Wake up, Buy Here, Pay Here people. It's a beautiful day. Go grab yourself another cup of joe and say hello to Jim and Michelle Rhodes on the Buy Here, Pay Here morning show. Take it away, you two. Hello. Welcome. Happy Friday. Welcome to another edition of the morning show where we're live talking Buy Here, Pay Here and Yeah, the third of four sessions. Yeah, this is the fourth one. Some data that's being kind of broken down. And we have a few announcements before we get started. I hope everybody's having a great Friday thus far. It's ten o'clock, ten something here in Central Time. So some of y'all are busy at work and getting ready for Your lunch break is coming up here pretty soon, but others are just barely starting. That's true. Yeah, it's about eleven thirty on the East Coast. And so it's true where it's always funny to me that we say, wake up people like most people are well into their day. And it depends. I mean, last night, neither one of us slept very well. And then it's true. And you're like, yeah, I took a Benadryl. What about three o'clock in the morning? I, yeah, I didn't sleep very well and, and both of us woke up late for us. Yeah. Yeah. For whatever reason, like your dragon. Yeah. Yeah. Yeah. But, uh, yeah, it's, uh, it's obviously the thing about doing live is, um, there's, there's pros and cons about the whole thing. And, uh, but here we are live where we have had some caffeine and we're, we're hitting it. Of course, we know most people catch this broadcast as a recording. They don't, they they don't tune in as much live so definitely a lot more on that so one quick announcement there's a beautiful young woman in uh dallas texas who has a birthday today i'm gonna share her photo on the screen i'm not gonna say which birthday it is yeah i think it's you know less of a thing with younger people but uh my daughter erin is uh having a big birthday today and so shout out to uh yeah This is her wedding announcement. She's set to be married in February. So anyway, thanks for indulging me while I share a happy birthday message for her. And then we've got some other news. It's interesting as we were talking about this piece of news is how capital is just... year or two right and this is another shift in capital yeah so the announcement yeah the announcement went out yesterday morning i think it's been in the works for a while and um so the the word is that the official announcement is that sda inc which is out of the atlanta area um who's been around a long time that's gary page and sda we know karen barnett many of our dealers who would listen know karen brunette from north carolina and uh and there are others who are you know agents and folks that we know out there michael diaz i may still be out there uh anyway they they acquired car financially it's not a partnership it's not a merger it's a full acquisition yeah and of course there will be a transition um i i would just refer folks to go find the the press release for themselves and read that but every indication with the press release is that it'll be business as usual for the two companies no no dramatic shift for anybody who's doing business with either party now but as as expected by making the acquisition that the end result could be more solutions for dealers right they'll be able to consolidate their their services and products and personnel and what have you and so I think you could you could expect there could be a broader offering you know, in the coming months and years here. So it'll be an interesting thing to observe. We we're cheering for them. We know this industry certainly needs access to capital and we, we hope this will be a win for dealers who are out there listening today. So yeah, car financial is, is one of the, big players in the space. For sure. And I don't know the gentleman whose name appeared with Carr Financial. I know Chris Tiller have for many years. So congratulations to Chris. Congratulations to Gary Page and all the parties who worked to bring this deal together. So a pretty big shift. They're steady players. Been in this industry. I haven't been in as long as you've. Pretty much. I mean, from the very earliest day. Like, thirty years. Yeah. You know, it's like twenty-five years for me now. So, if you count my time I was managing, it's been thirty years. But, yeah, certainly, I'd say they've certainly both been there more than twenty years. Yeah. So, it's just another thing, like I said, for the last couple of years that there's been a flow and that there is... From a ten thousand foot scale, there's a constriction options just currently are a little bit less than what they were a couple of years ago. But it offers an opportunity for some great service. Yeah. Yeah. It doesn't have to mean fewer dollars. Yeah. Yeah. So we'll see. what this means so so i'm i'm excited to to watch it all unfold and yeah yeah see how that goes so shall we get into our subject of the uh week so again this is really our subject for september each friday we have covered uh an element related to this thing about you know in va we started doing a light study it's an ongoing study of analyzing how many contracts in terms of number of contracts and dollars are still active in a dealer's portfolio past twenty four months from origination. In other words, how many make it to twenty four months or more? And so this is not a static pool. This is a look at, in our case, the things that we've been talking about are as of the thirty first of August. So we've shared that. I would urge people to go back. We don't want to rehash all the things we've covered already. Let me just quickly recap. In session number one, we covered taxation. We talked about sales tax and income tax impact of these kind of choices, how we make choices on the front end. in terms of deal structure and everything else and how that affects the outcome. And then reason number two was the customer's waning interest, which is a hard one to measure, but we all know that there's a real thing where customers lose interest. In fact, it's always a joke when I bring that up that I'll say we know that customers you know, want to trade in twelve months and so on. So someone trade in two or three months, you know, which means we know that that can happen. That can be kind of a remorse thing where people and obviously people's circumstances change, but they simply like all of us, they see a different car that they might like, that they feel like would better suit their needs. And so they grow less interested in the car that they have and more frustrated, perhaps for whatever reason. But it's also just aging, right, as they drive it. And people are talking about, you know, it's already aged. it's got some age and then dealers are talking a lot about the number of miles that people are putting of course there's a whole thing about people using them from different um you know food service or deliveries or whatever so there's that whole element too but i'm simply saying we know the car is going to depreciate right so that was reason number two is the customer loses interest in the car today we're going to cover this thing about diminishing returns which is really about the the and this is hard math and we won't go too deep it's things that most people understand I just we create a little tool with help from Claude a little interactive tool that we can show our viewers today kind of how that math looks and um so I think there's something you know certainly to think about and then I'll I'll make sure and know that folks next week tune in for um Episode number four. Right. Which will be the final one on this particular topic. And we're going to address the loan to value question. OK, so we'll get to that next week. But for today, again, back to this idea of diminishing returns. So before I show this, the interactive tool, I want to just kind of lay this out verbally. and again recognizing many of our listeners catch this on audio and that so we'll try to describe of course what's on the screen but the premise here was to um a shout out to steve burke with agora steve is the one who planted in my mind this idea that of course i think most people in the industry dealers included would probably recognize that this happens they know the math but they don't think about it certainly it didn't it wasn't in my awareness um until steve kind of presented this idea that there comes a point in a retail installment contract not not as much with lease your pay here which is another thing that doesn't get talked about but at least your payer the the it's a straight line thing with the principal and interest split on a customer's payment if you have a lease every payment that you make has some principle and some interest same amount so yeah it doesn't scale it so right okay so in simple interest you're heavy on interest early right and then as it gets paid down it's less and less interest well steve made the case um that you know dealers really ought to think about in his case he's made his career in bulk acquisitions he buys contracts in bulk and point of sale whatever throughout his career and so his thinking is really coming from a place of They ought to let me buy it or they ought to let a bulk buyer buy the paper. When it gets to a certain point. A certain point. And irrespective of how you feel about that, whether you want to retain that customer or send them to somebody else or however that's going to look for you as a dealer, the real question here becomes, shouldn't we recognize that when a an account reaches a place where the interest that we're collecting on it is less than our cost to support the account. So this is not something we look at in VA because we don't dig into expenses. We don't, part of what VA does is simple. What interest covers is the servicing of the contract. It's not just the potential loss or what we know we've baked in, but it is also the servicing. Yeah. And so, so if you think about if I'm a dealer, instead of just selling the paper bulk point of sale or whatever out to somebody else, the reason I choose to retain it is because one, I want to, manage the account to I want the earnings, sort of given those earnings, you know, the profits and earnings off to, and of course, we're taking the risk in the process. But if you talk about a contract that is reaching twenty four months, first of all, we have to understand how many reached that mark. Right. And so we talked about that. And it's not a very large amount with almost any dealer. It's it's there's unless you have contract that that your your uh your term is typically twenty four months um you know most people are three to five years aren't you yeah and you can see slides we presented in prior podcasts so we don't need to go back to that but we we showed some examples of dealers who um have and we've invited some dealers i don't want to say here yet but we probably will have some dealers on this fourth episode who can speak to this because they were among the dealers who were surprised when they saw their own results that there were fewer contracts still on their books past twenty four months than they would have guessed. So it's not something you really look at. And, you know, the just not really a squirrel, but it's not even a possum. You never explain to people. Squirrel is like completely different track. Possum is like it's related. I feel like I have to explain to people why you're talking about possums. There are so many moving pieces to this industry and to having a business in this industry. And it's getting, unless you are a numbers nerd, which some people, you know, we've talked to dealers like, yeah, I've been tracking this for this and I've got spreadsheets to... but then you know and i know all of the things and so internally they really understand their numbers but most dealers don't understand their numbers to the depth that like a twenty group yeah or even you know if you've got a good accountant or you know it's just it's like really understanding and getting into where it's it's you're looking at bills bank accounts pay i know how much i have left over i can draw this much or whatever take this much to to cover my own personal expenses and it's like we're all good and it's like everything is floating yeah it's not sinking so we're good right but without really understanding some of these kind of pieces and these i think the reason why we talk about this kind of stuff is it's small shifts in how you do things can have really big dividends in the long run. Because, you know, we've talked about what it costs to acquire a new customer, what it costs for all of, you know, all of these different things, which is another thing that a lot of dealers, they don't break down. It's like, man, I'm spending more and I'm, and it requires having a conversation with multiple dealers to get to well how much are you spending per and to to really fully uh grasp where you have leakage where you have opportunity where you know all of those kind of things so this is just an interesting thing to be to um just looking at this in in its totality about how you know a seasoned dealer is surprised at where their numbers lie on how many accounts they have active at twenty four months. That's just it's and you being a numbers nerd and that it's like that's not something that that is kind of new necessarily to you, but to a lot of dealers it is. And so it's not it really is an opportunity to take a look at where you're at as a dealership and your your book of business and And where the opportunity lies in that. Yeah, I think when I present these kind of things that you're right, I'm a numbers nerd. And I'm certainly aware that you can reach a place where you get into this paralysis of analysis. Like you analyze. Oh, God, not just in the car industry and everything. I do it all the time. But in our car industry, but in particular in the buy here, pay here, self-financing, all these moving parts, right? Especially at a related finance company or at these reinsurance elements. And so there's a lot of moving parts. And you can overanalyze. You can make it more complicated. So when I present math, like when I go, especially in a V-A meeting, when I go and I'm working with clients, when I do some new calculations, I'll put it in front of them and say, what do you think? Is this meaningful to you? But we continue to track it. You know, the cool thing about this is, is that there's, you know, we just like there's as many business models. I mean, there are people in the industry. There are as many perspectives as there are in the industry. And so when you come and you're like, hey, I look at this from a different perspective. how does that change or shift anything that you are looking at in your business? Is it an opportunity? Is it static? Is it just extra noise? Is it giving you an insight that it's like, oh, maybe that's where I'm not meeting my expectations of growth or my expectations of all that. So I appreciate that. So the reason I think, and you know, some of the stuff we've shared around our V eight marketing is kind of goes to this thing about the data. You know, yes, I'm a numbers nerd. And what you call perspective just now sometimes is opinion. And sometimes that opinion is not based in fact. Squiggly lines, straight lines. Yeah. Yeah. So sometimes people have this idea and I don't know where they learned it or how that how this idea evolved for them that they think this is how they should operate their business or whatever the case may be. And so what I'm trying to do is separate that. And this is part of what I love about the work that we're doing with Claude and AIs. You know, Claude doesn't bring any sort of opinion. It does the hard math and presents it to us, to me, and then I present it, you know, if it looks relevant to me. But it's like the... The idea here is that it helps dealers make a better judgment when we can put information in front of them that they're not necessarily seeing on a regular basis. OK, so I promise you, folks, I'm going to get to this. But it won't just take a couple of minutes. OK, so it's all it all matters to what we're talking about, because I think this is where. This analysis to some would say, oh, that's just Jim digging into numbers that aren't really significant. But I think when you consider all the things that are happening in a business, you consider the timing of where we're at in this business, capital crunch, cost of cars. Here we are recording this in late twenty twenty six. And so there's we're at a time where I continue to say that. dealers who understand their numbers and understand their business and can make and can strategize. And so the thing I would say is having good information allows dealers to know which levers to pull instead of just winging it and guessing that this is, and especially because We used to say about static pools, you know, Ken Chilson was the first person I heard talk about static pools and shout out to Ken. Anybody who knows him is listening. Tell Ken we said hello and wish him well. He's done a lot for this industry. One of the things he talked about was static pools. And the thing about static pool is like you take a book of loans, let's say everything you originated in August of twenty twenty six and you track it all the way to maturity and you can track it on an ongoing basis. But really, the report card comes at the end. Well, of course, by then it's too late to make any adjustments. We've got a report card. It's a little like, you know, I'm a ninth grade student and I get my report card and it says I got a D. Well, it's too late to change it now. Right. And so it's like it is what it is. So this is why you're seeing me kind of try to get in on that on the front end, because static is always going to have a relevance. I think what I'm trying to do is give dealers more real-time information so that they can make judgments today in their underwriting and the way they buy cars and the way they structure deals to be able to make better decisions about that. So let me share this interactive tool and give folks a feel for what I'm referring to. So I'm going to have to hop over to that tab, Michelle, and run this. So this is, it's got sliders over here on the left. And this is basically, this is my version of vibe coding. I mean, Claude created this based on my request. I said, here's what I'm looking to illustrate. And I love that instead of creating a spreadsheet, it went right to HTML and created this interactive tool that we can show you here. But I think the numbers are, and we'll be sharing this with our V-Aid members so they can get in there and work with this thing themselves. But for their purposes this morning, I would say when you, let me take folks across the top here. It says total interest full term at the number that I have loaded over there. Amount finance, APR, term of the loan. And then there's a place to put the servicing cost. So again, for those not seeing the screen, those are, those are our sliders, amount financed, APR, or our assumptions. Okay. And then up along the top, it shows, okay, at the settings that we currently have on the sliders, the interest to full term is eighty two hundred dollars or eighty two forty four. Interest collected through month twenty four is fifty eight hundred, which I love this. It shows that seventy one percent of your interest has already been collected. by twenty four months at the numbers that we have loaded there now. OK. And then it says the month yield drops below servicing costs of the numbers we have loaded here at month forty five. I have low monthly servicing costs set at forty five dollars. We don't again, we don't know those numbers because we don't know everything that's involved in the service cost. So what is it that you're talking well i think and i didn't get time to look up the definition let's answer that more specifically next week but i would say that that's typically going to be everything that it takes for you to run a servicing department think about buyer payer versus i sold the paper and i never serviced it okay so everything that it calls for me to do to service it's ongoing GPS. It's going to be things of that nature. Whatever it costs to service the thing, you're going to have payment. There's going to be a percentage of the amount that the customer pays. It's going to be merchant fees. There's going to be all these things that you would attribute to the cost of running the servicing side. So I don't know what that number is. Everything it costs for you to collect money. everything. Yeah. And support customers. And support customers. Okay. So this is, there's a whole lot of other things that are required besides just cashiering, right? We don't just get to sit it back and collect payments and that's just a cashier. That's like a bank teller. That's not how our departments run. So there's there's some cost and and so we're really just talking about the measurable cost that would show up on your profit loss report and i don't know what that number is but i can i can promise you with most dealers it's much higher than forty five dollars which is currently loaded and i probably am going to need to recalibrate this tool to allow for whatever the stuff is we've got some um industry information that we can refer to and i'll bring it back but i think for today it's less about the actual numbers and more about the premise of what is being calculated here. So let me, I think our mountain finance to note, you know, it's pretty typical in the fourteen thousand range is pretty common in our in our buyer payer segment. I've got it at twenty four percent interest right now or actually it looks like it says twenty four point nine. Isn't that interesting to see the screen? Did you see the screen change when I just applied that interest? Just a few points. So let's do that. Let's just watch the green bar right now. I'm at twenty three point nine percent interest. And you can see where the interest earnings are. And you can see that still at twenty four months, we're at seventy one percent of the interest has been earned. Now, let's slide it back a little bit more. Twenty one point five. It's shown at twenty four months. We've collected about forty nine hundred now. We're above board at forty three months. So that's kind of, you know, crawling backwards in terms of where we're we're crossing that threshold earlier because we have less interest earnings. But now the servicing costs, let me run that up because I would guess that number. And I really don't want to guess today because I don't want to be wrong. But that number is going to be higher than forty five dollars per account per month. for most dealers okay so we want to find that number verify that we can bring it back but i think what the tool allows us to do is to run that math and begin to really contemplate you know what's what does that look like and um so so i think this is did you have any questions about it before i close it out you can take it off the screen and um Because I think that's that's the premise, though, is to be able to illustrate what does that look like at twenty four months? And I think folks can hear because I'm trying not to bring my own gym view to this. You know, I want to be I want to be objective here and look at numbers and let the numbers tell us. Obviously, they're. are certain pieces of this that are straight lines the math is the straight line piece that you can't really hide behind the math there are some squiggly lines elements in this to consider obviously our our topic around the customers waning interest in the cars the squiggly line side of this we can't really measure very well but i think we really This to me is really a customer retention, a customer lifetime value kind of question. And I think it's something I'm urging dealers, certainly in our V eight groups, I'm going to be urging our members to look very closely at their own math and walk through as we did on prior podcasts, you know, it's back in twenty three and twenty four. I think we ran through some of this information. where we just run through, what does it look like for a dealer to trade their customer into another car? Just, if you just, what I would urge dealers to do, go back and do the same math. Say, if you just put them in a same kind of car, a ten-year-old car with a hundred and twenty thousand miles or whatever your model is, all I'm doing is putting in a fresh car. Run that math and say, what is the, what is the math? How's the math shake out? You gotta look at profit, gotta look at cashflow. And then what I do in the, my tool is I say, okay, my profit today or if i trade them right now in the month of september twenty twenty six here's the impact on my profit from the transaction here's the profit on my or here's the impact on my bank account cash flow and then i would look at what is the forecasted earnings on that contract from that one customer now that i have reset their contract right This customer's payment may be exactly the same. We can talk about down payment. I don't want to get too tangled up in that. That's just how the customer pays for the car, the down payment. Right. But now, if you do that, then I would just say I urge dealers to think in that context is what is it? What's the impact? Because we've had dealers say, I don't think I can trade my customer that early. And I'm thinking, what's stopping us? I think we need to figure out, we need to run through that math. Yeah. And again, different perspectives. Sometimes it's the zooming out and understanding that all of the other buckets, levers, things that are affecting that decision. You know, it's it is a very complex industry. Yeah. So just let me close today by thinking about you've heard this concept about the five whys, W, W, H, Y. Right. So I would ask yourself if you're a dealer and you're the one who's sitting here saying to yourself, I can't trade my customers for months. Why? And then and just run yourself through it. It reminds me of Byron Katie, those of you who do any kind of self-improvement, whatever. Byron Katie, her thing is, is it true? And you're going about five layers deep. Is that true? Is that really true? Is that really, really true? And so it's the same premise, the why of... when you when you ask those and you go deeper and deeper and deeper then you get to the real reason then you get to like yeah it's it which is which is a fascinating i encourage everyone out there um to do that just on a belief that you have around your business or whatever that doing that five layers deep because then you get into like your real why of and we asked that i i was talking to someone yesterday about uh um uh just the process of i'm i'm working on a thing that i'm maybe doing with some friends and family um around not really goal setting but this intention thing for twenty twenty seven and and it's it's about like stripping away stripping away the things that we just assume or stripping away the you know this is what why well why so it's it really does apply to to something like this too when people are um and i like that i like that you brought it up which you know gave me something else to to go tangent on, but, um, but it re that, that to me is one of the most valuable personal and business exercises that you can do is that, is that going five layers deep and why, and being honest with yourself as you go deeper and deeper into the wise, because some it's going to uncover, it's going to uncover the things that aren't true. And it's going to uncover the core of why you're choosing to do this or why you know why you have this belief that this is going to work or whatever yeah and i think in our context you could add an element like i i think the five wise thing is something i think we we might if my dealer who's coming uh to this next session will indulge me we might walk through that because they've already volunteered to be in a hot seat we might walk through this why thing because i think what i'd like to flesh out not necessarily this one dealer but just as an example is If a dealer expresses a belief about something and you can say, is that really true? And then you can ask yourself, like I think in our industry in particular, you can ask yourself, is that a truth that you developed in twenty nineteen or before? Because what was true in twenty nineteen, what was true in twenty nineteen, it may have been very true when you started in this business and it may not be as true today. So I just think there are some things to really think about here. And this is why this is why you see me be the numbers nerd for me. It's it's there are elements of this business that are complex and fascinating. And I I'm a puzzle fanatic. Right. So I like solving the puzzle and I like getting in and trying to put better information in front of dealers because there are so many moving parts. So there's. it gets complex and I'm always trying to simplify and bring it back to something that, you know, it's going to be relevant. And dealers can act on, they need good information so they can pull the lever and make a decision and move forward. And a really good exercise just in, in every day, whatever that when you know, I can't be, you know, that doesn't work or whatever it is. I go back to, Oh my goodness. It was first time I met one of my very dear friends eight ago. And Edeka is one of the deepest thinkers I know. Hi, Edeka. Hi, Edeka. One of the deepest thinkers that I know. And she asks questions that take people off guard. And I remember going to a Thanksgiving party, and she was talking to one of my other friends. And they were entrepreneurs. These are people that make... I'm, you know, it's like, yeah, their goals are, are some people would go, wow. Um, and so he's, she's asking him, he's like, yeah, I'm trying to build this company up too. So I can sell it for three million. And, um, and you know, which is just, it's like a normal Thursday for people that deal in, in, in that. And she's like, why? And and it was I just I watched him get so damn uncomfortable with this. Why? Because she what she wasn't gonna she wasn't letting go. Yeah. And she's like, why and why and why and why and why? And she stripped the ego away from the question. Probably made somebody really uncomfortable. It did. But in the process, I mean, because they had a lot of respect. Yeah. It wasn't me. I was observing it. And it was, yeah, it was interesting because I brought two of my children who were teenagers at the time and they were observing this and they both walked away with like mind blown. Yeah. Oh, wow. And it was just this, this uncomfortable question of why is so effective in stripping away the ego. Yeah. And getting to, because it's like, because if your answer to why is because that's the definition of success. Yeah. There's like, so why is that the definition of success? Okay. And it's like, it's a fascinating exercise. Well, to me, you talk about ego. To me, I think in addition to ego, what it can do is strip away A false or incomplete belief that doesn't have to be ego driven. That could just be bad information. I'm operating. I'm operating off of what I've been coded to talk to believe. And so you just have to ask yourself, especially today. Yeah. How did I form this belief? Yeah. Right. Where did this information come from that caused me to form this belief? So this is why I think. Part of what I'm enjoying about VA, and I'm going to put our cool new logo on the screen. I didn't realize when I loaded it on my end it was going to pop up on the screen, so it popped up there for a minute. But we got this sparkly new logo, and I want to share it because I'm going to put the invitation out. Karen Barnett put a mention in there if you want to show it. She said... uh v eight she's put a little mention for v eight and we appreciate that so um sure karen and i we mentioned her name already she's um been with sda as a as a field rep for them for a very long time and uh so we so she put in a mention that it's a good opportunity for me to say that i'll remind everybody we said it last week we're forming v eight group three and it's going to be a format that's sort of mentorship driven i can also share that we've got um we've got a mentor slash um guest moderator sitting in with one of our v-eight meetings this month and our group knows some of that but what they don't realize is what kind of a vip this is and we're in discussion about having them come in and do some moderating with us and i i just love that we have that happening because there This is a person that is coming from a lot of experience and a high volume operation. And one of the things I appreciate about them is they don't they don't hesitate to speak what their experience has been. And sometimes it's calling people out on stuff that is. maybe stinking thinking, you know, it's like, yeah, yeah, yeah. So it's like, we just, it's like just thinking, you know, maybe, maybe that's your mindset limiting belief, right? Maybe, maybe what's stopping, whether it's a volume question or whether it's paying people differently or whatever, there's some, sometimes it's limiting beliefs and so it just kind of sparked the conversation I think back to the group six this is going to be a mentorship group that is aimed at dealers who have about a hundred accounts or less and so when they're at that stage of business what we want to do is bring in mentors to be able to bring specific subjects into their meetings and if you want to join VA I'll tell you right here we're going to require you to give us DMS access we've got a new DMS Yeah. There's more to that than just that statement. So, of course. Yeah. I'm just simply saying that one of the things that we want to make sure that we can retrieve the data, present it to the members in a way that is meaningful. And that means presenting their own data. And so people who come in and really want to grow and get better, this would be a great spot to do it. Yeah. Right. So enough about that. We should get on to our Friday again. Let me just one more mention for my, uh, my dear daughter's birthday. Uh, dear one. Yeah. and it's Friday Friday and I hope you guys have some fun times for you know if the weather's still staying nice where you're at and we're like watching the migration now of hummingbirds and things like that so alright everybody again thank you so much and I hope you have a great rest of your weekend and we will catch you on the other side see you next week
