The second question was year one retention. So, I’m not as troubled by it because again, it’s a process to find the ones that work, but I do believe there is real opportunity to improve this. So, like anything where most of the churn happens is in the first 30, 60, 90 days and there are things we know we’re doing in the first 30, 60, 90 days that negatively impact retention as we are going to fix or change. Examples of that are our pricing, for example. So, pricing is not crystal clear sometimes in how €“ or not the pricing . Crystal clear how your spend will work out in the first 30, 60, 90 days and we can €“ we’re doing things now to simplify that to make the spend much more predictable on a variable product is that you can have variable spend in aggregate.
And so, we’re making changes to make that more clear to customers or prevent those experiences that need people to overspend in turn. The other thing is efficiency. You mentioned efficiency on the sales side, it’s bringing the right pros in. So, bringing in pros for whom the product is more likely to work. You can do that by matching supply and demand better. You can do that by matching pricing better. You can do that by matching expectations better. Some folks come in with their own expectations and we got to make sure everyone comes in with the right expectations and putting in the systems in place to do that is important to us and something that we’re focused on. So, I do see real opportunity for improvement in some parts of the business, some certain products.
We see that number much higher than 25%. So, it’s more like 35% and we know what the things are that are working there so we can try and get to that. And that’s a big focus of ours and I do think a real opportunity for improvement.
Ross Sandler: Thank you.
Christopher Halpin: Operator, next question?
Operator: The next question comes from Brian Fitzgerald at Wells Fargo. Please go ahead.
Brian Fitzgerald: Thanks, guys. From the Shareholder Letter, the decreased focus on service requests, it sounds like you may be giving up some near term revenue in exchange for those SEM, SEO benefits. Anything you can tell us about the expected scale or timing, lag effects associated with that, and maybe more broadly any additional color on tweaks or changes to your SEM, SEO strategy in general?
Joey Levin: Sure. Look, I think you’re right that we will make or we are open to making those trade-offs. It’s not clear that that will be a trade-off, but if it is, we are open to it. When I say that, I mean, the directory experience. I think what we want is to be able to service the customer throughout their entire journey. And some customers are not ready to transact the moment they come to Angi. They’re just looking to do research and the directory or elements of the directory can help with that. I think our goal is to take those customers and start to build the relationship with them, bring them into the ecosystem as opposed to trying to get them to transact in that first moment of that first session. I view that as long-term positive to lifetime value and revenue retention.
