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8 Key Elements to Craft a Perfectly Sellable Business with Jason Swenk | Perpetual Traffic EP 539
22 ideas de marketing sacadas de «8 Key Elements to Craft a Perfectly Sellable Business with Jason Swenk | Perpetual Traffic EP 539», de Perpetual…
- 22 ideas despiezadas
- Fuente Perpetual Traffic
- Dura 55 min
- Publicada en 2023
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Oferta y precioIntentar cerrar de inmediato un contrato mensual recurrente (retainer) alarga el ciclo de venta y suele generar abandono de clientes a los 3-6 meses por falta de confianza previa. La estructura comercial efectiva consta de 3 fases: 1) Oferta 'pie en la puerta' de pago (ej. sesión de diagnóstico/auditoría con garantía) para calificar al cliente y detectar un problema concreto; 2) Proyecto acotado (ej. 3 meses)…
What this will do for your business is it will tell you who's serious, you'll close people a thousand times quicker, and you'll actually close more of them. I said, "Let's do a $2,500 foot in the door where you're going to meet with them for that hour." That foot in the door is designed to to find a problem, to sell a project. And so I asked the client, I said, "How long would it take you to show and demonstrate results to your client?" 2 months. Cool, we're going to do a 3-month project to give you some time. So, we're going to charge $15,000, which is 5,000 * 3, right? We'll charge them…
Escúchalo en el minuto 35:17
Prospección outbound con secuencia multitoque de valor continuo sin seguimiento insistente
Canales de adquisiciónEn la prospección en frío (outbound), se debe tratar al prospecto como si ya fuera un cliente que paga: en lugar de enviar correos de seguimiento preguntando si vieron el email anterior, se debe estructurar una secuencia de múltiples impactos (hasta 10 toques) donde cada mensaje entregue una recomendación útil, investigada e hiperpersonalizada para su negocio.
advice. Treat me as I'm your client to be your top client. So, you send me a video that gives me really good advice. their second email to them is, "Hey, did you see my email I sent you?" That's the mistake. I want you to send a second email totally different, another piece of advice. And then next, three, four, five, I want you to do it 10 times. and you do it 10 times like they're already your clients, there is no way that they're going to ignore you. continues to follow up, but doesn't follow up with like, "Did you see my thing? Did you see my thing?" Like, follows up with value. And what…
Escúchalo en el minuto 5:57
Estrategia y decisiones de negocioAl redactar contratos de servicios, es crucial estipular que la empresa tiene el derecho de transferir o ceder el contrato a un tercero mediante una simple notificación por escrito. En una adquisición de activos (asset purchase), carecer de esta cláusula obliga a solicitar la firma y consentimiento individual a cada cliente antes de cerrar la venta, lo que puede frustrar o retrasar la transacción.
other hint I'll tell you, before you sell, a lot of times when you sell a business, they'll buy you as an asset purchase. So, they're not buying all your liabilities. And so, a lot of times what they'll do is they'll say, "Hey, I need you to go to and I need you to go to your five biggest clients and let them know and get them to sign this permission form saying you can transfer if you are sold." So, what I want you to do is put in your agreements, and I'm but to say, "Hey, we have the right to transfer um this contract to anyone else by just giving you written permission or written notice."…
Escúchalo en el minuto 21:15
Diagnóstico de optimización mediante la pregunta del comprador hipotético
Estrategia y decisiones de negocioPara identificar los puntos débiles y priorizar cambios estructurales en el negocio, el dueño debe responder: «Si alguien comprara la empresa hoy, ¿qué cambiaría mañana mismo?»
if someone was going to buy you today, what would they change tomorrow? I want you to answer that question. And that's usually what you guys need to do as a business owner. Like if someone was going to buy you today, what would they change tomorrow? You know the skeletons in the closet. So like what do you need to change?
Escúchalo en el minuto 48:40
Secuencia de prospección B2B mediante entregas de valor personalizadas en video
ConversiónPara prospectar cuentas de alto valor, estructura una secuencia multitoque (por ejemplo, 10 videos personalizados con estrategias específicas para el cliente) avisando desde el primer contacto que enviarás esa serie de valor sin presionar por una venta inmediata, en lugar de enviar un único video y limitarte a preguntar con insistencia si lo vieron.
all 10 touchpoints. And then what you do in that first video is going, "Hey Ralph, I'm going to send you 10 strategies. And these are custom to you." And you And here's the first one. I just want to provide value to you. And if I can help you out and now you've set a tone. Oh my And it's and you make sure you have to make it custom to them every time. Not and that'll make you a lot of money. I swear to god. It's just all about effort. And people give up. And it's for most it's like I'll send one video and that Did you watch my video? Did you watch my video? That is not a sequence. So, do not…
Escúchalo en el minuto 10:02
Oferta 'foot in the door' para reducir el riesgo en la venta de servicios complejos
Oferta y precioEn lugar de pedir un compromiso a largo plazo de inmediato, las empresas de servicios deben estructurar una escalera de ofertas con una propuesta inicial de bajo riesgo ('foot in the door'), como una sesión de diagnóstico o diseño de plan estratégico de 1 a 2 horas cobrada por tiempo.
So it's it's all about changing your Hey guys, my name is Jason and I'm really cool. I'm the best at this. Will you marry me? But you you have to change your offer. So what I always tell people is you have to build this offering ladder. And you have to think about how can you make it an easier decision, which is less risky for that person that's going to engage with your agency or business. I want you to back that out. Think about if you can meet with a client for an hour to two hours and just charge them your time. And that's what I call a foot in the door offer. the gap. And then I'll…
Escúchalo en el minuto 33:12
Marco 1-3-1 para delegar la resolución de problemas y crear autonomía operativa
Estrategia y decisiones de negocioPara evitar que el negocio dependa del pensamiento del fundador (lo que lo vuelve invendible), exige al equipo que ante cualquier problema presente 3 soluciones posibles y 1 recomendación final antes de escalar la consulta.
that 1-3-1, like I always train my team to go, "Bring me a pro- If you bring me a problem, I'm going to say, "What are the three possible things you think we need to go do? And what's the one thing you're going to go do?" Like one of my big things with my team is like don't tell me your freaking problems unless you come to me with one if not more than one solution and then you've got a recommendation. We call it the 6-in but the point is is like if I do all the thinking for everybody, my my business is unsellable.
Escúchalo en el minuto 25:45
Seguimiento automatizado de KPIs visibles por cada departamento operativo
Medición y experimentosCada área de la empresa (ventas, marketing, producción) debe contar con un panel de control automatizado y visible con sus métricas clave para facilitar la toma rápida de decisiones sin depender de consultas manuales.
Element number seven, our automated KPI Automated KPI tracking. you want to be able to make quick decisions. You want your team to be able to make quick decisions rather than If you have to go look it up or someone on your team has to go look it up, well, each department, each operator needs to come up with these and have them automated. So, at any time we can look point is like every department needs to have its measurable and it has to be visible. Uh but yeah yeah, 100% because it keeps the team motivated too.
Escúchalo en el minuto 46:16
Protección y retención del control operativo en ventas de empresas con earnout
Estrategia y decisiones de negocioAl negociar la venta de una empresa con pagos diferidos por objetivos (earnout), es recomendable asumir que el comprador buscará evitar pagarlos; por ello se debe mantener el control operativo hasta que se liquide el monto total, conservar la transacción en reserva hacia los clientes externos y pactar contractualmente la opción de recomprar el negocio al valor inicial si el comprador no abona el earnout tras…
um which those are usually designed for to go back to the earnout. Earnouts are designed to lose. I always tell people, be happy with the cash that you get up front because most of time earnouts are you're not going to get. But, here's Is say, we are not going to tell anybody other than our internal team that we were sold. You are not going to have any control of our company until everything is paid up, including the earnout. So, I have the opportunity to hit my numbers because the company buying you, they'll say they want you to hit the numbers, but a lot of times they'll be like, no, we…
Escúchalo en el minuto 16:51
Canales de adquisiciónDepender de una sola fuente o únicamente del boca a boca es un riesgo crítico para un negocio; la adquisición debe sustentarse de forma balanceada en tres canales: inbound, outbound y alianzas estratégicas.
So, element two is how is that business getting business and do they have key multiple channels where they're generating business? Not referrals, not one because one can go down and you're screwed. You know, like I always not, right? Like and I look at kind of three channels. You want an inbound channel, like how are you getting people to come to you? You want an outbound then the last part is strategic partnerships. It's a huge ding, cuz it's not a machine. It's not reliable. Soon as the business owner goes away, huge huge red
Escúchalo en el minuto 27:31
Estrategia y decisiones de negocioEstructurar una empresa para que sea 'vendible' obliga a optimizar los precios, resolver problemas críticos como la retención y lograr que opere independientemente del fundador, convirtiéndola en un activo sólido y bien gestionado.
don't want to sell, but I want to create a business what that could be sellable, because that means it's a great business. And it operates without me, But the point is is that even if you're not looking to sell in your service or your whatever business you're in, this is a great road map of eight steps for just hygiene in your business. If you have all eight of these, chances are you have a pretty well-run business. I want everybody be be able to build an That's the biggest thing is go through these and it will tell you what you need to focus on to build that asset. That
Escúchalo en el minuto 50:58
Estrategia y decisiones de negocioNingún cliente individual debe representar más del 20% de los ingresos del negocio para evitar un riesgo crítico tanto para la operativa actual como para una futura venta.
Um you cannot have a majority of your business in one whale. Cuz if you lose that whale, that's a big risk for you and for the buyer. So, if you want is don't have more than like 20% into one client. That could be really risky.
Escúchalo en el minuto 40:50
Prospección a cuentas clave (Dream 100) combinando auditoría física por correo postal y digital
Canales de adquisiciónPara captar cuentas estratégicas de alto valor dentro de una lista Dream 100, resulta altamente efectivo elaborar un plan de acción o auditoría exhaustiva de 10 a 15 páginas, imprimirla físicamente y enviarla por correo postal tradicional antes de reforzarla vía email y seguimiento continuado de valor.
Dimitri has It's It It can be 10 to 15 pages. He does this 10 to 15 page full on like audit {slash} action plan. Now, this is the interesting part. He prints it. He prints that snail mails it, and then emails it, and then continues to follow up, but doesn't follows up with value. And what I love to He He goes after his Dream 100. So, he finds his 100 clients and then goes to this really specific niche. Um That's
Escúchalo en el minuto 6:58
Criterio de simplificación para evaluar a un buen operador de operaciones
Estrategia y decisiones de negocioUn mal operador sobrecarga el negocio añadiendo sistemas innecesarios y complejidad, mientras que un buen operador consolida y reduce procesos, liberando tiempo y devolviendo libertad al dueño.
want good operators. Here's the way to identify a good operator or a bad operator. A bad operator is going to come to the business and they're going to create a load of systems and they're going to be like, why is not everyone getting their stuff done? Like they're constantly adding stuff. A good operator is taking away where the owner and the other people are like, man, I have a lot more free time. I have more freedom. Right? You want to have those operators in there that are kind of coming in if you had eight systems, they're going to make it down into three and they're making things…
Escúchalo en el minuto 42:16
Estrategia y decisiones de negocioEn empresas de servicios y agencias, un EBITDA menor a 1M$ suele valorarse a múltiplos de 1-2x; al superar 1M$ de EBITDA el múltiplo sube a 4-6x (pudiendo llegar a 8x); sobre 3M$ alcanza 8-9x; y por encima de 8 cifras (10M$) supera los 10x.
If you're under a million in EBITDA for a service-based company, especially in the agency you're normally worth one to two X, which is not much, right? Like But if you can get over the million in EBITDA, it's anywhere from four, I've even seen eight for some of our clients and then you get over the three million, it's another and then you get over the eight figure, it's another level up. So businesses. So, under a million, one to two X. Yeah, anywhere from four to eight, but the average is around four to six. And then 3 million for agencies is where you can get to maybe eight to nine, I've…
Escúchalo en el minuto 43:20
Alianzas de co-marketing con plataformas tecnológicas emergentes
Canales de adquisiciónPara generar distribución mediante partners tecnológicos, busca plataformas o herramientas en fase de crecimiento (no gigantes hiperconsolidados) y complementa su solución haciéndolos lucir mejor para que ellos promocionen activamente tu servicio.
And this is something that people don't really do a lot of times is think about what are the technology companies going after your audience? What are the did it at a time where they would listen to us. You can't just go, "Oh, WordPress." Or some technology already there. You have to kind of find that up-and-coming rising a little ahead of you that you can make them look better. So, like when we would go to Microsoft, we'd say, "Hey, we took your software and literally made it even better with what we were doing." And then they started promoting the hell out of us.
Escúchalo en el minuto 28:44
Planificar el propósito y el siguiente paso antes de vender una empresa
Estrategia y decisiones de negocioVender un negocio sin tener definido qué hacer a continuación puede generar una fuerte pérdida de sentido de propósito y depresión posventa, sin importar el éxito financiero obtenido en la transacción.
After I sold my agency, I was depressed. When I sold, I was at a point where I didn't know what I wanted to do next, which was a mistake. I didn't like my got a lot of money. But then what happens is I went through this depression where I didn't have that significance that I needed. And a business only grows to a as high as you grow.
Escúchalo en el minuto 0:00
Investigación de mercado y clienteEstar enfocado en un nicho e industria concretos y transmitir con claridad esa visión a los colaboradores reduce la dependencia operativa respecto al fundador, permitiendo que el equipo tome decisiones de negocio coherentes y alineadas sin necesidad de consultar cada paso.
So the first one really is having a clear vision. And being focused, laser focused on a particular industry. Like they know your Yeah, niche down. And the most important part is your team has to know it, right? Like think about years is all of my employees are always coming to me to make decisions. Because they don't know where the you know, the business is actually going, who we're going after. But if I could actually communicate that vision to them, now they can make better decisions based on the agency rather than better decisions on talk about. It's a hard part to really start narrowing…
Escúchalo en el minuto 23:55
Una tasa de churn superior al 10% es una señal de alarma para ingresos recurrentes
Retención y relación con el clientePara lograr un negocio de ingresos predecibles y de crecimiento compuesto, una tasa de cancelación de clientes (churn rate) superior al 10% constituye una alerta crítica que anula el efecto acumulativo de las nuevas ventas.
Predictable revenue. business, we want that predictability. And you want it compounding. If your pipeline, I want that compounding interest on those clients. So, if I get 10 clients this month and then I get 10 clients next month, well, I should have over 20. Like continuous. about what is my stickiness with those clients? Like what is like is my churn rate people like literally leaving over 10%? Well, that would be a red flag. So, how
Escúchalo en el minuto 31:06
Marca y posicionamientoSi un cliente acude a tu empresa en busca de soluciones a sus problemas estratégicos, te percibe como un asesor indispensable y difícil de reemplazar; si únicamente acude a darte órdenes de trabajo, te convierte en un simple 'tomador de pedidos' fácilmente sustituible, lo cual perjudica la retención del cliente y devalúa el negocio ante posibles compradores.
Yeah. And And you want your you want your clients to look at you as an advisor. Like if they're coming to you for problems, you've set that up in the right way. If they're coming to you just with orders, well, you're just an order taker and you're replaceable. And that business is not a sellable I mean, you can sell it. Like you can sell right? Like but you know, it's not worth as much to someone coming in and buying you because the business is, you know, just an order taker. And you're going to
Escúchalo en el minuto 39:23
Estrategia y decisiones de negocioA pesar del mito extendido de que las agencias y negocios de servicios no son vendibles por su dependencia del fundador o la volatilidad de contratos, es posible estructurarlas como activos transferibles y vendibles si se sistematizan adecuadamente.
Yeah, what I'll say is before Jason Swenk, the the global narrative was agencies weren't sellable products. Everybody would say, you know, agencies were generally founder focused and you know, there's not enough in the way of systematization or scale etc. etc. And owners, they couldn't be sold. You know, proxy, but there's a lot of business owners out there that think, oh, I don't have a sellable business. And I agree way they'd buy us. It's just a service thing and then we got contracts and they can leave and like what's the value? But not just in the agency and the service world, but to any…
Escúchalo en el minuto 1:49
Estrategia y decisiones de negocioEl umbral de entre 5 y 10 millones de dólares en facturación es el punto crítico donde suele producirse una expansión significativa en los múltiplos de valoración al vender una empresa.
5 to 10 is really the magical mark. It's the It's the where the multiple expansion really starts to occur is 5 million plus.
Escúchalo en el minuto 45:11
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