Marketero · Entrevistas
Big Business Owner Shares 1 YR of Wealth Lessons in 63min
40 ideas de marketing sacadas de «Big Business Owner Shares 1 YR of Wealth Lessons in 63min», de Alex Hormozi. Sobre todo de estrategia y decisiones de…
- 40 ideas despiezadas
- Fuente Alex Hormozi
- Dura 1 h 03 min
- Publicada en 2021
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Metas a cinco años basadas en habilidades y acciones, no en cifras
Estrategia y decisiones de negocioEn vez de fijar quiero ganar 400 mil dólares al año en cinco años, hay que preguntarse qué habilidades harían falta para ganar esa cifra y después qué acciones concretas hay que ejecutar para adquirirlas, acciones tan razonables que se lograrían incluso con poco talento. Al ampliar el horizonte bajan las expectativas, sube la satisfacción durante el proceso y además se mejora más rápido.
If we can extend our horizons, then we decrease our own expectations. And by doing so, we increase our fulfillment by default because we expect less or nothing. And while we increase our fulfillment during the process, we actually get better faster. And that was what I have, I'm having him focus on is like, why don't we say, what's a five year goal that we believe is reasonable and let's make it action based. So instead of, I want to make $400,000 a year in five years, why don't we say, what skills will I need to have that would allow me to make $400,000 a year? And then what actions would I…
Escúchalo en el minuto 58:22
Las nueve preguntas que hay que resolver para montar outbound
Canales de adquisiciónLevantar un canal de llamada en frio obliga a contestar en orden: de donde sacamos los datos, como los limpiamos, como armamos las listas, que software usamos para llamar, cual es el guion, cual es el gancho de apertura, como entrenamos al equipo, de donde reclutamos y como los compensamos, y si el proceso de venta es de dos o tres pasos.
Um, it's B2C versus B2B, but we had to figure out, okay, where do we find the data? How do we clean the data? How do we create these lists? You know, what software do we use to cold call? And what's the script? What's the hook? What do we say on the opener? How do we train the team?
Escúchalo en el minuto 38:56
25.000 llamadas en un año y 1.000 cierres high ticket al siguiente
ConversiónEl plan concreto que Hormozi le armó a su vecino: año uno, 25.000 llamadas de prospección, o sea 100 llamadas al día durante 52 semanas, hasta saber prospectar y conseguir negocio. Año dos, 20 llamadas high ticket por semana durante 52 semanas, unos 1.000 cierres, para ser competente en ventas. Con generación de leads, prospección propia y venta high ticket se pueden ganar 400 mil dólares al año sin problema.
I was like, you feel like if you do make 25,000 calls this year, which is a hundred calls a day, um, it's just 500 calls times 52 weeks, right? If you make 25,000 calls, you'll be, you'll be able to prospect and get business. Do you think if you took, you know, you know, 20, 20 high ticket, you know, calls a week over 52 weeks, you know, a thousand high ticket phone call closes, you would be able to be at least proficient in sales. can tell you right now, if you can generate leads and you can prospect for your own thing and you can sell at high ticket amounts, you can make $400,000 a year.
Escúchalo en el minuto 59:33
El KPI número uno es el excess cash flow
Medición y experimentosEl KPI que más siguen los inversores sofisticados es el excess cash flow: cuánto efectivo sobra y entra al banco cada mes, no el EBITDA ni el P&L con sus diferimientos de ingreso por términos de contrato. Hormozi reconoció que su empresa no lo medía, y va a reorganizar el negocio y los incentivos del equipo directivo alrededor de esa métrica.
Now, the number one KPI that they track, which I found incredibly interesting, which we don't track, which is wild, is excess cash flow. And it's crazy because that's the thing I care the most about as the owner is what am I depositing in my bank account every month? But as financials become more sophisticated, you look at your profit and your EBITDA and like all the, you know, your P&L and you have to offset revenue based on contract terms, blah, right? But all I care about is excess cash flow. And it was ironic to me that the most sophisticated investors, you know, in the world, some of…
Escúchalo en el minuto 48:11
Borrar las noticias del teléfono
Estrategia y decisiones de negocioHormozi eliminó todas las apps de medios de su teléfono porque lo abrumaban, y comprobó que su vida siguió igual sin las noticias. Su filtro: las noticias no le dan más dinero y no cambian nada de lo que haría de todos modos, y si pasa algo verdaderamente importante se entera igual sin ir a buscarlo.
Uh, my recommendation is to turn off all media. Um, it, I turned off, I removed all the media from my phone, uh, cause I thought it was especially And, uh, I realized that my life was really the same, um, without all of the news. And, uh, I know that the news does not make me more money. because I think to myself, well, what would I do differently than I'm currently doing if And the answer is nothing, which means it's not really providing me value. And if it's like, well, I need to stay informed. If there's anything major, I'll find out.
Escúchalo en el minuto 1:01:55
Estrategia y decisiones de negocioUn ejercicio mental útil es preguntarse qué haría si comprara mi propio negocio desde cero hoy, con ojos frescos, como hace un comprador que busca qué mejorar. Hormozi lo hizo y descubrió que las cosas que haría son distintas de las que está haciendo.
Because you look at what they're looking at in the business is what they can do to improve. And so you can basically come in with fresh eyes to your own business and think like, what would I do if I were buying my business fresh from day one today? Which is actually a really good thought exercise. And so I've kind of walked through that process. And the things that I would do are different than what I'm actually doing. And so by expanding it to an investor's time horizon, I feel like I'm making much better decisions.
Escúchalo en el minuto 46:18
Lo primero que pregunta a una empresa: donde vive el dato
Medición y experimentosCuando arranca algo nuevo o evalua una empresa, su primera pregunta es donde se registran los datos y cual es el CRM. Si la respuesta es que lo llevan todo en una hoja de calculo, lo siguiente es montar el sistema completo antes que cualquier otra cosa.
Um, and so now when I start new things or I talk to new companies, the first thing I'm looking at is where are you using track data? What's your CRM? You know, are you one of a Google sheet, you know, czar? Is that how you're running everything? Great. Let's put the whole system in place.
Escúchalo en el minuto 22:39
El plan de 100 días del private equity: dos o tres KPI y nada más
Medición y experimentosLo primero que hace un fondo al comprar una empresa es un plan de 100 días cuyo objetivo es alinear el interés económico del equipo directivo con el del inversor. Para eso define solo dos o tres KPI primarios y después monta la forma de medirlos con precisión y meticulosidad.
So the first thing they do is they create a 100-day plan. And the objective of that 100-day plan is to align the economic interest of the management with the fund and the investor who's buying it, right? And the way they do that is they first figure out what their primary two to three KPIs are going to be. That's it. Two to three. And then they figure out how to accurately and meticulously track those things.
Escúchalo en el minuto 47:16
36.000 dolares al ano por un CRM valen mas que un empleado de primera linea
Medición y experimentosPagan unos 36.000 dolares anuales por HubSpot y lo consideran barato. El argumento con el que rebatio la objecion de precio en su equipo: compara el sistema que contiene todos los datos de la empresa con un solo empleado de primera linea y pregunta cual de los dos aporta valor a todo el mundo a la vez.
And we, uh, we just got HubSpot. It's expensive. I think we pay 36,000 a year for it. Um, but it's worth every penny. It's just, it's just worth every penny. It's, it's so funny. Cause we were like, man, that's so expensive for CRM. I'm like, do you think that the entire system and all the data of everything that you have is worth more than a frontline employee?
Escúchalo en el minuto 21:39
Oferta y precioSus clientes solo piensan en ingresos y crecimiento; cuando les habla de retencion, margen o riesgo, pierden el interes. Su decision fue predicar con el ejemplo y vender lo que el mercado quiere comprar, lo que le permitio recortar un monton de sobrantes del negocio.
Whenever we do talk about that, we lose people who lose interest because entrepreneurs, most entrepreneurs that I serve only think about revenue. Right. The only thing about growth rather than what am I taking home? You know, how much risk am I exposed to that kind of stuff? And I think that just comes with time. But I will practice what I preach and not sell what I want to sell. I will sell what they want to buy. And so that is how, you know, we've we've cut a ton of excess out in 2020 in the business.
Escúchalo en el minuto 11:15
La mala gestion de datos le costo unos 30 millones en tres anos y medio
Medición y experimentosSu mayor error de los ultimos tres anos fue no tener un CRM o ERP bien montado; calcula de forma conservadora que dejo unos 30 millones de dolares sobre la mesa por eso. Solo ahora consigue trazar del clic al cierre, y su consejo es invertir pronto en sistemas de datos buenos.
Um, but now we finally are able to track from click to close, which has been, gosh, the hardest thing in the world. And if I could start all over again, so if you are, you know, listening to this, like invest early in really good data systems. Like it, it will make your life so much easier. And like, I, I genuinely conservatively can say that we've, we've left 30, probably $30 million on the table over the last three and a half years because of such poor data management.
Escúchalo en el minuto 22:08
El outbound tarda unos 90 dias en funcionar pero da estabilidad
Canales de adquisiciónMontar un canal outbound desde cero les llevo unos 90 dias hasta dejarlo fino. Crece mas despacio que el inbound pagado, pero es mucho mas estable y fiable, y tener los dos funcionando a la vez es lo que quita la dependencia de una sola fuente de leads.
Uh, having outbound has been really nice. Uh, it's, it's stable. It's much more reliable. It's slower for sure to grow. It took 90 days to really get it right for us.
Escúchalo en el minuto 38:32
Lo simple escala: la solucion sencilla gana porque si se ejecuta
Oferta y precioCon frecuencia la mejor solucion sobre el papel no es la mejor porque es demasiado compleja; la mas simple acaba siendo la mejor porque se puede llevar a cabo de verdad. Al hacer sus productos mas simples, digeribles y accionables de inmediato, consiguieron mejores resultados de cliente que en la epoca del arbitraje barato de Facebook.
Um, um, I wrote this one again, but simple scales. And so simple, like really trying to figure out at all levels, the simplest solution, not like oftentimes the best solution is not the best solution because it is more complex. And the simplest solution, though it might not be the best solution becomes the best solution because it is actually able to be realized. And so that is a lesson that I have learned in, in 2020 more so than any year is like we have made our product suites simpler and more digestible and immediately actionable. And we're getting better client results now than even when…
Escúchalo en el minuto 39:26
Tu nicho no es pequeno: tu modelo de negocio no da para alcanzarlo
Investigación de mercado y clienteCuando un negocio de medio millon al ano dice que su nicho esta agotado dentro de una industria de 6.000 millones, el problema no es el tamano del mercado sino que el valor de vida del cliente es tan bajo que solo puede alcanzar rentablemente a una fraccion minima de el. Hay que distinguir si el nicho te limita o si la economia de tu modelo te impide escalar.
But that being said, if you're like, I get this one all the time from our clients, which is like, man, my niche is too small. And, like, homie's doing, like, 500 grand a year. I'm like, your niche is a $6 billion industry. And you think that you doing half a million dollars a year has somehow tapped that niche. You just have such a poor business model that your lifetime value of a customer is so low that you can only profitably reach a half. I mean, like a quarter of a quarter of a quarter of a percent of your market. So it's really important to delineate between am I capping my niche or are…
Escúchalo en el minuto 5:29
Dos o tres task forces y dejar operar al equipo
Estrategia y decisiones de negocioPasados los primeros 100 días, el fondo crea solo dos o tres task forces: equipos pequeños responsables de objetivos operativos tipo dominó, con alta probabilidad de éxito y máximo valor para el negocio. Luego se limita a gestionar esas métricas con disciplina, sin meterse en la operación, dejando que el equipo directivo dirija.
And then after that, they only create two to three focused task forces, right? Small teams that can be held accountable to big domino operational objectives that will provide the most value in the, that have high probability of success, that will provide the most value to the business. And so that is it. And that's what they do. And they just ruthlessly manage to run those metrics. And what that means is they allow the management and leadership team to run the business rather than metal.
Escúchalo en el minuto 49:05
Reduce la promesa a las dos cosas que el cliente quiere
Oferta y precioEl ejercicio de 2020 fue reenfocar el negocio en las poquisimas cosas que aportan mas valor: conseguir leads a los gimnasios y hacerles ganar mas dinero. Cualquier otro esfuerzo que no apunte a esas dos cosas es basicamente desperdicio.
And so I think 2020 was also a really humbling year for me because we got to refocus on the few things that provide the most value. And so for us, it's we need to get Jim's leads because that's what everyone wants. We need to make Jim's more money because that's what everyone wants. And that's about it. You know, pretty much any other endeavors that are not focused on those things are kind of a waste.
Escúchalo en el minuto 10:38
Contrata gente que venga con la solucion ya cargada
Estrategia y decisiones de negocioEl salto de calidad al contratar fue dejar de buscar gente a la que hay que ensenarle y buscar a la que llega con las pilas puestas: le senalas el problema y responde con el plan porque ya lo ha resuelto tres veces antes.
Try and find people with preloaded solutions. So as a caveat to that, that's one of my lessons. This is like I've now found people who come preloaded with solutions. They come batteries included. You know, I'm like, hey, here's my problem. I can point them at it. And they're like, oh, this is all the things we need to do because I've already done this three times.
Escúchalo en el minuto 8:39
La frustración viene de una expectativa que te inventaste
Estrategia y decisiones de negocioLo único que te tiene molesto es una expectativa ficticia que te inventaste arbitrariamente y no estás alcanzando. Es como decir que vas a ganar 20 libras de músculo en siete días y enojarte por no lograrlo: al chico de 19 años que se frustraba por no ser millonario, Hormozi le preguntó si le parecía razonable estar en el 1% que más gana de Estados Unidos tras ocho semanas emprendiendo.
to my 18 year old neighbor about was the only reason that you were upset right now is because of a fictitious expectation that you arbitrarily made up in your mind that you were not reaching that you made up. It's like, if I said I wanted to gain 20 pounds of muscle in seven days and then was upset that I didn't gain 20 pounds of muscle in seven days because I worked out hard. I was like, you want to be a millionaire and you're 19. your entrepreneurial journey that you don't earn above the top 1% in the United States? Like, do you, do you feel like it's reasonable that after eight weeks of…
Escúchalo en el minuto 57:24
Planifica duplicar en cinco años, no cada año
Estrategia y decisiones de negocioLos fondos de private equity entran con el objetivo de duplicar una empresa en cinco años, no cada año. Hormozi se aplica lo mismo: si planificas duplicar en cinco, el plan resultante es tan distinto y tan alcanzable que probablemente lo superas, y encima elimina la energía frenética del hay que hacerlo ya.
And I'm like, you know, private equity firms will come in and their goal will be to double a company, you know, in, in five years. Double a company in five years. And I think about that with like gym launch. And there's so many times where I'm like, oh, we got to double this year. Why didn't we double? But if I'd said like, we just got to double in five and made the plan for that, the plan would look so much different and also so realistically attainable that I think we'd probably over perform that. But what it would do is eliminate the needless frenetic energy of, of, oh, we got to do this…
Escúchalo en el minuto 44:42
Piensa en horizontes de cinco y diez años, no de meses
Estrategia y decisiones de negocioSi hay una sola cosa que rescatar de todo el video es ampliar el horizonte temporal más allá de meses o un año y empezar a pensar en plazos de cinco y diez años. Con horizontes suficientemente largos el riesgo prácticamente desaparece, y si el beneficio queda garantizado y sin riesgo no hay razón para no hacer esa apuesta.
And so I'm making like, this is, if there's anything that you listened to in this entire video, it is what I'm about to tell you. If you can expand your time horizon beyond months and even a year or two, you will be so much better off. If you expand your time horizon beyond just a month or a year and actually start thinking in five year and 10 year terms, you will be so much better off. And I think there's, there's so many reasons for that. One is when you bet on long enough time horizons, you can virtually get rid of risk. And if you can make risk free, risk free guaranteed upside, then why…
Escúchalo en el minuto 43:19
Escalar a cero: si el valor depende de ti, ahi se detiene el negocio
Estrategia y decisiones de negocioSi aportas valor de una forma que exige tu presencia, el equipo crece solo hasta donde llegan tus horas. La meta que se puso fue escalar a cero: llegar a no hacer nada y que la empresa siga ganando dinero, creciendo y siendo rentable, porque es la unica manera de superar el techo actual.
But as somebody who even provides value in any way, if it requires you to be there to provide the value, then as soon as the team grows outside of you providing that value, if it cannot grow without you providing whatever that value is, then it will stop there. And so I think that's 2020 was really my transition of of moving above that. And so I think that was kind of the win for the year. And so that was kind of one of the lessons that I learned is, is you have to scale zero. Like I have to get myself to doing nothing and still have the company make money and grow and be profitable, et…
Escúchalo en el minuto 13:02
Juzga la decisión, no el resultado
Estrategia y decisiones de negocioSe puede tomar la decisión correcta y que salga mal, y la incorrecta y que salga bien: apostar los ahorros al negro y ganar sigue siendo una mala decisión. Hay que evaluar cada decisión por la información disponible en ese momento, no por el resultado, para no castigarse por apuestas estratégicas que arruinó algo externo como el COVID.
Um, another one is that you can make the right decisions and be wrong. And you can make the wrong decisions and be right. And so this is really hard from a learning perspective, uh, because let's say, for example, I bet my life savings on, uh, black at the, at the, at the casino, right? If it hits black, was it the right decision? Probably not. And so I may be rewarded for a poor decision, just like I could make a strategic bet, uh, in business that for all reasons was the right call. And then COVID hits, right? And then all of a sudden, that's not the, that, that wasn't the quote right bet…
Escúchalo en el minuto 40:38
Un producto demasiado personalizable abruma al cliente
Oferta y precioHormozi hizo su producto tan customizable que resultaba abrumador para la mayoría de los clientes. La lección es resolver la ecuación complejidad-simplicidad buscando el punto medio que sirva al mayor número de personas al nivel más alto, no el que sirva perfecto a unos pocos.
That's like, it, could be so perfectly customized. The thing is, is that it was overwhelming for the majority of clients. And so trying to, rectify the complexity versus simplicity equation, uh, you know, you kind of have to find the, middle ground and the sweet spot for what's going to serve the most people at the highest level. And so that was just reinforced this year. And honestly, right now we're doing, we're, I'm, I'm more proud of the gym launch product now than I've ever been.
Escúchalo en el minuto 40:11
Se gasto un millon en un CRM y lo mato antes de lanzarlo
Estrategia y decisiones de negocioDesarrollo un CRM propio para gimnasios, se gasto un millon de dolares y luego se dio cuenta de que no podia sostener un cuarto negocio, asi que cerro el proyecto y dio el millon por perdido. Considera que empezarlo fue mal, pero no lanzarlo, comiendose el coste hundido, fue la buena decision.
Um, and I spent a million bucks on this thing and, uh, I realized that I couldn't have four businesses. Uh, and so I pretty much just killed the project and I just wasted a million dollars. So, uh, I make lots of mistakes just so you're aware, uh, lots and lots of mistakes. Um, but that was a good, that was a good decision. The starting, it was not a good decision, but not doing the business after I had made it, uh, was a good decision, even with the sunk cost, which was hard.
Escúchalo en el minuto 35:43
Los inversores recortan costos pero suben el gasto en medición
Medición y experimentosLos fondos son conocidos por recortar costos y subir la utilidad, pero hay una partida donde aumentan el gasto: IT, reporting y diligencia. Implementan ERPs y CRMs ya probados para tener seguimiento en tiempo real de sus KPI, lo que muestra cuánto valor le dan al dato y al reporte.
So typically, you know, investors are known for, you know, cutting costs and increasing profits. That's like a standard thing that they'll do. But they increase the cost on IT and reporting and diligence. And so for me thinking about that, it's like, okay, that just really shows how important the data and reporting is, which is kind of what I was alluding to earlier. And so they implement a lot of ERPs and CRM systems that they already have, you know, tested and whatnot to get the tracking in real time around their KPIs.
Escúchalo en el minuto 47:41
Pasar del que al quien, pero no antes de tiempo
Estrategia y decisiones de negocioLa obsesion del emprendedor por aprender a hacerlo todo es imprescindible al principio; al escalar, el trabajo pasa a ser encontrar a la persona adecuada. El error frecuente es buscar el quien demasiado pronto, cuando todavia no has aprendido las cosas que hacen que el negocio funcione.
And the obsessive nature of the entrepreneur of wanting to learn how to do everything is absolutely required in the beginning. But as you scale up, it is more about finding the who. But the thing is, is that in the beginning, you think too soon you need to find the who. And in reality, you still need to learn the things that make the business work.
Escúchalo en el minuto 7:24
Estrategia y decisiones de negocioA los 19 años Hormozi cambió optimizar la felicidad por a la mierda la felicidad, voy a ganar: moverse, actuar y progresar sin preguntarse si era feliz. Al dejar de obsesionarse con la felicidad se volvió más satisfecho, porque el deseo de felicidad crea una expectativa incumplida que produce infelicidad, mientras que descartarla convierte cualquier momento bueno en algo por encima de lo esperado.
And, and I just remember going to this place where I was just like, fuck happiness. I'm just going to win. I'm going to take so much action that I don't have to think about it. Um, once I stopped obsessing about happiness, I actually think that I became more content because the thing is, is I was constantly measuring myself before that to this, what I would say, And so the desire for happiness creates an unfulfilled expectation that makes me unhappy. And disregarding happiness gives me permission to not give a fuck. And if I happen to be happy or enjoy a moment or, or find fulfillment in my…
Escúchalo en el minuto 55:57
Estrategia y decisiones de negocioCada ano se repite el mismo ciclo: de enero a junio siente que van imparables y para diciembre siente que el negocio es horrible; en enero vuelve a explotar. Tras cuatro o cinco vueltas al ciclo ya lo reconoce y prepara al equipo por adelantado, lo que le mantiene mucho mas estable.
And every year I'm always like, I feel like January through June, I'm like, we're on fire. You know what I mean? And then like by December, I'm like, we suck and we shouldn't be in business and we're horrible. You know what I mean? And then like January comes again and then it was like everything explodes.
Escúchalo en el minuto 36:28
Asesora solo el tipo de negocio que conoces íntimamente
Marca y posicionamientoHormozi eligió trabajar con empresas de uno a cinco millones de dólares al año de consultoría, servicios, conocimiento y educación, o negocios físicos de nicho que quieren franquiciar o escalar a nivel nacional. El criterio explícito es que esos son los negocios que conoce íntimamente.
I've also taken on a number of small companies that I'm working with. So companies that are doing $1 to $5 million a year that are either, you know, consulting, service, knowledge, education-based businesses or niche brick and mortar businesses that, you know, have the desire to, like, franchise or scale nationally. And so it's just because that's the businesses that I know intimately. And so I'm actually working with some companies there.
Escúchalo en el minuto 50:28
Se agota lo que puedes alcanzar con rentabilidad, no la plataforma
Canales de adquisiciónUna plataforma publicitaria se puede saturar, pero casi nunca porque hayas llegado a todas las personas del nicho: llegaste a todas las que podias alcanzar de forma rentable. Esa diferencia decide si toca abrir un canal nuevo o arreglar la economia de la oferta.
And so that means that I have to find new ways to reach them. So if my traditional advertising methods, obviously, you know, you can exhaust a platform, especially if there's a niche, it's usually much bigger than you think it is. But you may you may not have reached every single person on that platform, but you may have reached every person that you could reach on that platform profitably. So that's kind of the differentiation. And so for me, seeing all these people who are doing more than me and I was, you know, providing value to them in a lot of ways.
Escúchalo en el minuto 2:01
Un departamento de 20 personas contra el churn que no movio el churn
Retención y relación con el clienteCrearon un departamento entero para atacar la rotacion de clientes y sumaron 20 empleados. A los seis meses el churn seguia exactamente igual y tuvieron que desmontarlo: estaban haciendo cosas, pero ninguna cambiaba el numero.
Um, I just can't like, I just, the amount of times that we've literally gotten rid of like a department because it just like we, we created a department, for example, to solve a problem. Let's say it was churn and provide value in all these ways to solve churn. And then after scaling that after six months, realizing that churn is completely unaffected and we just took 20 more employees on. And then having to just be like, well, guys, you didn't solve the problem. And as much as you're doing stuff, it doesn't, it's not doing anything.
Escúchalo en el minuto 16:25
Meterse en todo destruye la consistencia y cuesta plata
Estrategia y decisiones de negocioHormozi admite que tiende a meterse en la operación porque quiere que las cosas suenen a su manera, y que eso perjudica al negocio porque elimina la consistencia. La consistencia operativa reduce el desperdicio, sube el margen, da una experiencia más uniforme al cliente y encima deja al equipo más contento.
And I think that I definitely have a tendency to metal because I like doing things my way and I want things to sound a certain way and blah, the same things all of us do. And it's not, it's not been, it actually hurts the business. And so, because it removes consistency. And so if we can create consistency of operations, it creates, it creates less waste, right? It creates a more consistent experience for the customers. And so it allows us to make more profit from less waste. So I actually think that our team, et cetera, itself would be happier with this type of approach.
Escúchalo en el minuto 49:37
Estrategia y decisiones de negocioTener tres empresas a la vez (Prestige Labs, Gym Launch y Alan) fue una decision que considera equivocada. El coste no fue de horas sino de atencion partida en tres, y la unica cosa buena que salio de ahi fue que le obligo a salir del rol de CEO.
You know, I, uh, I shouldn't have three businesses. That's a continued to be a lesson of mine, uh, because we have prestige labs, gym launch and Alan. Um, it's been very hard for me, not from a time perspective, but from an attention perspective to split my attention like that. Um, and so I think part of it is, this was like a paired lesson in failure is that I think the decision was incorrect. But I think that the lesson that I learned from it was it forced me to get out of CEO and into investor owner role.
Escúchalo en el minuto 23:09
Todos quieren el six pack pero quieren más las donas
Estrategia y decisiones de negocioLa pregunta real no es qué quieres, sino cuánto quieres lo que dices querer. Todo el mundo dice querer un six pack, pero en realidad quiere más las donas; con el negocio pasa igual cuando cuesta ver a los amigos de fiesta mientras uno trabaja.
It's just, the question is, how bad do you want what you claim to want? You know, everybody wants a six pack. It's just that they want donuts more, right? They actually want donuts. They, they claim to want a six pack, but they want donuts more. And I think that that, you know, analogy is the same for business. Like he wants to be an entrepreneur, but it's hard to see your friends partying, um, and
Escúchalo en el minuto 53:53
Un producto o servicio dura unos tres anos antes de tener que reinventarse
Oferta y precioCalcula que el producto o servicio medio tiene un ciclo de vida de unos tres anos. Gym Launch reinvento su suite dos veces: empezo con el reto de seis semanas, paso a paquetes hibridos de bootcamp de ticket mas alto y hoy vende los mismos paquetes pero con un sistema de adquisicion distinto, basado en outbound.
Um, ah, three-year life cycle of products. So the average product or service has like a three-year life cycle. And, um, you know, Jim launches had to innovate. It's, I would say product suite twice. Uh, so we started with kind of like the whole six week challenge thing. Um, and then we transitioned to kind of higher ticket hybrid bootcamp packages. Um, and right now we actually sell the same packages, but the acquisition system is different.
Escúchalo en el minuto 37:37
Medición y experimentosCada vez que tuvieron que prescindir de un equipo, comprobaron que los ingresos no cambiaban, la rotacion de clientes no cambiaba y el beneficio subia. Es la prueba mas dura de que ese trabajo no estaba produciendo el resultado que decia producir.
And, um, and then, and, and then just realizing that the business literally doesn't change at all. Like revenue doesn't change. Churn doesn't change. Profit doesn't change. Well, profit goes up and that's it. And it's just like, it's mind blowing to me.
Escúchalo en el minuto 17:00
Estrategia y decisiones de negocioCitando a Warren Buffett: nadie quiere hacerse rico despacio. Hormozi prefiere hacerse rico con seguridad a hacerse rico rápido y perderlo; el problema de la mayoría es que persigue el atajo toda la vida en lugar de aceptar que diez años constantes lo harían millonario con certeza.
The reason Warren Buffett said this, he said, no one wants to get rich slow. But I would rather get rich for sure than get rich fast and lose it. Or, or more realistically for many, try and get rich fast for my entire life rather than just saying, well, if I just did this for 10 years, I'd be guaranteed to be a millionaire. And I think that is the issue. And I think that's the problem that the world has. And that's why most people will never become wealthy is because they cannot delay their impatience.
Escúchalo en el minuto 44:04
100 millones acumulados en tres anos y medio, no en un ano
Estrategia y decisiones de negocioHormozi desglosa sus ventas para desmontar el mito de la cifra unica: 7 millones en 2016, 28 en 2018, 37 en 2019 y unos 31 en 2020, que sumados dan los 100 millones en tres anos y medio. El ano de mayor facturacion fue 2019, no el ultimo.
But just for transparency, that means I've done $100 million in total sales in the last three and a half years. And so we did $7 million in 2016. We did $28 million in 2018. We did $37 million in 2019. And in 2020, I think we finished at $31 million.
Escúchalo en el minuto 3:52
Estrategia y decisiones de negocioUna empresa a la que Hormozi entró como asesor llevaba dos años estancada en medio millón de dólares al año. Seis meses después facturaba 150 mil dólares por semana: pasó de unos 50 mil a 600 mil dólares mensuales.
And that's crazy for me because if you think about it from an investor standpoint, I have a company that I just recently became an advisor to. And they'd been at half a million dollars a year for two years, I think. And now we're doing $150,000 a week six months later, right? So that's from $50,000 a month to $600,000 a month, right? Wild.
Escúchalo en el minuto 51:03
Mucho efectivo parado anticipa un boom de consumo
Investigación de mercado y clienteHormozi prevé un buen 2021 porque hay mucho efectivo esperando y el ahorro subió muchísimo en todo Estados Unidos: se está imprimiendo dinero y la gente lo está reteniendo, así que cuando empiece a gastarlo debería verse un boom general.
I think 2021 is going to be a good year. I think there's a lot of cash on the sidelines. And savings across the entire United States, like, went up a ton, which means they're printing money and people are holding on to it, which means that when people start spending that money, we should see a boom overall.
Escúchalo en el minuto 51:38
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