么叫？你可以看得出来，他们在升级，体验富裕的感觉。所以消费者的价值会突显出来并且做这件事情。
And, you know, the other thing is, I don't know if you saw it, but Ford is now really strongly encouraging their dealers to do mobile service and they're providing some of them with their van. So what's happening is we are starting to do this as well. So we have started licensing our software and our van platform out to dealerships. And we call that digital servicing. That's interesting. Yeah. So you could, and it doesn't have to be, it doesn't have to be an F&I, it could be a loyalty thing. So there could be a, hey, come buy a car from me and you get a wash a year as being a loyal customer at my dealership. I think that would be great for the subprime customer. They're hard to build brand loyalty with, but they love free stuff. So that could be a way to do it. We're does. But yeah. So, you know, we've got six dealers and kind of an early access program and we're having some really interesting data points. The one that I found interesting is one of our dealers is running two vans just doing recall work. And you know this better than I do, but the OEMs want you to go do this recall work and they'll pay handsomely for it. But, you know, they send all this, these caraged consumers and say come in for recall and the consumers ignore it because it's super inconvenient. And now you're saying, hey, you know, what if we came to you and the consumers are like, oh, if you're going to come to me, sure, I'll do that. And then the dealers are funding several vans just doing that. But yeah, we're seeing a lot of really interesting things we're learning from the dealer community as we offer this as a service. And they do it under their brand. So they would offer it under their family name, you know, which was what we recommend is you're going to go build loyalty with consumer, do it at your brand level. Pulled the OEM into it, you know, have the logos on there, but, you know, talk about, you know, whether it is Rick Hendrick or whatever, you know, your brand is put that front and center and build that loyalty with the consumer that you're now coming to them and providing the service.
你知道的，另外一件事是，我不知道你有没有看到，但是福特现在正在强烈鼓励他们的经销商进行移动服务，并为其中一部分提供货车。所以我们也开始这样做了。我们已经开始向经销商授权我们的软件和货车平台。我们称之为数字服务。很有趣对吧。是的。这并不一定是财务和保险的问题，它也可以是一种忠诚度的方式。例如，当你从我这里购买一辆车时，你可以作为我经销商的忠诚客户每年获得一次洗车服务。我认为这对于次贷客户来说是非常好的。与他们建立品牌忠诚度很困难，但他们喜欢免费的东西。这可能是一种方式。所以我们有六个经销商参与早期计划，我们有一些非常有趣的数据。我发现有趣的一点是我们的一家经销商正在运营两辆货车，专门进行召回工作。你比我更了解这个情况，但OEM希望你去做这个召回工作，他们会丰厚地支付费用。但是，你知道，他们会发送大量的信息给消费者，让他们来进行召回，但是消费者会忽略，因为这太不方便了。而现在你们正在提出的是，嘿，如果我们来找你，消费者会说，哦，如果你们来找我，当然可以。然后经销商会资助几辆货车专门做这个。但是是的，当我们将此作为服务提供给经销商社区时，我们看到了很多有趣的事情和经验教训。而他们是用自己的品牌来进行服务的。所以他们会用他们的家族名字来提供服务，这也是我们推荐的，如果你要与消费者建立忠诚度，就要在品牌层面进行。引入OEM的元素，例如在车上放上标志，但是要侧重讲述你的品牌故事，比如里克·亨德里克或者其他你的品牌，并以此来建立与消费者的忠诚关系，向他们提供服务。
So when you're licensing, what are you actually licensing to the dealer? So they get our, they get our software. So they can use our software to manage it. And we're integrating in with the DMSs, we've got two of those done. And they're getting our van platform. So we have spent a lot of time figuring out how to get the van perfect for tires. And then we have a combo van, which is oil and wash. So there's that. And then the last one is kind of our know-how. So we go in and train them on how to do this. And we found this is what I found in e-commerce. If brick and mortar stores were inherently bad at e-commerce, because it was been all day in the four walls of a building, everything you think about is building oriented. Your, your, that whole mindset is pervasive. So a lot of the folks that come to us have gone through a failure cycle. They've tried a mobile program and can't get it to work. And we're, we're saying, look, here's them. Here's the recipe. Here's, we know this works. We, we're doing this, you know, 70 million and making it profitable. We know how it works. We know how to make it profitable and how to, you know, our net promoter score is north of 80. We know how to delight customers. Here's how to do it. So it's the recipe and the ingredients.
当你授权许可时，你实际上是将什么许可给经销商呢？所以他们得到了我们的软件。所以他们可以使用我们的软件来管理。我们正在与DMSs集成，我们已经完成了两个。他们还将得到我们的货车平台。所以我们花了很多时间来弄清楚如何为轮胎制作完美的货车。然后我们还有一个组合货车，可以做油和洗涤。所以有这些内容。然后最后一个是我们的专业知识。所以我们进去培训他们如何做这个。我们在电子商务中发现了这个。如果实体店在电子商务方面本质上不擅长，因为他们整天呆在一个建筑物的四堵墙之间，那么你的所有思维方式都是以建筑为导向的。你的整个心态都是浸透其中的。所以许多来找我们的人都经历过失败周期。他们尝试过移动计划，但无法使其运转起来。我们说，嗯，这就是他们的情况。这就是配方。我们知道这行得通。我们正在以7000万的规模进行并且盈利。我们知道它如何运行和如何使其盈利，并且我们的净推荐值得分高于80。我们知道如何让客户满意。这就是如何做的。所以它是配方和成分。
Do you service EVs? We do. Yeah. EVs, I've been driving a Tesla since 2012. So I've been living the EV lifestyle for, for longer than most. It was like one of the first two in North Carolina that you start to fly while into work on it was fun. And we're excited about EVs because the dirty secret of EVs is once you take the energy cost out is they're actually more expensive done. And it's because of the tires. I went through my first set of tires and 12,000 miles. And then now I can get them to like 20,000. But the vehicles are much heavier and they're super torquey, as you know. And you go through tires much, much faster than, than anyone is used to. And those faster like give me like a rough reference about 20,000 miles versus 30 to 40. So about twice as fast. Wow. Yeah. So you're saying that's ultimately a boon for your business. Yeah. The tire guys are working on making it better. But there's physics problems of rubber, the harder you make the rubber. So it doesn't wear the worse the ride. So I don't think they're gonna be able to solve that.
你维修电动车吗？我们是的。是的，我从2012年开始就一直开特斯拉。所以我比大多数人更久地过着电动车生活。起初，北卡罗来纳州只有两辆电动车，而我就是其中之一，每天上下班感觉很有趣。我们对电动车感到兴奋的原因是，电动车的“脏秘密”是一旦你除掉能源成本，实际上它们比以前更贵。这是因为轮胎。我花了12000英里就换掉了第一套轮胎，现在一套轮胎可以坚持到2万英里。但电动车更重，而且有超强的扭矩，如你所知，所以轮胎的磨损比人们习惯的要快得多。大致上，这意味着每行驶2万英里要比之前的30到40万英里更快两倍。哇，那对你的生意来说最终是个好事吧？是的，轮胎维修人员正在努力改进。但橡胶的物理问题是，你越让橡胶硬，它磨损得越快，而骑行质量越差，所以我觉得他们不可能解决这个问题。
So the other thing we've noticed is if we look at a cohort of EVs versus ICEs in our Institute consumer, the EV owners wash two times more a year. We get about two washes per customer a year. Our EVs do four a year. And as an EV driver, what happens is I don't go to gas stations. If I want a snack or something, it's like on the way I may pull into one, but I rarely go to gas stations because you charge at home every night. A lot of people don't grok that either. So you're not really going to gas stations at all, except on long road trips, which are pretty rare for anybody. So I don't have that. You know, I'm at the sheets of the Wawa, I'm going to pull around through the tunnel car wash just to give it kind of a clean, quick exterior.
所以我们还注意到的另一点是，如果我们将电动汽车与传统燃油车在我们的研究所的消费者样本中进行比较，电动汽车车主每年洗车的次数是传统燃油车的两倍。我们的每位电动汽车车主每年洗车约两次，而传统燃油车只有一次。作为一名电动汽车驾驶员，我不需要去加油站。如果我想要零食或其他东西，可能会路过一个加油站，但我很少去加油站，因为每天晚上我都在家里充电。很多人也不明白这一点。所以你实际上几乎不需要去加油站，除非是长途旅行，这对任何人来说都很罕见。所以我没有这个问题。你知道，我经过sheets或Wawa时，会去趟洗车隧道，给车外部一个快速清洗。
So you also, you're not forking out dollars out of your wallet every week for your car. So it feels like you have extra money to spend on your car. And I think that's what's driving the favor. I think the most basic question I haven't asked you is what markets do you serve? So we're only in the United States and we're in 25 markets. And if you kind of say, if you go Philadelphia down to DC, you pick up the Carolina, so Raleigh, Charlotte, then you go to Atlanta, then Florida, we're huge in Florida. We pretty much have every city in Florida covered. And then Texas, we've got all the large markets covered, and then kind of back up the other side of the coast all the way up to Seattle. So we're in 25 of the larger metros and kind of like that Sunbelt kind of a U shape right now. So, you know, we haven't why Sunbelt or is that like coincidental or because I'm thinking the first thing that comes to my cars, well, the first thing that comes to my mind is, you know, you go to Northeast or Northwest or whatever, you have some snow, you know, salt, got to get car wash, you know, it's very inconvenient. What do you think about that? It's harder to operate in those markets because of congestion, tight working environments and the cold. It's hard to get. We can do it and we have solutions for all this. It's just if you have, you know, if you're going to climb a tree to get some fruit, why not start at easy stuff or work your way up? So it's easier, easier pickings for us. Make sense? Yeah.
所以你也是不用每周从钱包里掏出钱付汽车费的人。所以感觉像是你有额外的钱可以花在你的车上。我觉得这就是推动偏好的原因。我想我最基本的问题是你们服务哪些市场？所以我们只在美国，覆盖25个市场。如果你从费城到华盛顿，再去一些南卡罗来纳州的城市，如罗利、夏洛特，然后再去亚特兰大，接着是佛罗里达州，我们在佛罗里达几乎覆盖了每个城市。然后德克萨斯州，我们覆盖了所有大城市，然后沿着西岸一直到西雅图。所以我们目前在25个较大的都市，像一个U型的阳带地区。你知道，我们选择阳带地区是巧合吗？我是这样想的，首先想到的是，你知道，如果你去东北或西北，会有一些雪，需要洗车，很不方便。你对此有什么看法？在那些市场中运营更困难，因为堵塞、狭窄的工作环境和寒冷。我们可以办到，并对此有解决方案。只是如果你要爬树摘果子，为什么不从容易的开始或者逐步提高难度呢？对我们来说更容易、更合适。明白吗？
But look at there. Don't worry. I'm not words. I mean, this is very, very impressive. I got to tell you, when I think of such a logistically intensive business, man, I don't know, being honest, I don't know if I would have bet on you early on. And look, I don't know your past experiences very intimately. And so you obviously done some great things. So I don't see that as a obviously early on, you know, you really bet on people. But I think it's very impressive, the scale that you've already gotten this to and doing it with positive, you know, market contribution. That's not an easy feedback. Thanks. yeah.
看吧，不用担心。我不是在说笑。我的意思是，这真的非常、非常令人印象深刻。我必须告诉你，当我想到这样一个需要大量物流的业务时，我不知道，说实话，早期我不知道是否会对你抱有信心。而且，我不太熟悉你过去的经验。所以显然你已经做了一些了不起的事情。我不认为这是很明显的早期赌注，你真的在赌人才。但我认为你已经取得了很大的规模，并以积极的市场贡献做到了这一点。这不是一种容易获得的反馈。谢谢。是的。
And my other favorite Jeff Bezosism is the reason we solve hard problems is it's a competitive moat. It absolutely is. Yeah. So yeah, the, yeah, it's the most fun software, yeah, I've ever built because that a heart, a real world component to it. We've gotten into some devices in the van, we can actually look in the van and see how much water's in there and how much oil and stuff. So we're using IoT. And we're doing a lot of really cool stuff in this kind of marriage of technology and trying to solve this problem. Yeah. Because we're doing it at scale, we can make these investments and things, no one would ever really think to do. It would be crazy for a two person or a single dealer to do the system or anything like that. But we can do it because we're doing it across 300 vans and 600 technicians. And hopefully that's going to keep doubling. I think you do some badass stuff with the logo man, the penguin. I would love to see a penguin mascot. Yeah. Well, I'll send you some, I'll send you some little, little plushies there. I love it. Scott, where can people learn more about Spiffy about you?
我最喜欢杰夫·贝佐斯的另一个观点是，我们解决难题的原因是因为它是一种竞争性的难以逾越的壁垒。的确是这样。是的，所以是最有趣的软件，是我建立过的，因为它具有真实世界的组成部分。我们已经将一些设备安装在货车上，实际上可以查看货车中有多少水和油等等。所以我们正在使用物联网技术。在这种技术和解决问题的婚姻中，我们正在进行一些非常酷的事情。是的。由于我们的规模越来越大，我们可以进行这些投资和其他人从未考虑过的事情。对于一个两个人或单个商贩来说，去实施这样的系统是疯狂的。但由于我们需要覆盖300辆货车和600名技术人员，我们可以做到。希望这个数字会不断增长。我觉得你对我们的标志很牛，企鹅。我很想看到企鹅吉祥物。是的。好吧，我会给你寄一些企鹅的小玩偶。我喜欢。Scott，人们可以在哪里了解更多关于Spiffy和你的信息呢？
Yeah. So Spiffy's website is getspiffy.com G E T S P I F F Y. And then we're on the app. Well, in Spiffy, who in Spiffy dot Conlin? This one dude that started a company called Spiffy Software. Eddie is not selling the URL. So we'll see. Well, yeah, we get Ruben money. We'll buy it. And then on LinkedIn, I do pontificate about startups and I leave the industry pontification to you. I'm Scott Wingo, Scott with 1T. And I'm also on Twitter now called X. It has been funny to watch you interact with the Elon that's been a huge Elon geek. So, yeah, that was awesome to watch you guys chatting there.
是的。Spiffy的网站是getspiffy.com，拼写为G E T S P I F F Y。然后我们在应用程序上使用。嗯，在Spiffy上，有Spiffy点Conlin，这个人创办了一个叫做Spiffy Software的公司。Eddie没有出售该网址，所以我们要看看。嗯，是的，我们得到了Ruben的钱，我们会买下来的。然后在LinkedIn上，我会发表关于初创公司的看法，而把行业的评论交给你。我是Scott Wingo，Scott只有一个T。我现在也在Twitter上，叫做X。看你们聊天真的太有趣了，特别是和Elon的互动，你是一个真正的Elon迷。是的，看你们聊天真的太棒了。
Yeah, no, it's been a cool experience. And just having, you know, having that interaction on Twitter or X now is definitely amplified the platform, which has been awesome. What's your overall take on Twitter's rebrand? How do you feel about that?
是啊，实际上，这是一次很棒的体验。而且在Twitter或X上进行互动，确实增强了这个平台，这太棒了。对于Twitter的重新品牌，你总体的看法是什么？你对此有何感觉？
So I have a long history. I was, PayPal was an early partner of Channel Visor. So, you know, when they merged with X, it was an online bank. And there's something to, in the, from the e-commerce world in China, they have these apps that do everything, Wibo and whatnot. I wouldn't count him out. I think everyone thinks he's crazy, but I've heard that story like four times now and he is always one. So I would not bet against him. So I think he's going to make it work.
所以我有一个很长的历史。我（指PayPal）曾是Channel Visor的早期合作伙伴。所以，你知道，当他们与X合并时，那是一个在线银行。从中国的电子商务世界来看，有一些应用程序可以完成各种任务，比如微博等等。我不会轻视他。我觉得每个人都认为他疯了，但我已经听过那个故事四次了，他每次都成功。所以我不会押注反对他。我认为他会使事情成功。
Awesome. Scott, this has been great. Thanks for coming on. I love what you guys are doing. We'll definitely be checking in on your progress and seeing how you continue expanding. But, you know, this is very insightful and I appreciate you making, you know, coming onto the pot.
太棒了！Scott，这次真的太棒了。感谢你的加入。我喜欢你们正在做的事情。我们一定会持续关注你的进展，看看你们如何继续扩展。但你知道的，这真的非常有洞察力，我感激你能来参加我们的节目。
Yeah, thanks for having me and really appreciate it. And good luck and congrats on all your success building your brand.
是啊，感谢你邀请我，真的非常感激。祝你建立品牌的一切成功，祝你好运并且恭喜你。
Appreciate Scott. Pucks it.
感谢斯科特。轻轻地打出去。
All right. Hope you enjoyed that episode. Please give the podcast a rating. Consider subscribing to the show and check the show notes for links to what we talked about. Thanks for tuning in. I'll see you guys next time.
好的。希望你们喜欢这一集。请给这个播客评分。考虑订阅这个节目，并在节目注释中查看我们讨论的链接。谢谢收听。我们下次见。