Marketero · Entrevistas
13 Years Of Brutally Honest Business Advice in 90 Mins
62 ideas de marketing sacadas de «13 Years Of Brutally Honest Business Advice in 90 Mins», de Alex Hormozi. Sobre todo de estrategia y decisiones de…
- 62 ideas despiezadas
- Fuente Alex Hormozi
- Dura 1 h 30 min
- Publicada en 2024
Ver la entrevista entera en YouTube
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Por que no gastamos diez veces mas manana: la pregunta que revela el cuello de botella
Medición y experimentosEn la diligencia de una inversion, Hormozi pregunta a una empresa que gasta 5.000 dolares diarios en anuncios por que no gasta 50.000. Las respuestas identifican el cuello de botella: si el ROAS cae al escalar, los anuncios son malos; si no dan abasto con el volumen de llamadas, no saben reclutar ni entrenar vendedores; si no pueden entregar, falta sistematizar el backend y poner a alguien a cargo que no sean los…
spending 5,000 bucks a day on ads. That's your primary way of getting leads. Why aren't we spending 50,000 a day? I just asked the question, like why, like what stops us from sending 50,000 a day? And then a number of things will come up. And then the question is how solvable are those things? Now, if they say, well, whenever we spend more money, our row as goes down, I'd be like, okay, I would see that as your ads suck. Great. If they say, um, we can't handle the call volume, then I'd be like, oh, you don't know how to hire, recruit and train salespeople. Cool. If they say, oh, we could…
Escúchalo en el minuto 1:02:55
Estrategia de contenidosAntes de escribir anuncios hay que hacer pre-trabajo: revisar tus 20 mejores anuncios de todos los tiempos, repasar los anuncios ajenos que te llamaron la atencion esta semana en todas las plataformas, recrear literalmente tus mejores anuncios, reformatearlos (metraje viejo con edicion nueva, mismo mensaje con toma nueva) y crear 30 anuncios completamente nuevos remezclando esas ideas. Son medio dia de preparacion y…
ads. And so then what we say is, okay, usually you can nail it down to like, you're not doing enough pre-work and pre-work is defined as I need you before you start to sit down and write ads that you're going to look at the top 20 ads you've done of all time. You're going to rewatch them. Step one, step two, you're going to go through all the ads that you saw this week across all your platforms that you thought were interesting that you would like to model. Step two, step three, you're going to recreate the best ads you've done. You're literally going to remake them. Step two, you're going to…
Escúchalo en el minuto 1:05:29
Filtra candidatos por la cantidad y calidad de metricas con que describen su rol
Medición y experimentosEn una entrevista hay que preguntar que metricas mide el candidato en su funcion. Si solo dice que quiere que los clientes esten contentos y se enreda al pedirle numeros, no puede impulsar un resultado porque ni siquiera sabe definirlo; el bueno enumera nueve metricas con su razonamiento, como metrica de activacion a 48 horas, tiempo hasta el valor, CSAT dentro del recorrido, churn como indicador rezagado y…
let's say that's like, you're getting a lot of churn. You're not getting a lot of ascensions. You're not getting good reviews. Your NPS scores are low, et cetera. You were then saying, okay, Mr. Customer Success candidate, tell me about customer success. What metrics do you measure? Now, if they say like, you know, I just want to make sure people are happy that they're having a good, you know, they're good time and that they're, you know, they're getting results and they're having a good experience. I'd be like, cool. What do you measure? And if they start squirming around, well, what do you…
Escúchalo en el minuto 18:30
Estrategia de contenidosHormozi aplica al contenido el metodo de edicion de la consultoria y la banca: la primera ronda es el entregable, la segunda busca solo errores de puntuacion, la tercera solo errores de datos, la cuarta solo faltas de ortografia. Cada pasada busca una sola cosa. Aplicado a video seria una ronda para luz, otra para transiciones, otra para sonido y musica, otra para el contenido mismo.
the consulting and, banking world, which is, let me tell you how they edit. Let me tell you how it works. First, you make a deck or a brief or whatever deliverable you're going to have to a customer or client. That's round one. The second round, you look for just punctuation errors. The third round, you look for data errors. The fourth round, you look for misspellings and typos. The fifth round. Now, all of a sudden, every time you're reading it, you're also going to catch other stuff too, but you're specifically looking for one type of thing. And I'm not a video editor, but I would fucking…
Escúchalo en el minuto 1:14:49
Medición y experimentosEn vez de perseguir crecimiento, elige por cada funcion del negocio una unica mejora concreta y sostenla 12 semanas. Los ejemplos que da: pasar de contactar leads en 30 minutos a hacerlo en 5, y exigir que todo anuncio salga con un hook ya testeado, produciendo cinco veces mas anuncios.
do this tactically is that you look at each function of the business and you say, what's one thing we can do better. That we absolutely very high confidence. Like we're just going to go from contacting our leads within 30 minutes to five minutes. That's the one thing we're going to do for the next 12 weeks for late for sales, for marketing. What we're going to do is we're going to make sure that every single ad has a hook that's been tested before. That's what we're going to do. We're going to make sure every ad that goes out is going to have a hook that's tested and we're going to make five…
Escúchalo en el minuto 41:15
Medición y experimentosEn vez de perseguir crecimiento, elige por cada funcion del negocio una unica mejora concreta y sostenla 12 semanas. Los ejemplos que da: pasar de contactar leads en 30 minutos a hacerlo en 5, y exigir que todo anuncio salga con un hook ya testeado, produciendo cinco veces mas anuncios.
do this tactically is that you look at each function of the business and you say, what's one thing we can do better. That we absolutely very high confidence. Like we're just going to go from contacting our leads within 30 minutes to five minutes. That's the one thing we're going to do for the next 12 weeks for late for sales, for marketing. What we're going to do is we're going to make sure that every single ad has a hook that's been tested before. That's what we're going to do. We're going to make sure every ad that goes out is going to have a hook that's tested and we're going to make five…
Escúchalo en el minuto 41:15
Pregunta clave en la entrevista: como hace tu funcion que la empresa gane dinero
Estrategia y decisiones de negocioHay que preguntarle a cada candidato como lo que hace le hace ganar dinero a la empresa, y no dejar pasar respuestas vagas como voy a traer mas ventas. Si no logra describir un resultado de su cargo que se conecte con ingresos o utilidad, es seguro que no sabe hacerlo, porque ni siquiera puede explicar como funciona.
Because here's the thing, if they cannot describe an output of their job that ties to revenue for the business or ties to profit for the business, then you can be absolutely certain that they don't know how to do it and that they're not going to do it for you because they can't even tell you how it works. And so I use those as the limits test. One, I interview as many people as I possibly can so I can get a basis from which to make a judgment. Two, from there, I'll learn the metrics because I won't know them, that people use to describe the role to drive outcomes. And I will look for the…
Escúchalo en el minuto 22:08
Contratar es un embudo con numeros: 100 contactos por cada contratado
Medición y experimentosHay que bajar la contratacion al nivel de accion: si hacen falta 100 contactos en LinkedIn para contratar a una persona y se pierde un vendedor por trimestre, tres contactos diarios durante 90 dias solo reponen la rotacion y el equipo nunca crece. Con un equipo de cinco eso es 20% de rotacion mensual, y para duplicarlo en un trimestre hacen falta unos 500 contactos.
actually mean from an action level? Well, it turns out it means that we need to reach out to a hundred people on LinkedIn in order to get, uh, one person hired. Okay. So based on our churn rate for sales guys, let's say we lose one person a quarter, whatever that happens more with bigger teams as a side note. Um, I say, okay, well, if, if we do, uh, three reach outs a day over 90 days, then we're just going to replace our turn. We're going to have 90 reach outs to create one good guy and we're going to lose one guy. So we're never going to grow the team. They're like, oh, it's like, so if we…
Escúchalo en el minuto 1:07:06
Estrategia y decisiones de negocioPara rechazar reuniones sin danar la relacion, Hormozi usa siempre un motivo importante y lejano en el tiempo: no tomo reuniones hasta que lance mi libro, y cuando el libro sale, hasta que vendamos esta empresa. Le da a la otra persona una razon social para aceptar el no, porque no le dice que no importa sino que hay algo mas importante.
saying no. And so I'll give you the tactic around this, which is just saying, I like to say, so this is how I do this in social settings. I'd say, Hey, I'm actually not taking meetings until after my book launches. And then once my book launches, I'll say, I'm not taking meetings until we sell this company. And I'll just always have something that I'll just push out. That's very far in advance. That seems very important. That gives people a social reason to feel okay. That I'm saying no to them, not saying you're not important. It's saying, I've got this other thing that's really important to…
Escúchalo en el minuto 49:28
Verdad 11: el problema es la cosa grande y obvia, no las otras cien
Oferta y precioLa mayoría de dueños de negocio se enredan en cien detalles para no responder a una sola pregunta: ¿has probado tu propia comida?, ¿has hecho los entrenamientos que vendes?, ¿has sido cliente de tu propio producto? Casi siempre la respuesta es no, no últimamente, y aun así juran que ese no es el problema.
company's bullshit and you're bullshit. Brutal business truth number 11, the big obvious thing is the problem, not the hundred other things. I want to be clear about this. The details absolutely matter. But when I talk to business owners today, the vast majority of the time, I can just keep hitting them on this one question because they want to avoid answering it. And I'm like, have you tried your food? Have you gone through the workouts you sell? Have you been a customer of your own product? And more times than not, the answer is no, not recently. And they're like, no, but I don't think
Escúchalo en el minuto 1:22:29
Anuncia lo justo para iterar y echa gasolina cuando llegue el boca a boca
Canales de adquisiciónComo hay que pagar facturas hoy, la regla es invertir en publicidad solo lo suficiente para poder seguir iterando el producto. El momento de echar gasolina es cuando ya lo has clavado: cuando la gente sale de tu negocio o cuelga una llamada contigo y no puede evitar contárselo a todo el que se cruza ese día, y el crecimiento empieza a venir solo.
product when it's mediocre, rather than as many people as possible. And so it's counterintuitive because you have to pay bills today and tomorrow. And so you just need to advertise enough that you can continue to iterate the product. And then when you nail it, when people are stoked, when you're starting to grow on your own, based on the word of mouth, because as soon as people leave your establishment, they leave your business, they get off a call with you, whatever it is, they then can't help but tell everybody they talked to that day about your thing. That is when you add the gasoline.
Escúchalo en el minuto 1:25:45
Regla de Amazon: contrata solo si esa persona sube el promedio del equipo
Estrategia y decisiones de negocioAnte cada candidato la unica pregunta es si sube la vara promedio del equipo al que entra; si la respuesta es dudosa, ya esta contestada. Sin ese control toda empresa diluye su talento, porque los seis contratan cincos, los cincos contratan cuatros y los cuatros contratan treses: la gente contrata a quien no la amenaza.
So one of the things to prevent against this is a rule from Amazon, which is that every person you hire, you want to raise the average bar of the team that they're getting hired into. I literally used this yesterday with someone that we were interviewing. Uh, Layla was like, what do you think about this person? I said, well, do they raise the bar of the team? And it was like, Hmm. I was like, all right, well then there's our answer. Because the thing is, is that all companies will, unless controlled for dilute down talent. So people, you know, sixes will hire fives, five will hire us for…
Escúchalo en el minuto 27:02
Estrategia y decisiones de negocioEl habito que Hormozi senala como el que mas lejos lo ha llevado en la vida: trabajar sin interrupciones las primeras cuatro a seis horas del dia en lo de mayor apalancamiento. El filtro que usa es preguntarse cual es la unica cosa que, si fuera verdad, haria desaparecer todos sus otros problemas, y poner ahi todo su esfuerzo.
do this, the first four to six hours of my day working on the things that I believe matter most. And I think that if I had a single habit that has gotten me the furthest in my life, it's that I, I work uninterrupted for the first four to six hours of my day on the things that I think have the highest leverage in the business. And I like to think about that as what's the one thing that if it were true, all of my other problems would go away. And then I put all of my effort into making that one thing true or making that one thing happen. But that can't happen if you have 20 other mini…
Escúchalo en el minuto 47:11
Cien perdigones de oro, no una bala de plata
Estrategia y decisiones de negocioLos retornos desproporcionados no vienen de un truco unico sino de acumular cien pequenas mejoras. Cada mejora trimestral se suma a la anterior en vez de reemplazarla, y asi se van formando checklists de lo que hace un anuncio excelente, un seguimiento excelente o un traspaso excelente entre ventas y postventa.
here's the key point is that once you start that new, that one thing, the next quarter, you add to that. You don't just swap it. And this is what most people do. They do that one thing. And then they forget what they were doing is that you end up creating this checklist of what creates amazing ads. You create this checklist of what makes amazing follow-up. You make this checklist of what makes an amazing handoff between sales and customer success, make this checklist of how to activate a customer. And so it's a hundred golden BBs, not one silver bullet that creates the outsized returns. And…
Escúchalo en el minuto 41:42
El test Peloton: ser lo mejor del día del cliente
Oferta y precioLos fundadores de Peloton se propusieron ser la mejor parte del día de cada persona: que quien saliera de un entrenamiento tuviera que contarlo. Hormozi usa eso como prueba de fuego de la calidad de un producto: cómo de bueno tendría que ser para que sea lo primero que el cliente le mencione a la siguiente persona con la que hable.
other things beyond the main thing that matters most. And so I remember Peloton, the story of the founders, they were talking about how they were trying to build Peloton. They said, what we did is we fundamentally believe that if we could be the best part of everyone's day, that if everybody who came to one of our workouts left saying that was unbelievable and they had to tell people about it, they're like, how good would we have to make it that the next person they talked to, it was the first thing they brought up. And I love that as a litmus test for how good is the thing that I sell.
Escúchalo en el minuto 1:23:59
La ecuacion de valor: resultado, riesgo, demora y esfuerzo
Oferta y precioUna oferta se arma sobre cuatro variables: el resultado que el cliente quiere, el riesgo o probabilidad percibida de conseguirlo, el tiempo de demora entre pagar y recibir, y el esfuerzo y sacrificio que le exige. Mientras mas dinero tiene el comprador, mas garantizado quiere el resultado.
Number one, rich people pay for time above all else. But if we look at the value equation, you've got the outcome. So you've got to make sure they want the outcome that you're promising. And you've got the three other variables. You've got risk. How likely is it that they're going to get what they want when they buy? Time delay between when they buy and when they get and the effort and sacrifice. The richer they are, the more guaranteed they want it to be. Now, you don't
Escúchalo en el minuto 7:42
Veinte entrevistas una vez a cambio de veinte horas semanales para siempre
Estrategia y decisiones de negocioContratar es de las actividades de mayor apalancamiento aunque consuma tiempo: si haces 20 entrevistas para encontrar a la persona correcta que despues te quita 20 horas semanales de encima, inviertes 20 horas una sola vez para recuperar 20 horas cada semana de por vida.
Like that's a super time consuming thing. That's very, very high leverage and very high value. Like think about it. If you have to take 20 interviews to find the right person who can then take an entire 20 hours a week off your plate, I mean, geez, you spend 20 hours once to get 20 hours a week for life. What a great return. And this is why entrepreneurship at the highest levels,
Escúchalo en el minuto 51:18
A quien te refiere hay que tratarlo excepcionalmente bien
Retención y relación con el clienteQuien refiere a alguien a tu negocio arriesga capital relacional: pone su marca personal frente a su amigo. Refiere porque quiere un retorno, que el amigo asocie con el la buena experiencia. Si la experiencia es mala, el que pierde credibilidad es quien refirio, asi que a los referidos hay que tratarlos especialmente bien.
as a side note, when people refer people to your business, they have to be treated so well because that person who made the referral risks relational capital. They risk their personal brand to the friend. And the reason they make that risk is they actually want to get a return on it, right? Like, Hey, you should see this movie because they want the friend to associate the good experience with the movie with them. And that's why people do things. That's why you do refer products that you actually like because you want people to associate or have that problem solved because of the thing that…
Escúchalo en el minuto 55:37
Si no puedes enunciar estado actual, estado deseado y obstaculo, no tienes problema definido
Estrategia y decisiones de negocioLa gente busca insights unicos cuando en realidad ni siquiera tiene una meta. Antes de pedir tacticas hay que poder decir en voz alta cual es el estado actual, cual el estado deseado y cual el obstaculo; sin eso se trabaja mucho pero no se avanza.
And so a lot of people keep looking for these unique insights when the reality is you don't even have a goal. Have you defined the problem that you're trying to solve? And most people haven't. And that ends up being usually the first question I ask someone, they're like, hey, I'm stuck with my business. And I just say, well, what's the goal? And then they say something and say, well, what problem are you solving right now? And so if you can't clearly state current state, desired state obstacle, you're running around like a chicken with your head cut off. You're not going to solve anything…
Escúchalo en el minuto 10:37
Lead magnets, secuencias de nutricion y retos son marca comprimida en el tiempo
Estrategia de contenidosLas tacticas de respuesta directa mas avanzadas imitan a la marca acortando el tiempo de confianza: secuencias de calentamiento, entrega de valor, lead magnets y retos de cinco dias. Un PDF muy bien hecho aproxima una compra, porque la persona hizo un intercambio, recibio algo valioso y extrapola de ahi como seria comprarte; pasar cinco horas con alguien puede generar la misma cercania que un ano viendo clips de 60…
that's a very impulse purchase, you have something called like a warmup sequence or a nurture sequence, or you deliver value or you give lead magnets. These are all things that actually approximate branding. So if I give someone, let's say a PDF that is very valuable, well thought out, has lots of research in it. Someone might get a lot of value from that. And then I approximated a purchase with them. They did an exchange, they got something, and then that thing was valuable. And they use that to extrapolate into what a decision would be like, or what a product would be like, if they made a…
Escúchalo en el minuto 1:00:47
Entrevistar a 600 personas subiendo la escalera de referidos
Estrategia y decisiones de negocioSam, fundador de School, entrevisto a 600 desarrolladores antes de encontrar a su cofundador. El metodo: partir por los que uno ya conoce, decirles de entrada que no se les va a contratar y preguntarles quien es el mejor que conocen, e ir subiendo por esa cadena solo para recolectar informacion hasta tener criterio suficiente para juzgar.
for school. Sam, the founder interviewed 600 developers before he found his co-founder 600. And the way that he did that is the process that I'm outlining. So first he said, Hey, who here knows anything about development in his network? So he got, he started interviewing those developers. And then he said, Hey, can you introduce me to the best developers, you know? And so those people introduced him because they had a better context. He's like, I'm not hiring any of you. I want to know the best people, you know? And so eventually he kept going up the ladder of, he talked to those people and…
Escúchalo en el minuto 17:26
Anunciar un producto mediocre solo avisa a más gente de que es mediocre
Canales de adquisiciónMientras los entrenamientos no sean increíbles o la comida no sea excepcional, a largo plazo la publicidad solo sirve para que más gente se entere de que eres mediocre. Si de verdad quieres construir algo grande, quieres que la menor cantidad posible de gente conozca el producto mientras todavía está a medias.
But unless the workouts are amazing, unless the food is exceptional, long-term, all you do is you just let lots of people know that your food's mediocre. And that's where thinking about business in terms of years and decades starts really paying off. Because if you believe that you're going to go big and you want to go big, then you honestly want as few people as possible to find out about the product when it's mediocre, rather than as many people as possible. And so it's counterintuitive
Escúchalo en el minuto 1:25:23
Mensaje de reclutamiento en LinkedIn con el numero del candidato adentro
Canales de adquisiciónEn acquisition.com el mayor gasto de recursos es reclutar talento y lo hacen fuerte por LinkedIn con un mensaje concreto: tu llevaste toda la publicidad de un negocio directo al consumidor de 200 millones al ano, el nuestro esta en 20 millones, te animas a llevarlo de 20 a 200 o conoces a alguien que pueda. Ese nivel de talento no llega por cien mil dolares al ano.
that build the business. Like one of the core functions we do at acquisition.com, probably the thing that we invest the most resources into is recruiting talent. Like there's a reason that we go really hard on LinkedIn because people respond to our messages and we're like, hey, you ran all the ads at this $200 million per year direct-to-consumer business. We have a direct-to-consumer business that's at 20 million. Would you be willing to take it from 20 to 200 because we think you have the experience or do you know anybody who does? And because we have a following there, we get the responses…
Escúchalo en el minuto 34:00
Oferta y precioGym Launch dio 100 a 1 porque lo que vendía era exactamente el sistema de 30 a 1 que ya le funcionaba en sus propios gimnasios. Cada licenciatario empezaba a imprimir dinero en su gimnasio de inmediato: el producto era así de bueno porque ya estaba probado en carne propia.
where you can just make crazy money. So gym launch was a hundred to one. And the reason it was a hundred to one was because the product that I was selling was the 30 to one thing that I had from the gyms. And so everybody who became a licensee then was immediately printing money in their gym. And the product was so good. What ended up happening, I say, and so now I'm going to give
Escúchalo en el minuto 1:28:20
Al cliente adinerado no le vendas ahorro de dinero, vendele ahorro de tiempo
Mensaje y copywritingEl argumento de venta para alguien con dinero no es cuanto le vas a ahorrar sino cuanto tiempo le vas a devolver, y que no tenga que hacer nada el mismo. Por eso los servicios de guante blanco, tipo concierge y alto contacto, se justifican: para un multimillonario la diferencia entre pagar 5.000 y 10.000 dolares al mes es marginal, y paga feliz al de 10.000 si es mejor.
as possible. If they give you money and have it tomorrow, rich people pay a lot of money for that. And then you've got effort and sacrifice. Well, I don't want to do anything. I want you to do everything. And so the thing is, is that a lot of times it makes sense to have very white glove, concierge, high touch things for people who are willing to pay for it. Because for them, the incremental difference in cost for them is actually very small. So the difference between $5,000 a month and $10,000 a month to a multimillionaire, not a huge difference. But if you're just better for $10,000 a…
Escúchalo en el minuto 8:18
Deja arder algunos incendios y bloquea tiempo para lo que mueve la aguja
Estrategia y decisiones de negocioTrabajas todo el dia sin avanzar porque dejas que te distraiga lo que no importa. Hay que bloquear tiempo para el trabajo que mueve la aguja, porque un mes despues sera lo unico que tengas para mostrar. Casi nada es una crisis existencial en horas o minutos, y esperar que el dueno responda a todos de inmediato es una mala expectativa.
but you can't get anything done because you allow too many things that don't matter to distract you. Sometimes you have to let fires burn. And so what that means is that you have to block time for work that moves the ball forward because a month later, it'll be the only thing you have to show for the month before. And so one of the things that took me a long time to realize is that there are very few things that are existential crisis within hours, even within minutes, right? And so the idea that everyone in the company and all of your customers, et cetera, can have immediate demand from you…
Escúchalo en el minuto 43:56
Oferta y precioHormozi dice que las empresas de su portafolio le piden todo el tiempo leads mas baratos y bajar el CAC, cuando el problema real es que no ganan lo suficiente por cliente. O estan mal preciadas o su producto no es lo bastante bueno, y esto ultimo esta cien por ciento bajo su control.
people who keep buying from you. And then all of a sudden your LTV skyrockets. And then you might find out if your LTV skyrockets, maybe you don't have a marketing problem. Maybe you just weren't making enough per customer. And I can tell you this, the amount of times I talk to our businesses who are like, we need cheaper leads. We need cheaper leads. We need, we need to lower our CAC. The reality is they just don't make enough per customer because they're not that good. And either you're mispriced, which does happen for sure, or your thing's not that good, which is a hundred percent under…
Escúchalo en el minuto 42:15
Ignora los trucos de algoritmo y optimiza para el objetivo de la plataforma
Estrategia de contenidosLos hacks de plataforma (hashtags de moda, responder comentarios en menos de seis minutos, fondos amarillos) son arbitrajes que caducan. Hormozi ignora todo consejo sobre algoritmo salvo que cambie el objetivo de fondo de la plataforma: si YouTube quiere que la gente haga clic, vea y siga viendo, basta con optimizar para eso. Si haces algo tan bueno que todos quieren compartirlo, la plataforma lo va a distribuir.
mini arbitrage thing is done, you're done. You want to focus on what the overall objective of, of the platforms that you advertise on are. And so if I know that, for example, YouTube wants people to click and they want them to watch and ideally watch something else, then if I just always optimize all my effort to getting those big things, right, whether something's trending or like, Oh, yellow, yellow, uh, yellow backgrounds are doing really well in the short term. We're like, you want to make sure that you respond to every single comment. Well, within six minutes, otherwise like it changed…
Escúchalo en el minuto 1:10:45
Copia una oferta que ya venda a ricos, hazla en la mitad del tiempo y cobra el doble
Oferta y precioEl atajo mas simple para venderle a gente con dinero es tomar lo que ya hace otro que les vende, entregarlo en la mitad del tiempo y cobrar el doble del precio. Funciona porque el rico paga por tiempo antes que por cualquier otra cosa.
now, we have many millions of users on the platform. If you are confused about how to sell rich people stuff, first off, the easiest hack for selling to rich people is do what somebody else is doing that sells to rich people and do it in half the time and charge twice the price. Number one, rich people pay for time above all else. But if we look at the value equation,
Escúchalo en el minuto 7:28
Pregúntate qué verdad te dolería más: esa suele ser la verdad
Estrategia y decisiones de negocioLo difícil es justo lo que hiere el ego, y por eso se evita. Citando a Chris Williamson, la magia que buscas está en el trabajo que estás evitando: pregúntate qué cosa, si fuera cierta, te dolería más, porque a menudo esa es la causa real del estancamiento.
that's the problem. Because a lot of times the hard thing is the thing that hurts your ego the most. And so there's a quote from Williamson, Chris Williamson. He said, the magic you're looking for in the work you're avoiding. And I think that's absolutely true also from a business perspective is that what thing, if it were true, would hurt your feelings the most? Oftentimes that thing is the truth. And it's the one that we're not willing to face. Like, let's be real. Your service might not
Escúchalo en el minuto 1:23:07
La fuerza de una marca se mide en cuanto puedes cobrar sobre el precio commodity
Oferta y precioEl precio es la palanca mas fuerte sobre la utilidad de todo lo que controlas en un negocio, y la fuerza de una marca se puede medir por cuanto puedes cobrar por encima del precio commodity o de lo que cobran los competidores. Nike vende mas unidades y a mayor precio que una marca generica en camisetas, shorts, zapatillas o balones por las asociaciones que la gente tiene con ella.
And so if we think about the things that are some of the strongest levers in business, price is the strongest lever on profit of all things that you can control business. If you get people to buy something for a million dollars that other people buy for $10, you're gonna make a lot of money. And so price is one of the strongest things that has a lever on market. And you can measure the strength of a brand by how much above the commoditized price or what other competitors charge. You can charge because of your brand premium. So if you look at like a Nike versus a generic brand for t-shirts…
Escúchalo en el minuto 56:31
Estrategia y decisiones de negocioHormozi pagó 50.000 dólares al año a alguien que se hiciera cargo de una sola sede, lo que le liberó para abrir la segunda: ganó 250.000 dólares con ella. Un retorno de 5 a 1, y su argumento es que renuncias a 50.000 hoy porque quieres ganar 250.000 con lo siguiente.
a year for somebody out of one location to allow me to open up my second location, made $250,000. I got five to one on that. Great investment. Now somebody might say, oh, well, why would you give up $50,000 when you could do that? Well, cause I want to make $250,000 on the next thing. The second
Escúchalo en el minuto 1:20:49
Marca es asociar lo que no conocen con algo que ya les gusta
Marca y posicionamientoHormozi define marca como la asociacion que la gente hace entre algo que conoce y algo que no conoce, que es tu negocio; lo conocido debe ser algo que les guste, y con el roce repetido esa simpatia se traspasa hasta que puedes retirar el elemento prestado. Las asociaciones se construyen por tres vias: lo que tu dices o muestras, lo que otros dicen de ti y lo que el cliente experimenta.
And first off, I didn't even understand what branding was. Branding is simply an association people make between something they know and something they don't know. And the thing they don't know is your business. And the thing they do know should be something they like. And then over time, that rubbing of the thing that they like rubs off on your brand. And eventually you can drop this thing and only have your company and they will make that positive association with you. And so there's three ways that people will make associations. This is how you build a brand. One is what you say or show…
Escúchalo en el minuto 52:53
Retención y relación con el clienteCon buen margen y un coste de adquisición casi nulo por boca a boca, la sensación es de estar imprimiendo dinero. Justo ahí Hormozi recomienda lo contrario a acelerar: bajar el ritmo para asegurarse de sostener ese boca a boca y seguir cumpliendo lo que se promete.
And that's where you can get these absurd returns. That's when you get into this, like, it feels like printing money, because if you have good margins on the thing and you have zero cost to acquire or very low cost to acquire because of the word of mouth, then it just goes nuts. And you just like, you're like just accepting money hand over fist. You're like, oh my God, this is unbelievable. And if anything, that's when you kind of like throttle back to make sure that you can consistently keep that word of mouth and you can deliver on your promises. By the way,
Escúchalo en el minuto 1:29:15
Medición y experimentosHormozi admite la trampa de su propia cifra: dice 100 a 1 porque gastó 100.000 y facturó 10 millones, pero mucho de eso vino del boca a boca. Con 0 dólares de publicidad probablemente habría facturado bastante igual, porque los clientes entraban, obtenían el resultado prometido y se lo contaban a otros cinco gimnasios.
And the product was so good. What ended up happening, I say, and so now I'm going to give you like a look behind the curtain here. I say at a hundred to one, which I did, but the reality is I just spent a hundred thousand dollars and made 10 million. And a lot of that was from word of mouth because if I had spent $0, I don't know how much money I would have made versus spending the a hundred grand that I did on ads, but I still probably would have made a decent amount of money on zero ad spend because the people came in, got the result we promised, and then told five other
Escúchalo en el minuto 1:28:35
Medición y experimentosHormozi admite la trampa de su propia cifra: dice 100 a 1 porque gastó 100.000 y facturó 10 millones, pero mucho de eso vino del boca a boca. Con 0 dólares de publicidad probablemente habría facturado bastante igual, porque los clientes entraban, obtenían el resultado prometido y se lo contaban a otros cinco gimnasios.
And the product was so good. What ended up happening, I say, and so now I'm going to give you like a look behind the curtain here. I say at a hundred to one, which I did, but the reality is I just spent a hundred thousand dollars and made 10 million. And a lot of that was from word of mouth because if I had spent $0, I don't know how much money I would have made versus spending the a hundred grand that I did on ads, but I still probably would have made a decent amount of money on zero ad spend because the people came in, got the result we promised, and then told five other
Escúchalo en el minuto 1:28:35
Tu restaurante no crece por el SEO: no crece porque la comida es mediocre
Oferta y precioLa razón de que un restaurante no crezca no es que el SEO esté desactualizado ni que la web no esté optimizada, es que la comida no es buena. Y lo más duro es que quizá ni siquiera sea mala: es mediocre, y la distancia entre mediocre y excepcional son esos cien detalles en los que nadie trabaja porque está ocupado con todo lo demás.
be that good. Let's be real. The reason your restaurant isn't growing isn't because your SEO isn't updated. It's not because your website isn't, you know, optimized. It's because your food sucks. And the real, real is that it might not even suck. It might just be mediocre. But the difference between mediocre and exceptional is those hundred details. But most people are working on all these other things beyond the main thing that matters most. And so I remember Peloton, the story of the
Escúchalo en el minuto 1:23:36
Estrategia y decisiones de negocioHormozi cuenta que su primer empleado asalariado de 50.000 dolares al ano, cuando antes solo tenia personal por hora en sus gimnasios, se hizo cargo del primer local y le libero el tiempo para abrir el segundo, que genero 250.000 dolares anuales de utilidad. Es su ejemplo de que la gente buena cuesta mas pero te hace ganar mucho mas de lo que cuesta.
will work night and day to save the world. And so I'll give you four little personal examples that I've had, or sorry, three personal examples that I've had, um, around this. I remember when I had my first $50,000 a year employee, because before this, I'd only worked with hourly, hourly wage employees at my gyms. And that one person gave me the time because they could manage my first location to open up my second location, which made $250,000 a year in profit. And so wait, so I paid $50,000
Escúchalo en el minuto 1:20:23
Cuanto más pequeño el nicho, más pesa el boca a boca
Investigación de mercado y clienteEn un nicho todos se conocen: cuanto más pequeño el nicho o más local el mercado, más conectado está y más peso tiene el boca a boca. Ahí es donde aparecen los retornos absurdos, porque el coste de adquisición se acerca a cero.
on zero ad spend because the people came in, got the result we promised, and then told five other gyms. And especially in a niche, the people, everyone knows everyone, the smaller, the niche, the smaller, the local market, the more connected it is. And the more word of mouth matters. And that's where you can get these absurd returns. That's when you get into this, like,
Escúchalo en el minuto 1:28:57
Oferta y precioUna empresa de medios con 40 millones de suscriptores queria optimizar sus procedimientos internos para monetizar mejor, pero no tenia ningun producto a la venta. Pasar de 97 a 98,5 puntos en medios rinde muchisimo menos que crear una oferta, aunque sea un 2 sobre 10, porque con ese trafico las ventas se disparan igual.
like, okay, so let me ask you this. What product do you sell? And they were like, well, we don't have a product. I was like, okay, so hear me out. Crazy idea. If you had a product, you would make a lot more money than trying to get your 97 out of a hundred media company to 98 and a half. Not to say that there's nothing. Like if they said, I want to be more famous than I would have said, absolutely. You should do that. That makes sense because monetization isn't the goal. But if they were trying to make money, they had nothing to sell. And I promise you, if you have nothing to sell, you make a…
Escúchalo en el minuto 11:32
Como calcular el ROI de una asociacion de marca: 300.000 por 3 millones
Marca y posicionamientoEl ROI de marca se calcula repartiendo el costo de crear la asociacion contra el sobreprecio que te permite cobrar. Su ejemplo: si vendes un millon de unidades a 3 dolares sobre el precio de mercado tienes 3 millones extra, y si esa asociacion la compras patrocinando a un campeon por unos 300.000 dolares al ano, el branding rinde 10 a 1.
against how much of an increase in price you can have against the commodity. And so if I sell a million units of something and I can sell it for $3 above market, then I have $3 million of excess that that brand buys me. And so if I can get an association that yields me that outcome for, let's say, I can get a championship fighter for $250,000 a year to be in my ads, then I get a 10 to 1 or I'll say $300,000 to make a math simple. If I pay $300,000 for that association and I can now charge and make $3 million extra, I get 10 to 1 on that branding. The ROAS you get, return on advertising spend,
Escúchalo en el minuto 57:24
Pagar 170.000 por un jugador A rinde mas que cinco jugadores B de 100.000
Estrategia y decisiones de negocioPara un cargo con presupuesto de 100.000 dolares, un B pide 80.000 y un A doble mas puede pedir 170.000, el doble del presupuesto. Como un jugador A rinde cinco o diez veces lo de un B, especialmente en trabajo de conocimiento, sigue siendo mejor negocio que contratar cinco B; conviene pagar 25%, 30% o 50% mas por alguien que te adelanta diez anos, aunque el dueno de pyme se pase el dia intentando ahorrar 5.000…
But if that guy or gal has the output, like an A player can get you five X, 10 X the output of a B player, meaning five people who are B players at a hundred thousand dollars a year equal one A plus plus at 170. That's still a great return and better than hiring five B's and especially in knowledge work. So if you have anything that has to do with thinking and not like we're literally more hands are are required to do the work, the outsized return on intelligence is so high that I still see it as one of the fundamental arbitrage that exists in business. How much time you save by hiring…
Escúchalo en el minuto 35:24
O construyes para volumen desde el dia uno o te vas a premium en un nicho
Investigación de mercado y clienteSolo hay dos modelos viables: construir para volumen desde el primer dia y ganar por eficiencia, como Amazon o Walmart, o cobrar premium achicando el nicho y resolviendo el problema por completo. Bajar de mercado solo tiene sentido si ya tienes la infraestructura para soportar volumen enorme y el capital para adelantarla.
end. And so being very clear about who you serve, not serving other people, going down market only if you have the infrastructure to support huge amounts of volume and usually the capital to front it. Either you build for volume day one and win on efficiency like Amazon or Walmart, or you build for a premium, which means you niche down and you completely solve problems for people. So you completely solve a problem in a very narrow niche. And so let me give you a completely polar opposite
Escúchalo en el minuto 5:25
Vende primero a los ricos y baja de mercado solo cuando tengas dinero
Investigación de mercado y clienteEmpieza vendiendo caro a poca gente y baja de precio recien cuando tengas capital, porque el medio del mercado es donde te matan. Tesla lo hizo asi: partio con el Roadster de 250.000 dolares, luego autos de 100.000, despues el Model X y solo al final el Model 3 masivo; cada escalon hacia abajo fue mucho mas dificil que el anterior.
Brutal business truth number one, sell to rich people until you have the money to sell all the poor people. The middle is where you get killed. Elon said, you can either do a lot of good for a small amount of people or a little good for a large amount of people. And I will tell you personally, it's way harder to do a little good for a lot of people than a lot of good for a small amount of people. There is a reason that Tesla started at the top. They started only selling to rich people. They had the Roadster, which is $250,000. And so they sold those. And then he was able to go down market one…
Escúchalo en el minuto 0:14
Estrategia de contenidosUn video 20% mejor que tu promedio puede conseguir cinco veces las vistas, y hacerlo 20% mejor puede costar apenas el doble de trabajo: conviene dejar de publicar dos videos y publicar uno mejor. Ese nuevo nivel se vuelve el estandar y el ciclo se repite. La cantidad sigue importando porque es lo que te ensena cuanto trabajo cuesta la calidad.
And then over time, they realized that if they make a better video, it has outsized returns. Meaning if you make a video that's 20% better than your average video, you might get five times the views. And it might take only twice as much work to make your video 20% better. And so then all of a sudden you're like, Oh, well, well, instead of making two videos, I'll make one that's 20% better. And then I'll get five times the views. And then that becomes the new standard. Then all of a sudden it's like, okay, well now we're making videos of this standard. But if I spend, you know, twice the time…
Escúchalo en el minuto 1:12:27
Retención y relación con el clienteSolo se mete en negocios donde ya sabe que el producto es excepcional y que existe una tasa base de crecimiento por boca a boca, para que al presentar la plataforma a cientos de miles de personas su nombre quede asociado a ese valor. Su frase: puede que compren por la asociación, pero se quedan por el producto.
And that's what I want to get into. I want to get into a business where I already know the product's exceptional. I already know it has a base rate of growth based on word of mouth. So that now when I introduce thousands and tens of thousands and hundreds of thousands of people to the platform, they will associate me with that value. And I know that the product will deliver and then take over from there. They're not going to buy. They might buy because of the association, but they
Escúchalo en el minuto 1:27:03
Estrategia y decisiones de negocioUn emprendedor facturaba 10 millones de dolares al ano repartidos en 56 empresas que ni siquiera tenia memorizadas, y una sola concentraba la mitad de esa facturacion. Al preguntarle que tan facil seria multiplicar por cinco esa empresa si soltara las otras 55, respondio que seria un chiste; un ano despues lo habia hecho.
And so I was like, well, pull it up. And so he pulled up his Excel sheet and he had like 56 companies that in total were making like $10 million a year. And obviously one of them was the biggest one that was doing like half of that revenue. And that was actually the company that I had heard of that, that he, that he founded. And I said, dude, if you just only had that one company, how easy would it be to like 5X that business? He was like, oh my God, if I didn't have the other 55 companies, it'd be a, it'd be a joke. I was like, so if I waved a magic wand and that happened, you think you…
Escúchalo en el minuto 9:23
Contratar diez anos de experiencia es partir el negocio en el ano diez de esa funcion
Estrategia y decisiones de negocioEn sus inicios contrataba gente cuyo trabajo el podia hacer mejor y a la que entrenaba en todo, con lo cual el limite de la empresa era el mismo y el negocio sufria lo que sufre un novato de dia uno. La alternativa es traer a alguien con diez anos de experiencia en esa funcion para arrancar en el ano diez y que las cicatrices las haya pagado otro.
And that was something that in my early days, every person I hired, I could do their job better than them. And I trained them to do everything they did, which meant the limit of the business was me. I had to literally keep learning things, which you always have to do, of course, but I had to learn everything from scratch. And so the business then had to suffer what a day one customer success rep would deal with because I didn't know anything about customer success. And so the idea is I would rather bring someone in who has 10 years of experience in customer success so that we can start the…
Escúchalo en el minuto 28:25
La empleada de un millón ahorró 3 millones al año en sus primeros 90 días
Estrategia y decisiones de negocioSu primera empleada de un millón de dólares al año ahorró 3 millones anuales en sus primeros 90 días y además, con su agenda de contactos, permitió empaquetar y vender las empresas a través de su red de banqueros y fondos de private equity. Para eso fichó a un ejecutivo con 35 años de experiencia que ya había estado del lado vendedor en más de 40 operaciones, porque él nunca lo había hecho.
salesperson for? Absolutely. So it was worth it. And it was even more worth it. My first million dollar employee immediately in their first 90 days saved me 3 million bucks a year immediately. And she was like, all right, I just want to make sure I paid for myself. Now let's do this other stuff. And then with her contacts in her Rolodex allowed us to package our companies and then sell them through her network of bankers and private equity firms. And so I didn't come from that world. And so I hired an executive that had 35 years of experience who had sold, who had been sell side over 40 times…
Escúchalo en el minuto 1:21:19
Su primer vendedor de 300 mil al año trajo 5 millones en ventas
Estrategia y decisiones de negocioSu primer empleado de 300.000 dólares al año fue un vendedor excepcional que cerró 5 millones de dólares en ventas ese año. Era mucho más de lo que había pagado nunca a un comercial y aun así el retorno fue de unas 14 veces lo invertido.
story I had, this is a little, a little bigger. My first $300,000 a year employee, guess what they did? This was my first really, really exceptional salesperson. He brought in $5 million in sales that year. I paid him 300 grand. Was that worth it? Absolutely. Was it more than I'd ever paid a salesperson for? Absolutely. So it was worth it. And it was even more worth it. My first million
Escúchalo en el minuto 1:21:03
Decir que eres el mejor sin creértelo te frena al vender
Estrategia y decisiones de negocioMucha gente monta cualquier cosa solo para tener algo que vender y en el fondo sabe que podría ser mejor: eso condiciona con cuánta fuerza empuja. Cuando alguien repite que su producto es el absoluto mejor casi siempre se está mintiendo a los demás y a sí mismo, y el miedo a admitir que todavía no es lo bastante bueno es lo que dispersa el foco en cien tácticas leídas en internet.
it or not, you know, it could be better. And that then influences how hard you push. Because if you really believed you had the best pizza in the world, and I hear this all the time, people are like, oh, we're the absolute best. I'm like, no, you're not, dude. No, you're not. Stop saying that. Because when, if you say that you're lying on some level and you're lying to other people and you're lying to yourself. And so I think most business owners lie to themselves about how good they are at the things that they do, because confronting the fact that they're just insufficient, they're not good…
Escúchalo en el minuto 1:24:44
El arbitraje del talento crece cuanto más caro contratas
Estrategia y decisiones de negocioSus tres contrataciones grandes dieron retornos crecientes, no decrecientes: 50.000 dólares le dieron 5 veces, 300.000 le dieron 14 veces y un millón le dio 50 veces. Por eso sostiene que el talento sigue siendo el mayor arbitraje disponible, y que el límite para acceder a él es que tu empresa y tú mismo todavía no estáis a la altura.
is that what's crazy is that the stories I just told you, the arbitrage on value actually increased as I spent more. Think about how crazy that is. A $50,000 got me a 5X. A $300,000 got me a 14X. A million got me a 50X. This is why I believe that talent is still the most underrated, biggest money-making arbitrage option that exists. And the biggest constraint to you getting there is that your company's bullshit and you're bullshit. Brutal business truth number 11, the big obvious thing
Escúchalo en el minuto 1:22:03
El cliente pobre exige mas por menos dinero que el cliente rico
Oferta y precioCuando alguien que tiene 1.000 dolares te paga 100, te esta entregando el 10% de su patrimonio y espera lo mismo que un rico que te da 10 millones de sus 100 millones. Al rico esos 100 dolares ni le pesan, asi que paga mas en terminos absolutos por menos valor relativo, y con ese margen extra puedes sobre-entregarle y aun ganar dinero.
rich people prices. This is what I think the key insight is, is that to someone who only has $1,000, when they pay you $100, they pay you 10% of their net worth. Their expectations of what they're going to get for that $100 is the same as a rich person giving you $10 million of their $100 million. It would be gigantic, right? In terms of their expectations. But getting a rich person to give you $100, they might not even notice. And so the thing is, is that it's actually easier in some ways to solve rich people problems because they're willing to pay more in an absolute sense for lower…
Escúchalo en el minuto 1:58
Entra a un mercado solo si puedes ser un orden de magnitud mejor
Investigación de mercado y clienteLa regla de Elon Musk para entrar a un mercado nuevo es ser un orden de magnitud mejor que las soluciones existentes. Por eso evaluo meterse al chocolate, pidio recetas y termino descartandolo: ninguna version que le llego era diez veces mejor que lo que ya se vendia, asi que prefirio no jugar.
order of magnitude better than the existing solutions. And so I'll give you an example. Elon just recently did. He talked about getting into candy or chocolate, which you might think, why would he even bother getting into that? I think it's because he had a gripe with Warren Buffett and Charlie Mugger, which is really sad because I like both of them. He had a little bit of a rift with them. Oh, he was like, well, fine, I'll take out these candies. And so he was like, I'm going to get into chocolate. And so he had all these people send him different recipes and all this stuff, and he decided…
Escúchalo en el minuto 39:38
Estrategia y decisiones de negocioSi tienes que escribir reglas del tipo hay que llegar a la hora, no se toma alcohol trabajando o no se ve Netflix mientras atiendes a un cliente, el problema no son las reglas sino que estas contratando gente que no da el ancho. La cantidad de reglas obvias es un termometro directo de que tan bajo pusiste la vara.
I've now realized is that if you have to have a rule, that's like, Hey everybody, you have to show up on time. Hey, don't drink while you're on the job. Hey, um, like you can't watch Netflix while you're working. Like that's not a good thing. By the way, all of these are rules that I have implemented at some time in a business that I've owned. And I'm telling you this now because it seems so painfully obvious that if I have to say, don't watch Netflix while you're on a customer service call with a customer, that shouldn't be a rule. That should be an obvious thing that anyone with half a…
Escúchalo en el minuto 26:17
Invirtió en Skool tras vigilarla desde 2018 porque crecía con cero marketing
Estrategia y decisiones de negocioHormozi siguió a school.com (Skool), la plataforma para construir y monetizar comunidades, desde 2018, observando cómo su fundador Sam iteraba el producto. Entró como copropietario cuando vio que el negocio crecía solo, con cero marketing, mes tras mes y con crecimiento neto todos los días por gente recomendándolo: si crece sin mí, cuánto más crecerá conmigo.
That's when you pour it on. So for example, my most recent investment, school.com, which is a community platform for helping people build and monetize communities. I had been watching that company since 2018. And watching what Sam, the founder was doing and watching how he was iterating the product. And when I decided to become a co-owner of the business, it was because the business was growing on its own. It had zero marketing. And it was growing month after month, and had net growth every single day based on people telling other people about the product. And so that's when I knew I was…
Escúchalo en el minuto 1:26:15
Mejor lleva a mas grande, mas grande lleva a la grasa
Estrategia y decisiones de negocioTruett Cathy, fundador de Chick-fil-A, perseguia ser mejor y no ser mas grande, confiando en que si mejoraban los propios clientes exigirian el crecimiento. Frente a Boston Market, que se endeudo y franquicio a toda velocidad con plata de Wall Street y por anos les saco kilometros de ventaja, Chick-fil-A crecio local por local casi sin deuda y termino ganando.
want to get bigger, get better, better leads to growth, bigger leads to bloat. So I was reading Estra Kathy's book, wealth, is it worth it? And he talks about the story of Chick-fil-A. And he said that his, his number one pursuit was better, not bigger. And that he believed that if they were better, better, and they just kept getting better, he said, our customers will demand that we get bigger versus trying to get bigger for the sake of getting bigger. And so he tells a story between him, Chick-fil-A and Boston Market. So for those who don't know, Boston Market was actually a very big chain…
Escúchalo en el minuto 36:29
La riqueza se hace en ventanas: cuando aparece la oportunidad, vas con todo
Estrategia y decisiones de negocioCasi todos los muy ricos que conoce tuvieron periodos concretos en los que se les presentó una oportunidad y metieron absolutamente todo. Entre esas ventanas se gana dinero normal; el dinero desproporcionado se hace en esos momentos, así que la clave es reconocerlos y no dosificarse.
I spent a hundred grand and made $10 million. Yes. And as a side note, most of the very wealthy people that I know had distinct periods of time where opportunity presented itself. And then they just back the truck up. They just went all in on that thing. What happens in between is you make normal money, but it's those, those windows of time where these opportunities present themselves, where you can just make crazy money. So gym launch was a hundred to one. And the reason it was a hundred
Escúchalo en el minuto 1:27:58
30 a 1 en los gimnasios porque Facebook estaba brutalmente infravalorado
Canales de adquisiciónToda su riqueza se creó en cuatro periodos concretos. En el primero, con sus gimnasios, sacaba 30 dólares por cada dólar invertido en publicidad: metía mil y sacaba treinta mil. Es honesto sobre la causa: ese arbitraje existía porque en aquel momento Facebook estaba salvajemente barato.
stay because of the product. I've created all of my wealth in four distinct periods. In the very beginning with my gym, I had a 30 to one return on advertising. The reason that that arbitrage existed, meaning I put a dollar and I get $30 out. I put a thousand dollars in, I get $30,000 out. The reason that arbitrage existed was because Facebook at the time was wildly underpriced. I'm assuming very honest. That's why that first arbitrage happened.
Escúchalo en el minuto 1:27:27
Gym Launch: 100 mil en publicidad, 10 millones facturados el primer año
Medición y experimentosEl segundo gran arbitraje fue Gym Launch, con un retorno de 100 a 1 durante el primer año: gastó 100.000 dólares en publicidad y facturó 10 millones de dólares.
The next arbitrage that occurred was in gym launch, where we got a hundred to one for the first year. I spent a hundred grand and made $10 million. Yes. And as a side note, most of the very wealthy people
Escúchalo en el minuto 1:27:52
Doscientas entrevistas en siete dias para montar un equipo
Estrategia y decisiones de negocioHormozi cuenta el caso de un multimillonario ex-Blackstone que levanto unos 20.000 millones para un fondo nuevo: convoco a todos los candidatos a su bodega y en siete dias hizo 200 entrevistas, apoyado en cinco personas de confianza que se trajo de su empresa anterior. A un emprendedor junior eso le tomaria tres anos porque elige creer que solo puede hacer dos entrevistas por semana.
it's not him. Um, and he started this new fund and in order to start it, and he raised, I think like 20 billion is first lick, like high level dude. What he did was he flew out. I think he did 200 interviews in seven days. And so he said, everybody come here, fly out to my warehouse. He had his team of five killers with him that he knew from it that he took from his last thing. And he did 200 interviews in seven days. And then he got his team to start the next thing. That's the difference in terms of level of execution that higher, higher level entrepreneurs do that. It would take a junior…
Escúchalo en el minuto 1:09:16
School tardo cinco anos y decenas de millones para poder cobrar 99 dolares al mes
Oferta y precioLlevar un producto al precio masivo cuesta muchisimo antes de dar plata: School necesito cinco anos y decenas de millones de dolares de desarrollo, perdio dinero todo ese tiempo y aun lo pierde, para justificar 99 dolares al mes. La razon es que para quien recien empieza esos 99 dolares son la totalidad de su presupuesto, asi que hay que resolverle todos sus problemas de negocio a ese precio.
Now, school took five years to get to the level of product that it is now and millions and tens of millions of dollars of development where it lost money the entire time and still loses money right now in order to create such an absurd value for the 99 bucks a month or whatever it is. Because we know that that $99 a month for somebody who's trying to start their business, that's the entirety of their business budget. And so we have to solve all of the business problems that those people have at that level. And so these are two completely, I mean, honestly,
Escúchalo en el minuto 6:25
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