Like, how do, how do you feed this back to the account teams? How do you contextualize it to each different account to get them to drive the right action?

Well, we work with a, a huge, great big global survey provider, as I'm sure you can expect most companies do.

Um, and the reason for that is, A, technology, so visibility of dashboard results, all that kind of good stuff.

We work very, very hard probably across two facets to do two things.

One, a, enable the technology tool to give the visibility of customer feedback to the right people who need it, and that comes through dashboard access, um, proactive alerts that go through to people's inboxes every time a new piece of customer feedback comes in, closed loop management capability, right? The ability for the relationship owner to go into the case, read the customer comments.

They have a series of actions that they need to document and track, and we recommend that they do that within 48 hours of getting customer survey feedback.

And the reason is because we educate that if you do that within 48 hours, it makes a huge difference to the trust that's built up between you and your survey respondent.

So but let's first talk about what you think Fujitsu could ach- achieved.

... what would you suggest?

So first thing is, um, just make a start, right? Um, you, you're gonna have to find time.

Yes, there's the whole thing about what technical gear you have to buy, software packages, things like that.

Um, I guess, and maybe my answer to this question today wouldn't have been the same even three months ago, but it is today.

What I would say is resist the temptation to get AI to do it for you.

And the reason that's important is because as I scroll through my Instagram feed or my Facebook feed, every third, um, post or story is, "Look what I just did with AI," uh, or, "Click here now to buy this AI package that will write and, you know, construct a whole song for you." That if you're a hobbyist, great, go for it.

If you're not, then avoid it like the plague because commercially that is a big legal loophole problem right now.

What would you say to them?

-because they're facing very big increases in, in advertised rents.

No, I think you, you called me one of the-- Australia's most unpopular economists when I said that last time I was on your show, Peter.

And, um, look, I, I think over the long term, the rental market in Australia has actually been pretty stable.

Now, that might seem at odds with some of the statistics that we hear, so we do- you do hear a lot about advertised rents, and they certainly are inflated.

So what that means is that for the small number of people who are, say, changing house or they're getting into the rental market for the first time, they may well find that prices are elevated, or at least the advertised prices that they see.

Advertised prices aren't actually always final prices, though.

But when we look at the, the overall market, which is what the ABS looks at-... uh, and we do take into account, say, things like changes in rent assistance.

You could do it, uh, for increases in value above so many million.

H- how did you account for that in your work?

These are trying to do this.

The obvious way to do it is what's called the budget standards approach.

That's where you, where you literally try and come up with a basket of goods and services you need for those, for that kids, for, well, for one kid or two kids or however many kids you've got.

Um, but that probably seems the logical approach.

The way we did it, though, was we use what's called the living standards approach, and with that, you look at, say, a couple with no kids, they might have an income of $100,000, and then you try and work out statistically, using financial stress measures, uh, how much more income they'd need to have the same level of financial stress or the same living standards if they had one kid or two kids or three kids.

And that's roughly where we get this sort of 15% concept or number from for the first kid and 10% for the next one.

[laughs]