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3 Steps to How Erik Huberman Built a $500M Marketing Agency | EP 515
40 ideas de marketing sacadas de «3 Steps to How Erik Huberman Built a $500M Marketing Agency | EP 515», de Perpetual Traffic. Sobre todo de estrategia y…
- 40 ideas despiezadas
- Fuente Perpetual Traffic
- Dura 1 h 07 min
- Publicada en 2023
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Evaluar la tolerancia al ritmo de trabajo preguntando si prefieren estar abrumados o aburridos
Estrategia y decisiones de negocioEn entornos de agencia y alto crecimiento donde el ritmo es constante y cambiante, una pregunta de entrevista efectiva es: «¿Prefieres estar abrumado o aburrido?». Quienes toleran mejor estar abrumados suelen encajar mejor en entornos acelerados y de construcción activa, mientras que quienes buscan tiempos muertos constantes sufren fricción con la cultura.
And so, you know, one of my favorite interview questions here is, would you rather be overwhelmed or bored? And it's a really insightful question when you ask it the right way because I'm trying to find people that want to be constantly working, constantly building. They hate being bored. That doesn't mean anyone – no one wants to be overwhelmed or bored. And that's why the question works is because nobody's necessarily, like, excited about being completely bogged down. But no one's excited about being bored all the time. So, when you ask it, the way people start to talk about it – and I've…
Escúchalo en el minuto 11:46
Retención y relación con el clienteContrario a la intuición de que pedir perdón señala debilidad o incompetencia, disculparse explícitamente y asumir la responsabilidad frente al cliente fortalece la confianza en la relación y mejora las tasas de retención.
And so that we can actually say, like, oh, for example, we thought apologies would be a bad sign. And we found actually apologizing did the opposite. When we take ownership and apologize, clients were like, oh, you actually took ownership. And we can trust you because you actually, you know, owned it. Like, that actually had a positive effect on the relationship. Even though we were apologizing because we made a mistake or something happened, the fact that we just apologized actually retained clients better, It was the opposite.
Escúchalo en el minuto 25:59
Retención y relación con el clienteContrario a la intuición de que pedir perdón señala debilidad o incompetencia, disculparse explícitamente y asumir la responsabilidad frente al cliente fortalece la confianza en la relación y mejora las tasas de retención.
And so that we can actually say, like, oh, for example, we thought apologies would be a bad sign. And we found actually apologizing did the opposite. When we take ownership and apologize, clients were like, oh, you actually took ownership. And we can trust you because you actually, you know, owned it. Like, that actually had a positive effect on the relationship. Even though we were apologizing because we made a mistake or something happened, the fact that we just apologized actually retained clients better, It was the opposite.
Escúchalo en el minuto 25:59
Retención y relación con el clienteContrario a la intuición de que pedir perdón señala debilidad o incompetencia, disculparse explícitamente y asumir la responsabilidad frente al cliente fortalece la confianza en la relación y mejora las tasas de retención.
And so that we can actually say, like, oh, for example, we thought apologies would be a bad sign. And we found actually apologizing did the opposite. When we take ownership and apologize, clients were like, oh, you actually took ownership. And we can trust you because you actually, you know, owned it. Like, that actually had a positive effect on the relationship. Even though we were apologizing because we made a mistake or something happened, the fact that we just apologized actually retained clients better, It was the opposite.
Escúchalo en el minuto 25:59
Los dos tipos fundamentales de venta: justificar la categoría vs. ganar la diferenciación
Marca y posicionamientoExisten dos tipos de venta según la madurez del mercado: convencer al cliente de que necesita esa categoría de producto o servicio (crear la necesidad desde cero), o convencerlo de elegir tu opción específica frente a la competencia cuando la necesidad de la categoría ya es una verdad asumida.
Um, but it was a really poignant thing when I had my t-shirt company and it's like, there's two types of sales. It's why you need this product or service and why you need to buy that product or service from us. And like, that's just a differentiation process because I need water or I'll die. So like, why am I going to drink that versus out of the sink versus liquid death versus every But whoop is mostly at the job of selling the fact that you need a whoop period, not why you need it over something else. Meaning like people don't assume they need a whoop and you're just trying to be the one…
Escúchalo en el minuto 31:18
El marketing de fórmulas secretas y ostentación provoca selección negativa de clientes
Marca y posicionamientoPromocionar supuestas 'fórmulas mágicas' o exhibir estilos de vida ostentosos atrae al segmento de menor calidad del mercado (personas buscando enriquecimiento rápido y con altas tasas de abandono), deteriorando la calidad de la cartera de clientes de una empresa de servicios.
And then, again, like the, you know, secret sauce thing, if you try to force that, you're going to get really dumb clients that don't see through that bullshit. And, like, this is kind of like the negative selection process with customers that happens when you, again, when you start promoting the Ferrari promotion or the Lamborghini promotion where it's like, look, I afforded a car that costs less than any employee I have. Like, that side of it, the people you attract are the lowest common denominator of people that are attracted to that. And they're probably not very successful people. And…
Escúchalo en el minuto 44:04
ConversiónCuando un cliente potencial dude de contratar por haber visto malas reseñas online, muéstrale de forma constructiva las reseñas negativas que su propio negocio tiene; esto normaliza que a escala siempre existe un pequeño porcentaje de clientes irracionales e insatisfechos y redirige la conversación hacia la confianza en el servicio.
Same thing comes up when we do get feedback from our potential clients. Sometimes like, hey, we saw these bad reviews. And pretty much every time I go to their website and show them their own bad reviews. It's just, you know, I the percentage I've seen is about 3% of people, in my experience, are just out of their fucking mind. I'm going to steal that, go to their website, and show them their bad reviews. And it works, by the way. It's a two-way street. Like, you know, and again, we're talking about six bad reviews out of 4,500 customers.
Escúchalo en el minuto 40:40
ConversiónCuando un cliente potencial dude de contratar por haber visto malas reseñas online, muéstrale de forma constructiva las reseñas negativas que su propio negocio tiene; esto normaliza que a escala siempre existe un pequeño porcentaje de clientes irracionales e insatisfechos y redirige la conversación hacia la confianza en el servicio.
Same thing comes up when we do get feedback from our potential clients. Sometimes like, hey, we saw these bad reviews. And pretty much every time I go to their website and show them their own bad reviews. It's just, you know, I the percentage I've seen is about 3% of people, in my experience, are just out of their fucking mind. I'm going to steal that, go to their website, and show them their bad reviews. And it works, by the way. It's a two-way street. Like, you know, and again, we're talking about six bad reviews out of 4,500 customers.
Escúchalo en el minuto 40:40
Retención y relación con el clienteLa falta de respuesta operativa dentro de una ventana de 24 horas es uno de los principales detonantes directos para la pérdida de clientes en modelos de servicio.
That triggers, so like, we haven't responded to a client in 24 hours is a trigger. Which we know is kryptonite. If we're not responsive, game over. That then pings the person, goes, hey, heads up. This person hasn't been responded to. You need to get on top of it.
Escúchalo en el minuto 27:25
Retención y relación con el clienteEn negocios de servicios y agencias, una comunicación constante, transparente y alineada retiene clientes por más tiempo que entregar un trabajo técnico sobresaliente sin comunicarlo adecuadamente. Los clientes evalúan la relación desde la tranquilidad emocional que sienten y luego la justifican con lógica.
Like, communication, I think, actually trumps actually doing good marketing. If you're good at communicating and aligning and talking to your clients, you'll keep them longer. We've seen this in the data constantly. If we're good at communicating and talking to our clients, they're going to stay a lot longer regardless of performance. Communication is more important than good marketing. I.e. communication is more important than the deliverable. And so we're sitting there really doing the work but not telling the client we were doing the work and the client was always pissy with us. And then…
Escúchalo en el minuto 22:49
Retención y relación con el clienteEn negocios de servicios y agencias, una comunicación constante, transparente y alineada retiene clientes por más tiempo que entregar un trabajo técnico sobresaliente sin comunicarlo adecuadamente. Los clientes evalúan la relación desde la tranquilidad emocional que sienten y luego la justifican con lógica.
Like, communication, I think, actually trumps actually doing good marketing. If you're good at communicating and aligning and talking to your clients, you'll keep them longer. We've seen this in the data constantly. If we're good at communicating and talking to our clients, they're going to stay a lot longer regardless of performance. Communication is more important than good marketing. I.e. communication is more important than the deliverable. And so we're sitting there really doing the work but not telling the client we were doing the work and the client was always pissy with us. And then…
Escúchalo en el minuto 22:49
El capital de inversión debe usarse para amplificar la tracción, no para parchar problemas de negocio
Estrategia y decisiones de negocioEl dinero externo solo debe inyectarse cuando los unit economics son sólidos y el modelo ya demuestra capacidad de sostenerse y ser rentable por sí mismo. Utilizar rondas de financiamiento para tapar ineficiencias o evitar la quiebra únicamente prolonga la pista de aterrizaje (runway) sin solucionar las fallas de fondo.
I'm looking for companies that know how to grow and launch their business themselves. And my money is just adding to the fire, not helping them sustain. You want to look at your unit economics. You want to look at how profitable can we be. And then if you want to dump more money into growth faster and you have the right unit economics, that's fine. But the money should never be to solve problems. But money shouldn't be used to solve problems. It should be used to amplify what you're already good at. If you raise money, you're just extending your runway a little bit.
Escúchalo en el minuto 6:25
Vincular incentivos a métricas individuales controlables en lugar de reparto de utilidades o equity
Estrategia y decisiones de negocioEn empresas de servicios y agencias, ofrecer 'profit share' o 'equity' suele ser ineficaz porque los colaboradores individuales no tienen control sobre la rentabilidad final ni sobre la venta de la empresa. Resulta más efectivo alinear incentivos mediante bonos y comisiones ligados a métricas que cada rol controla directamente (como retención de clientes y presupuesto gestionado en operaciones, o cumplimiento de…
In terms of equity or profit share, no, because our – with equity, the only time that becomes worth anything is if you sell. Well, if we're not ready to sell or on the path to that, then it's a bullshit offering. And then in profit share, you have no control over profit. So I'm giving you a bonus on something that you don't have any control over. It's a passive thing. There's no reason to do that. So instead, we incentivize a bonus based on their individual contribution. If you're a servicing client, like, how's your retention of clients? How much money are you managing for us? And really…
Escúchalo en el minuto 16:50
Estrategia y decisiones de negocioAsumir la responsabilidad cuando la empresa comete un error es fundamental, pero ser justo también exige fijar límites firmes ante clientes abusivos y mantener un registro documental estricto para no otorgar reembolsos ni trabajo gratuito por fallas de gestión del propio cliente.
Here's the paper trails. Here's everything we did. You didn't manage your team and asked us to work with them, then fired them. This is on you, man. In other situations, if we screw up, we take ownership of it. Like, not because of like protecting my ass, but more because I want to be fair. Like, I'm going to be fair. I'm going to be fair, objectively fair. But I like the emphasis that fairness needs to be a two-way street. And you actually need to stand your ground and say, yeah, I'm not going to do that.
Escúchalo en el minuto 37:42
Estrategia y decisiones de negocioAsumir la responsabilidad cuando la empresa comete un error es fundamental, pero ser justo también exige fijar límites firmes ante clientes abusivos y mantener un registro documental estricto para no otorgar reembolsos ni trabajo gratuito por fallas de gestión del propio cliente.
Here's the paper trails. Here's everything we did. You didn't manage your team and asked us to work with them, then fired them. This is on you, man. In other situations, if we screw up, we take ownership of it. Like, not because of like protecting my ass, but more because I want to be fair. Like, I'm going to be fair. I'm going to be fair, objectively fair. But I like the emphasis that fairness needs to be a two-way street. And you actually need to stand your ground and say, yeah, I'm not going to do that.
Escúchalo en el minuto 37:42
Estrategia y decisiones de negocioAl escalar un negocio de servicios entre los 10 y 15 millones de dólares surge una zona crítica de compresión de márgenes: la empresa necesita infraestructura corporativa pesada (ejecutivos sénior, RRHH, legal y finanzas), pero el volumen de ingresos apenas alcanza para absorber estos costes fijos, obligando a operar al límite de capacidad o con mínima rentabilidad.
And so you still, and that's why, frankly, and you mentioned a lot of thresholds, but that like there's somewhere between 10 and 15 million that is like after that, it gets really hard for a while because you have to build like a senior executive team, a full HR practice, a legal practice, you know, a finance and accounting team that's robust. Like you need this, all this infrastructure, but you're not necessarily making enough money to cover it all. So it gets pretty tight. So either you're overwhelmed because you have, you don't have the infrastructure you need to manage a business that…
Escúchalo en el minuto 4:18
Alinear el tipo de audiencia construida con el modelo de negocio
Investigación de mercado y clienteAcumular cientos de miles de seguidores no garantiza ventas si el perfil de la audiencia no coincide con el producto o servicio ofrecido; una audiencia masiva de consumidores puede comprar libros o cursos baratos, pero difícilmente contratará servicios B2B de alto valor.
And they end up with a great consumer audience, as I put it, where it's like, these people aren't going to hire you to do marketing. But sure, now they follow you. And you have 500,000 followers. None of that's turning into any business. I guess it's a great vanity metric, but that's about it. And so, and again, if that's what your business is going to be is selling books, then go for it. But really identifying what are you trying to build and then honing in on that.
Escúchalo en el minuto 45:25
Estrategia y decisiones de negocioEl múltiplo de valoración para agencias de servicios escala con el volumen de beneficios (EBITDA): las pequeñas cotizan a 2x-4x (usualmente con 20% inicial en efectivo y el resto en earn-out a 3 años), a $2M de EBITDA rondan 6x, a $4M alcanzan 8x, a partir de $5M cotizan a 10x-12x, y al superar los $20M de EBITDA se transaccionan entre 15x y 18x.
And then joining a bigger platform, again, with the idea of taking equity in that bigger business, there's something called multiple expansion, which is like, so small agencies right now are selling for literally like two times, maybe four times profit. And you're only getting like 20% of that cash up front. And then you earn the rest over the course of three years by hitting targets. Three to two to four times. When you get to like 2 million in EBITDA, that goes to like six times, give or take. Then if you get to like 4 million, it's maybe eight times. Five plus, you can get to 10, maybe 12…
Escúchalo en el minuto 52:45
Especialización por canal/competencia técnica frente a especialización por industria vertical
Marca y posicionamientoEs preferible posicionarse y especializarse profundamente en un canal técnico (como Google Ads o paid social) antes que nicharse exclusivamente en una industria vertical, ya que encasillarse en un solo sector fomenta la repetición miope de fórmulas sin innovación.
I am cautious about niching down. I actually don't think I would ever want to hire an agency focused on one vertical. I think it's myopic. I think it tells me that they're not good at thinking outside the box, and they're probably running a game plan that works for one company and just doing it over and over again, which marketing is competitive. It's funny about the I own a Google Ads agency, which isn't one vertical. I believe in proficiency, not vertical. And but again, so like how we built is actually in line with that, though, where it's like we have vertical proficient people in those…
Escúchalo en el minuto 47:14
Estrategia de contenidosEn negocios B2B de servicios, la marca personal debe orientarse a ser reconocida por tomadores de decisión específicos (como CEOs o directores de marketing) y no a acumular audiencias masivas en redes sociales que no tienen capacidad de compra para el servicio ofrecido.
So you have to also think about, like, who you're attracting with the type of marketing you do. Like, Gary Vaynerchuk, again, I talked to him about this. His audience has become very much, like, the entrepreneur, the aspiring entrepreneur. And that's his audience, which doesn't really feed his agency. But for me, like, I decided to build a brand more focused on B2B. Like, I'm going to be in front of the, you know, I want every CEO, founder, CMO to know about me. But I don't need a million followers on Instagram because there aren't a million people I'm trying to work with. So it's that kind…
Escúchalo en el minuto 44:43
Estrategia de contenidosEn negocios B2B de servicios, la marca personal debe orientarse a ser reconocida por tomadores de decisión específicos (como CEOs o directores de marketing) y no a acumular audiencias masivas en redes sociales que no tienen capacidad de compra para el servicio ofrecido.
So you have to also think about, like, who you're attracting with the type of marketing you do. Like, Gary Vaynerchuk, again, I talked to him about this. His audience has become very much, like, the entrepreneur, the aspiring entrepreneur. And that's his audience, which doesn't really feed his agency. But for me, like, I decided to build a brand more focused on B2B. Like, I'm going to be in front of the, you know, I want every CEO, founder, CMO to know about me. But I don't need a million followers on Instagram because there aren't a million people I'm trying to work with. So it's that kind…
Escúchalo en el minuto 44:43
El trípode de marketing de The Hawk Method: Notoriedad, Nutrición y Confianza
Marca y posicionamientoEl crecimiento comercial requiere equilibrar tres pilares: crear notoriedad continua (Awareness) para ser visible, mantener seguimiento constante (Nurturing) para acompañar al prospecto, y construir prueba social y reputación de marca (Trust) para ser la opción indiscutible al momento de comprar.
So book we put out, we talk about like our principle, there's three principles of marketing, awareness, nurturing, and trust. And so awareness, how do you get the word out there that you even exist? Nurturing, what do you do with that awareness? To actually turn them into a customer? And then trust, also synonymous with brand. But how do you build the validation and the trust that people are actually compelled to buy from you?
Escúchalo en el minuto 32:55
Las dos motivaciones esenciales de contratación en servicios: ancho de banda o expertise
Investigación de mercado y clienteLos clientes contratan agencias o proveedores de servicios principalmente por dos razones: falta de ancho de banda (carecen de tiempo para ejecutarlo aunque sepan cómo) o falta de experiencia especializada (no dominan la materia). La propuesta de valor y el servicio deben aliviar directamente esa sobrecarga para que el cliente perciba que delegar vale la pena.
Because they don't want to manage this. It's a bandwidth or expertise thing. They either need bandwidth because they don't have enough time to manage all their marketing, even if they're an expert, or they need expertise because they're not an expert. So one way or another, you need to satiate that desire to be like, I need help. And so they need to feel like you're that one, that you're better at doing this than they are. And you have taken this off their plate, and you are the expert, and you are helping them save time. Agencies are bandwidth or expertise.
Escúchalo en el minuto 24:18
Evitar canales de mensajería instantánea como Slack con clientes para prevenir la falsa urgencia
Retención y relación con el clienteEn servicios de marketing, es preferible centralizar la comunicación en el correo electrónico y restringir plataformas como Slack; la mensajería instantánea fomenta el microcontrol, la toma de decisiones apresuradas y una sensación artificial de urgencia minuto a minuto.
Generally email. I hate Slack. It's impossible to monitor. And that and like, marketing doesn't work on a minute by minute basis. And a lot of people that aren't savvy in marketing think it does. And Slack just perpetuates that. So Slack just allows for that feeling of everything's urgent, which we don't want to create. I don't want you to have the ability to communicate to this degree with anybody. I want you to sit there and think about what you're about to say.
Escúchalo en el minuto 27:48
Marca y posicionamientoLas tácticas de marketing como anuncios pagados o patrocinio de eventos solo funcionan con éxito si el negocio cuenta con una base sólida de credibilidad objetiva y casos de éxito demostrables que generen confianza en el mercado.
So at some point, the rubber has to meet the road. And you have to be showing, look at all the success we're having with our clients. And that, again, that is really what I feel like at the end of the day grows us to this point on the sales and marketing side is like that trust factor. So objectively, they're good. And you want to make get to the point where you're objectively good at what you do. And then the other stuff like running ads on Facebook and Google and sponsoring events and all the other things you do in marketing all work because that credibility is there.
Escúchalo en el minuto 35:28
Estrategia y decisiones de negocioLos beneficios intangibles en la oficina (comida gratis, masajes o bebidas) no generan retención de empleados. El talento calificado prioriza una compensación económica competitiva, la energía del equipo y participar en proyectos innovadores y de rápido crecimiento.
So, it turns out nobody gives a shit about the $12 croissants. Like, we went through that phase and got out of it. But it's amazing how much money you can spend on perks thinking they're, like, these intangibles. And they'd rather just hand them an extra few bucks and they'd be happy. But those perks aren't really perks. That's not, no one's keeping a job because you have massage. Like, we've literally had massage Fridays, kombucha on tap, all that stuff. Nobody actually stayed at Hawk Media because of those things. So, it really doesn't do much. In terms of, I would say, the salary piece is…
Escúchalo en el minuto 11:09
Generación de autoridad inicial con validación de terceros y dilución de fricciones
Marca y posicionamientoAl no contar con casos de éxito consolidados, la autoridad debe apoyarse en validación de terceros (apariciones en prensa, menciones de influencers, alianzas y reseñas). El impacto de las críticas negativas inevitables se contrarresta acumulando un volumen masivo y visible de testimonios positivos que las diluyan.
And so in the beginning, before you have a bunch of case studies and a bunch of validators, it was third-party validation. So it was getting press on us. It was getting influencers to talk about us. It was building referral networks. It was having word of mouth. It was having reviews. It was all these things that we preach every other company to do. But we talk about it now, we have, I think, six bad reviews on Google. Out of 4,500 clients, we have six bad reviews. But my job is to make the positive so compelling that the little bit of negative that's going to sort of unavoidably come out…
Escúchalo en el minuto 34:12
Oferta y precioPara evitar el estancamiento y el agotamiento en una agencia se deben equilibrar tres pilares: retención de clientes para contener el churn, un embudo de ventas propio que garantice nuevos ingresos constantes, y márgenes saludables que permitan reinvertir en marketing, equipo y crecimiento sin inflar costes laborales insostenibles.
It's like you're churning through clients because you're not doing good work, and you can only keep up so fast. Like, you know, at some point you hit, you know, or you can only bring in so much business and you're losing it all at the back door. And you hit this, you know, sort of equilibrium where you can't grow the business because you're not, you know, your sales can't keep up with your churn. The next piece is having that sales funnel to replace that business and to keep growing. And then the last piece of that that I think people miss is the margins. A lot of people don't understand the…
Escúchalo en el minuto 20:36
Expansión de múltiplos mediante reinversión de equity en plataformas consolidadas
Estrategia y decisiones de negocioEl dueño de una agencia pequeña puede multiplicar el valor final de su negocio si vende integrándose en una plataforma mayor y reinvierte parte en acciones (equity rollover): el mismo beneficio que en solitario cotiza a 2x o 4x pasa a valorarse al múltiplo de la empresa compradora (15x o superior) en una posterior venta conjunta.
And even though you sell half of it for what could be cheap right now, the other half could end up being worth way more later. And then joining a bigger platform, again, with the idea of taking equity in that bigger business, there's something called multiple expansion, which is like, so small agencies right now are selling for literally like two times, maybe four times profit. So what to understand that is your business, let's say your small agency is worth two times. If you roll into a big agency and take equity, that same profit that you're contributing is now worth 15 times. So you get…
Escúchalo en el minuto 52:37
Estrategia y decisiones de negocioAunque la estandarización es necesaria para escalar, intentar convertir una agencia o consultora en una línea de montaje rígida resulta contraproducente. En servicios profesionales el valor reside en el talento, por lo que los procesos deben dar estructura sin anular la autonomía de personas capacitadas para tomar decisiones complejas.
And, like, so I would always be looking at how to build process and procedure. Now, I will say, I wouldn't go quite assembly line. I think that's where you get in trouble, too. I think people over process things. And if you can't rely on having smart people make good decisions, your product are people. We have to have smart people. And that's, again, going back to, like, the more larger consultancies, like a McKinsey or a Bain, they're not assembly line.
Escúchalo en el minuto 9:39
Regla de los ciclos de mercado al rechazar una oferta de venta de empresa
Estrategia y decisiones de negocioAl tomar la decisión de rechazar una oferta de adquisición para un negocio, se debe asumir la hipótesis de que pueden pasar hasta 10 años antes de que vuelva a surgir una oportunidad y valuación similar debido a los ciclos macroeconómicos.
Every time you turn down a sale, assume it's going to be a decade till you get another one. Because, listen, you're always potentially on the back end or on the front end of a financial disaster or an economic disaster. And so we're always on the precipice of disaster. And so if you turn down an offer, an exit of some kind now, that number, that opportunity may not come back for a 10-year cycle before it's back to where you are right now. And so knowing that so you can make that very conscious decision, I've turned down huge offers for Hawk knowing that that would come. I mean, you know, we…
Escúchalo en el minuto 49:22
El crecimiento bootstrapped avanza en escalera y mesetas sucesivas
Estrategia y decisiones de negocioEl crecimiento de un negocio autofinanciado no sigue una línea recta ascendente continua, sino un patrón de escalera: la empresa opera en una meseta hasta topar con un límite de capacidad, resuelve el nuevo cuello de botella operativo o de habilidades y genera un salto de inflexión hacia el siguiente nivel.
So it's like the seven to eight million range, the kind of three million range, the one and a half million range. And in every one of those phases, there's different needs that you have depending on also your own skill set, your ability to grow a business, and, you know, all the pieces you need to make that business sustain as well as grow. That staircase is way more accurate than that straight line because that's really what ends up happening is you're like front line for a while, you figure it out, you figure it out, you try to figure it out. You're kind of up against the wall, you're kind…
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Estrategia y decisiones de negocioAunque los procesos y la estandarización de reportes y comunicación con clientes son esenciales para evitar errores conocidos, el entrenamiento tiene un límite. El 80% del éxito en la ejecución proviene de seleccionar personas inherentemente capaces e inteligentes para resolver problemas.
I'd say it's probably 80-20, like 80 smart people, honestly. Like, at the end of the day, like, training can only do so much with someone that's not up to it. Like, there's processes and things that we do that it's, like, the way we manage client accounts, the way we report, et cetera. Like, those are super important to, like, help them avoid pitfalls that we've already figured out. Like, this is how the way we need to communicate so that clients don't get angry, that kind of stuff. But you just, you need smart people to actually execute. Like, that's, at the end of the day, that is where the…
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El valor diferencial de las agencias en la era de la IA radica en la comunicación humana
Retención y relación con el clienteAunque la inteligencia artificial multiplicará la eficiencia técnica y operativa del marketing, las agencias seguirán siendo indispensables por el factor humano de comunicación, acompañamiento y traducción de resultados, ya que los clientes rechazan dejar sus negocios en manos de una automatización sin rostro.
I think that AI is going to make things a lot more efficient. You guys – we talked about the communication factor. Like think about that when it comes to AI. Like if they don't have someone that's explaining things to them that's running things for them that it's helping, like I think it quickly – I think you get quickly turned off. And I think that, you know, people don't want to just have a ghost in the machine running their marketing.
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Rechazar una oferta de adquisición requiere asumir un ciclo operativo de 5 a 10 años
Estrategia y decisiones de negocioRechazar una oferta de compra en un pico de mercado exige el compromiso consciente de seguir operando y aguantando la volatilidad durante los siguientes 5 a 10 años; si el fundador no se visualiza liderando el negocio en esa ventana temporal, es más prudente monetizar y salir.
It's going to probably take me, you know, and we're growing, but it's still going to probably take me another year or two to get back to the value I was at in 2021 because of how crazy the markets were. But just knowing like, and thankfully we make money along the way, but I could have taken money off the table in 2021 and sold this company. And I'm going to spend the next, you know, another three to four years to just be back there. If there is, if my, what some of these guys are right, there's disaster, it could be 10 years. And so knowing that when I made that decision to pass, I made it…
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Desmitificar la escalabilidad de servicios modelando los ingresos por empleado
Estrategia y decisiones de negocioLa creencia de que los negocios de servicios no son escalables es un límite autoimpuesto contradicho por gigantes como Deloitte, Accenture o McKinsey; para guiar el crecimiento conviene analizar y emular las métricas operativas de estas firmas maduras, especialmente el ingreso generado por empleado (revenue per head).
One, I would be careful of the – it's almost a cliche of like you can't scale a service business because some of the biggest businesses in the world are service businesses, Accenture, Deloitte. Like the top four accounting firms, you've got BCG, McKinsey, Bain. Like these are massive, massive companies, hundreds and hundreds of thousands of employees, and they are service businesses. Like it's actually very scalable. So I think a lot of it is putting barriers on yourself. And I used to say like I studied what the revenue per head those bigger companies were getting. Like what are the metrics…
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Marca y posicionamientoDebido a las bajas barreras de entrada para crear agencias y negocios de servicios de marketing, una gran parte del mercado carece de fundamentos técnicos reales. En este entorno, simplemente entregar con rigor y efectividad lo que se promete se convierte en un diferenciador radical frente a los competidores.
Yeah, I would say, like, you always need to do good work. It's, like, because, frankly, 99% of marketers have no idea what the fuck they're doing. And so, it's not hard to, you know, compete with a bunch of charlatans. Like, when people come in and work with us, they're like, oh, wow, you actually deliver what you say you're going to. Like, the fact that that's a novel idea is crazy. But that's, when I talk to a lot of new agency owners, a lot of times they don't actually know anything about marketing. There's no barrier to entry to start an agency.
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Desmitificación de los mega-exits: sostenibilidad y múltiplos modestos como éxito financiero real
Estrategia y decisiones de negocioLas expectativas de ventas empresariales multimillonarias suelen estar distorsionadas por casos atípicos difundidos en redes; vender una empresa por múltiplos modestos (ej. 2x EBITDA) o gestionarla de manera rentable y sostenible durante décadas representa un éxito financiero superior al patrimonio de la gran mayoría de la población.
So like we hear these terms and I think it gets people's heads out of touch with like what reality is, which is most of the time when you sell a business, like most businesses that sell don't make a lot of money up front. There's not these huge exits. And if you can make a few million dollars or more, like that is huge success that nobody, most, almost nobody ever sees that the average baby boomer. Like this, the minutia amount of people that actually ever get that kind of an exit, it's not as many as talk about it on Instagram reels. If you are good with it, the other side of this is I don't…
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La interacción humana como diferenciador en negocios de servicios frente a la IA
Estrategia y decisiones de negocioLos negocios de servicios profesionales mantendrán su vigencia frente a la IA porque los clientes priorizan la interacción de persona a persona; la inteligencia artificial funciona como un asistente que mejora la eficiencia y ahorra trabajo mecánico, pero aún requiere supervisión humana constante.
So I don't believe that AI is just going to replace what we do. I think it's going to make it more efficient. But I think people like service businesses are going to exist because people want to talk to people. And I think that's not going to change in five years. But like once we real ChatGPT is like managing an intern writing your content. It's like, sure, it's nice to have an intern, but you still need to babysit it. You still need to oversee it. And so I think that AI is going to continue to do that, which will mean that there's – you know, it's going to create a different type of middle…
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Efecto de las tasas de interés libres de riesgo sobre el capital de inversión
Estrategia y decisiones de negocioRendimientos del 5,5% al 6% en bonos del tesoro o cuentas remuneradas frenan el despliegue de capital hacia fondos de venture capital y private equity, ya que los inversores prefieren retener capital y batir la inflación sin asumir riesgo.
And if interest rates continue to climb, the problem is, is right now you can get, you know, five and a half, six percent return in treasury yields or in savings accounts. You family offices, investors become more risk adverse because like I can make six percent of my money without any risk whatsoever. Why am I going to take risk with it? Like I want to retain my money and I'm making inflation back down. So I'm getting I'm making more money than I'm getting and dealing with inflation. So I'm arbitraging that and retaining my cash. So while that's happening, that may slow down some of the LP…
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