Marketero · Entrevistas
Build Your Business Like Harvard
28 ideas de marketing sacadas de «Build Your Business Like Harvard», de Alex Hormozi. Sobre todo de oferta y precio, estrategia y decisiones de negocio y…
- 28 ideas despiezadas
- Fuente Alex Hormozi
- Dura 25 min
- Publicada en 2025
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Modelo cabeza grande y cola larga para fijar la mensualidad
Oferta y precioEl error clásico es tomar algo que vale 30.000 dólares y cobrarlo como 2.500 al mes durante doce meses: cuando el cliente ya extrajo el valor único, se va porque lo que queda no vale 2.500. En vez de eso cobra alto el componente de una sola vez (por ejemplo 10.000) y fija la mensualidad con esta pregunta: si solo vendieras el consumible, ¿a qué precio la gente no querría irse? Ese, y no la cuota del upfront, es el…
exist. So think about this. This is the big mistake, right? This is the big mistake is that people will price their consumable at a payment plan of their onetime upfront value. For example, if something's worth $30,000, then they say, "Cool, you can pay $2,500 a month for 12 months and you're going to get this onetime value and this consumable value." But then once people have kind of drained that onetime value, and year, then people exit because the consumable value is not worth the $2,500. This is why I'm a big fan of the or big advocate of the big head longtail model, which is maybe the…
Escúchalo en el minuto 7:56
Cada función debe justificar sola tres o cuatro veces el precio
Oferta y precioAgregar llamadas, accountability y bibliotecas de grabaciones no ha resuelto el churn de nadie: lo más probable es que puedas borrar cosas de tu oferta. El criterio es que cada componente, por sí solo, valga tres o cuatro veces el precio total; si el cliente no puede decir que vale la pena solo por eso, no entra en el paquete, aunque termines con una o dos cosas hechas muy bien.
feature set to make it stick here? So, number one is I would add as few things as possible. And you likely can delete things. This is big. This is very big. How many education businesses do you know that include calls, accountability, some sort of resource library, uh library of all past, you know, Q&A calls or one-on-one calls? Probably a lot of them. Have any of them solved churn? No. If you want to have a feature set, the way that I think about feature sets is that I want each feature to be on its own valuable enough to more than justify three or four times the price. If someone can't just…
Escúchalo en el minuto 17:27
Columna A y columna B: valor de una vez contra consumible
Oferta y precioDivide todo lo que entregas en dos columnas: lo que alguien usa una sola vez y ya extrajo su valor (enseñarle a vender, enseñarle a generar leads), y lo que debe consumir una y otra vez. La educación pura casi siempre cae en la columna A, así que la recurrencia solo puede salir de lo que pongas en la columna B.
that you have to break up the deliverable that you have into two different columns. All right? So, this through. Column A is what's the stuff that someone uses one time gets the value and then after they get the value it's no longer valuable. So if I teach you how to sell and then you know how to sell I don't need to teach you again you it. Right. Right. So there are education components which are typically onetime So I said column A is onetime value. Column B is consumables. Things that continue to provide value again and again and again. If you look at your other things that you have in the…
Escúchalo en el minuto 3:34
Costo y retorno del cliente permanente, no del cliente de entrada
Medición y experimentosEl hablante lo llama el concepto más importante: lo único que importa es cuántos clientes permanentes tienes. Si de cada diez que compran tu educación tres pasan a tu servicio y de esos tres uno nunca se va, entonces tu costo real es diez veces el CAC de entrada por un cliente permanente, y esa razón LTV/CAC permanente es distinta a la del front-end. Resolver eso es la parte difícil del negocio; después todo es…
For me, what I care about fundamentally is the cost and the return of a permanent customer. So, let me let me break this down. This is probably the most important concept. All we care about in any business is how many permanent customers do we have. So let's say that you have, you know, for every 10 people who buy your education, three of them transfer over to your service. And of the three that transfer your service, one of them never leaves. Then we just have to know, okay, it cost me 10 times my current cost to acquire a customer to get one person who never leaves. What's that LTV to CAC…
Escúchalo en el minuto 21:33
Benchmark de churn en comunidades: 18% mensual promedio
Medición y experimentosSegún los datos internos de School, el churn mensual promedio de una comunidad es 18%; estar en 10% es aproximadamente la mitad y se considera decente, y por encima de 18% hay trabajo pendiente. La permanencia media sale de dividir uno entre el churn mensual: 10% da 10 meses, 5% da 20 meses y 1% da 100 meses.
So the question was what kind of churn benchmarks exist so I know if I'm doing uh you know good or bad. I I can tell you on school because we have a lot of metrics there. Uh 18% monthly churn is the average school community churn. So if you're doing 10% you're doing like basically about half that. So that's it's you know decent good. Uh if you're above that you probably have some things you can improve on. Uh if you're at 5% so that means that you have 20 month LTVs. If you're like how did you do that math? All you do is you just take one divided by your monthly churn. So one divided 10 by…
Escúchalo en el minuto 20:22
Mide M12: cuántos llegan al mes 12 y qué pasa después
Retención y relación con el clienteLo que buscas no es churn cero desde el día uno, sino un hito de activación después del cual nadie se va: por ejemplo doce meses de entradas y salidas y luego permanencia indefinida. Por eso la métrica que importa es M12, cuánta gente llega al mes doce y cuál es su churn desde ahí; si ese churn es cero tienes un negocio valioso y el primer año pasa a ser solo el proceso de filtrar diamantes.
have involuntary churn, the lower on the um axis you go. What you want to make sure is that after people reach a milestone, they never leave. So that's what you're really going for. So if you have some period of time, let's call it 12 months, where people turn in and out and then after 12 months, no one ever leaves because they they reach certain uh benchmarks or certain activation points. If you get there, then you have a valuable business because those people you just have this year up front that this functionally as a sales motion in order to generate this reliable recurring revenue stack…
Escúchalo en el minuto 19:49
Listas frescas mensuales como motor de permanencia
Retención y relación con el clienteDos comunidades con churn bajo funcionan igual: uno enseña impresión 3D una sola vez y luego publica cada mes la lista de productos que están vendiendo bien; otro enseña wholesaling inmobiliario y cada mes publica propiedades que sus bird dogs encontraron y cumplen su criterio. El trabajo de armar la lista se hace una vez y se fracciona entre todos los miembros, que se quedan porque no quieren perder el acceso.
There's a there's a great school community, for example, where they do 3D printing. So the guy teaches 3D set it up? Whatever. Onetime value. And then after that, every month, he scour the internet for new products that are hot and trending right now so that you business. And so people stay every month because they can get this list, the hot list, and then they grab the things off that list and they stay in there. And for him, he just has to do the one-time work of creating the list and then he don't want to lose it. I'll give you a different business. There's a real estate business and they…
Escúchalo en el minuto 5:43
El momento de la oferta importa tanto o más que la oferta
ConversiónSi enseñas a alguien a agendar reuniones por mensaje directo, lo que va a querer después es que otro se lo haga: ahí recién tiene sentido venderle colocación de personal, un equipo fraccionado o gente que tú empleas con un recargo del 20% y ya entrenada. Vender ese servicio antes de que tenga el modelo y el criterio no funciona; muchas veces la oferta es correcta y solo está ofrecida en el momento equivocado.
backwards from there. When do you upsell other feature stacks? Well, it's going to be based on their need. If someone comes in and has all of these needs, then you'd sell it nationally at that point. If someone has one problem solved but then creates another problem, a simple example would be like, "Hey, I teach people how to do, you know, DM setting or whatever." So, you teach Well, once they learn how to do it themselves, what's the next thing they're going to want? They're going to want other people to do it for them. And so, if you want to sell a service of placement for those people or…
Escúchalo en el minuto 22:52
El servicio nace de las preguntas que se repiten mes a mes
Oferta y precioCuando un mismo problema aparece mes tras mes en las preguntas de tus alumnos, ahí hay un negocio de servicios esperando salir de tu negocio educativo. Y si el servicio está bien hecho terminará valiendo más que la educación, porque la gente ya no viene por aprender sino por el servicio, y por el servicio siguen pagando.
In terms of when to add it, it would be when I know that this particular service is something that people consume again and again and again. So if you get repeated questions month after month after month of a problem that that needs to get solved, this is where service businesses start to sprout off of education. Now, what you'll realize is if you do the service well, the service business itself will be more valuable than the education business because they're not coming for the education. They're coming for the service. They come for the service. They'll keep paying for the service if it's…
Escúchalo en el minuto 18:24
Un plan de pago no es continuidad
Oferta y precioSi vendes algo de 12.000 dólares con acceso por un año y la gente paga 1.000 al mes, cuando terminan no tuviste churn: tuviste graduados. Mucha gente del mundo de la educación confunde el calendario de cobros con ingreso recurrente y cree que su negocio retiene cuando en realidad solo estaba cobrando en cuotas.
people to pay me for it forever." And the reason for that is because people in the education space mistake a payment plan for continuity. So if you have sell something that cost $12,000 and you give them access to it for a year and people pay $1,000 a month, you don't have churn. People have graduated. You have a payment plan, not continuity. If you're trying to solve for continuity or solve
Escúchalo en el minuto 2:20
Cobras de más por lo recurrente y de menos por la educación
Oferta y precioEl patrón habitual es al revés de lo que conviene: cobra más por el componente educativo de entrada, porque es el que transforma la vida del cliente, y menos por el servicio continuo, que casi siempre vale menos. Si dudas de cuál vale más, tu tabla de retención ya te lo está diciendo.
business. Number three, we're go we're cranking. You're charging too much for the consumption and too little for the education. You probably need to do this. Charge more for the upfront thing because it is life transforming value. And then charge less for the thing that's ongoing because it probably is less valuable than the other one. And if you're like, I'm not sure if mine is less valuable. Well, just look at your chart. People are telling you if it's less valuable. And if you don't have
Escúchalo en el minuto 15:55
Lo que hace valioso a un software no es el código
Estrategia y decisiones de negocioUn inversionista no paga múltiplos altos por el hecho de que haya código: paga por retención de ingresos, alto margen bruto, alto margen incremental y menos fricción operativa al escalar. Un software cuyos clientes se van cada seis meses se valora igual que un servicio, así que persigue esas cuatro propiedades en el negocio que ya tienes en vez de agregar tecnología.
investor sees it. The things that make a software valuable are the things that make a business valuable, which is that there is revenue retention, there's high gross margin, there's high incremental margin, there's less operational drag at scale. These are all the things that make software companies at scale more valuable. It's not that the fact that they use code that makes them valuable. If you sell people into a software and they turn out, you know, every six months, that's not valuable. It's basically the same as a service and you're going to be valued based on the
Escúchalo en el minuto 15:03
La volatilidad de tu cliente se convierte en tu churn
Investigación de mercado y clienteSi vendes a negocios muy pequeños o a prosumidores (gente con empleo que prueba algo por su cuenta), su volatilidad se traslada a tu producto: entran y salen, se entusiasman y se desentusiasman. Da igual qué tan bueno sea lo que entregas, ese churn va a estar ahí, así que compara tu retención contra la que ese tipo de cliente permite, no contra un ideal.
Part of the reason that sometimes service businesses even if the service should be sticky, they aren't sticky is because of the nature of the customers. So let me explain that. So if you have customers that are inherently volatile, then their volatility will reflect on the volatility of your product or service. And so if you're dealing with VSNB, so very small business owners or proumers, people who just, you know, they have a job and they they kind of upgrade. Those people are notoriously volatile. They're going in and out all the time. They, you know, get passionate, get unpassionate, they…
Escúchalo en el minuto 18:50
Shopify renueva 55-60% al año y en enterprise el piso es 80%
Medición y experimentosShopify se considera clase mundial con un 55% a 60% de renovación anual, es decir que pierde 40% de sus clientes cada año, pero quienes superan ese primer año se quedan a largo plazo. El benchmark depende del segmento: vendiendo a empresas grandes deberías estar en 80% de renovación anual o más, y vendiendo a principiantes el churn alto es una característica del cliente, no un defecto del producto.
Facebook has super high churn. If you think about churn is people who stop using the product. Now I say super high relative to salesforce but way better than every other social media platform. And so uh you look at Shopify. Shopify I think is considered best-in-class. They think I think they have 55 or 60% renewal on an annual basis. Meaning they lose 40% of customers every year. But the people who stick after that year stick for the long haul. You're going to keep selling people. The percentage is going to matter based on the industry and who you serve by a wide margin. If you're serving…
Escúchalo en el minuto 19:25
Gym Launch: anuncios probados con dinero propio y revendidos al 100% de margen
Canales de adquisiciónEn Gym Launch probaban anuncios en mercados representativos gastando dinero propio en filmarlos, editarlos y correrlos; una vez identificados los cuatro o cinco ganadores, los entregaban a mil o diez mil locales. Como cada mercado local los recibe como anuncios nuevos y al mes siguiente necesitan más, el activo se vende una y otra vez con 100% de margen bruto tras el costo inicial.
Examples for gym launch. One of the primary things that we do there is that we go and test ads in representative markets. We spend our own money to get ads that we know work. And then once we have that ad, we then sell it at a margin basically to everyone else. And it's 100% gross margins for us after we've incurred the initial cost of one winners. But once we scoop up the four or five winners, we can just hand them to a thousand or 10,000 locations and they are valuable to each of those locations because within those local markets, they are new ads. But what do you need next month? More new…
Escúchalo en el minuto 4:58
La educación continua es el único tipo de educación con continuidad real
Oferta y precioHay profesiones donde la gente debe mantenerse al día con tecnologías y prácticas nuevas. Si construyes un negocio que recertifica a esas personas de forma constante, la membresía se compone en el tiempo y puedes demostrar que un cliente se queda una carrera entera, que es lo que permite vender un negocio educativo casi a múltiplo de empresa de tecnología.
of education that does have continuity. will drive continuity. But there is one specific type of education that drives continuity, which is continued education. So there are professions where you have to stay upto-date with technology. You have to stay upto-date with new practices. where if you can build a business where you reertify people on new skills or new technologies that come out on a consistent basis, then that membership, which is really what the business is, that membership business can over time continue to compound and you can demonstrate that people will stay with you for an…
Escúchalo en el minuto 14:08
Los tres filtros que convierten educación en marca
Marca y posicionamientoHarvard sostiene su marca con tres filtros: postulan muchos y entran pocos, no promete ningún resultado concreto, y no todos aprueban. Si aceptas a cualquiera que tenga tarjeta de crédito, prometes cifras y todos terminan el programa, no tienes estándar y por eso tu educación no se distingue del 99% del mercado.
Harvard? Well, number one is that Harvard has standards. So they have many people apply and only a few get in. If you accept everybody who has a credit card, that's not a very high standard. everybody in. Thing number one. Thing number two, Harvard makes no promises. that. And instead, it's just it costs this much money to get in and you might the craziest part. Number three, not everyone passes. Not only does not everyone get in and everyone pays with no promise, not everyone passes. And so like, "Oh, that's why they're different from 99% of other education businesses
Escúchalo en el minuto 0:48
No conviertas tu negocio de educación en una empresa de software
Oferta y precioEmpezar un software desde cero para retener a clientes que atrajiste con educación casi nunca termina en una salida real: el hablante dice no haber visto un solo caso exitoso pese a revisar muchos negocios. Atraer con educación y retener con software solo funciona si el software es la función central del negocio y le dedicas todo el foco, y apostar a ser la excepción es una mala apuesta.
business. A piece of advice. Don't start an education business and then say, "I'm going to make it a SAS company." Famous like, I'm going to start something from scratch, the likely that you succeed is basically zero. And when I say succeed, it's like actually have a true software exit. I have yet to see literally yet to see and I look at a lot of businesses understand pretty well. I have yet to see a business that has successfully done this and the likely that you were unlikely and I prefer to make bets that where if I wait I win. And if I look around and look at the marketplace and no one's…
Escúchalo en el minuto 10:05
Aplica tu marketing a algo que la gente ya no deja de comprar
Investigación de mercado y clienteEl atajo para construir algo valioso es no inventar la demanda: busca productos o servicios que la gente ya compra de forma sostenida y aplícales tus habilidades de marketing y ventas. Es exactamente lo que el hablante hizo al pasar a private equity, apoyándose en que quien vende educación normalmente ya es bueno vendiendo.
businesses have problems. Now, if I wanted to go use my marketing skills on something because you probably if you sell education, you have to get good in marketing and sales. It's one of the build something like that, then let me give you the easiest hack in the world to build something that's really valuable. Find stuff people already don't stop buying. Then use your marketing and sales skills on that, which is fundamentally what we did with private equity. So, what do I put in my
Escúchalo en el minuto 17:06
Estrategia y decisiones de negocioQuien aprende a postergar la gratificación tiende a postergarla para siempre, esperando un tercer malvavisco que puede no llegar nunca. Postergar aumenta la recompensa sobre todo al principio, pero después hay rendimientos decrecientes, y además cobrar hoy rara vez impide cobrar de nuevo más adelante; el punto está en el medio, no en el extremo de sufrir años y a veces quedarse sin nada.
inherently wrong with that. There's this kind of mantra of what I call the three marshmallow problem. So, there's the the typical story of the child who, you know, gets put into a room and he gets one marshmallow now, and if he doesn't eat the marshmallow, he gets two marshmallows. The problem uh with that delay to gratification is that once you learn that skill, you then want to delay gratification forever and then you hope for this third marshmallow that might to say, hey, you get one marshmallow now and if you wait a year, you can get a second marshmallow. Is it worth waiting a year for a…
Escúchalo en el minuto 12:26
El valor de empresa nace de la demanda futura garantizada por la marca
Marca y posicionamientoUn negocio vale por la confiabilidad de su flujo de caja futuro, es decir por qué tan probable es que siga vendiendo. Una institución con marca puede mostrar cuántos postulan cada año contra cuántos cupos tiene, y esa brecha entre oferta y demanda es la prueba; sin marca que garantice demanda futura, no hay valor de empresa que sostener.
partying, right? A business that has enterprise value has reliability of future cash flow. Meaning there's a high likelihood that this business will continue to make money in the future. And so typically like a Harvard has a brand and so because of that brand, they're not worried about demand, right? They can demonstrate the fact that they have a certain number of people who are applying every year and a certain number of slots available. And so because of that supply demand discrepancy, because of the brand that they built, they are point is is that for your business to have value, you're…
Escúchalo en el minuto 2:44
Cambiar de modelo exige cerrar el anterior, sin medias tintas
Estrategia y decisiones de negocioUsar la caja del negocio educativo para financiar un software o un servicio casi nunca funciona: ambos negocios reclaman tu atención, el nuevo produce menos caja y tu nivel de vida ya se acostumbró al ingreso alto, así que nunca sueltas el viejo. Sam Ovens vendió y cerró consulting.com para irse completo a School, y Alex Becker hizo lo mismo con Market Hero antes de Hyros: ambos funcionaron porque no dejaron el pie…
have whatever goals that I have. Fine. I have yet to see the I'm going to use my cash flow from my education thing to feed my uh you know software or service business and then let that take off. Usually what ends up happening is that both businesses end up taking your attention and the service business doesn't put as much cash flow out. Neither does a software company. And your lifestyle has already accustomed to the the higher income level that you've generated from your high cash flow business. And so, uh, you never really want to give it up because you don't want to take a lifestyle cut…
Escúchalo en el minuto 24:24
Oferta y precioLa continuidad de una universidad es venderte el siguiente nivel: pregrado, magíster, doctorado. Funciona, pero hay que asumir que solo una fracción sube cada peldaño (del orden de 10% a 20% del nivel anterior) y que el precio de cada nivel debe reflejar esa caída.
goes on the back end. But what else can we do? Well, what does Harvard do? They sell you more courses. They sell you more degrees. You want to have a you want to have a bachelor's. Guess what you have now? You want to get a masters? Get a masters. After a masters, what do you get? You get a PhD. Well, after a keep selling you. But the thing is is that's the continuity. That's the latter is just what's the higher level version. But they also know that it's that it's a it's a fraction of that, right? If a 100 kids go to uh get a bachelor's, it might only be 10% or 20%, I don't know the numbers…
Escúchalo en el minuto 9:24
Lo que se vende no es el contenido, es la red curada
Marca y posicionamientoEl activo real de una institución educativa de élite no es el material que enseña sino la red de personas que reúne y la marca que les pone encima. Curar la calidad de quienes entran y hacerlo presencial es lo que crea el valor que nadie puede copiar con un curso grabado.
Now, what else is different about their thing? Well, it's in person versus remote, which is probably again another majority of these businesses. On top of that, the network of the quality of the people is probably the most valuable thing that they give on top of the brand. They just curate an experience for very smart people and they slap their brand on top of them. fundamentally that's actually what they
Escúchalo en el minuto 1:31
La comunidad es en sí misma un consumible
Retención y relación con el clienteUna comunidad se usa este mes y se vuelve a usar el próximo, así que califica como consumible aunque no entregues nada nuevo. Es la versión micro de un efecto de red: cuando la red vale lo suficiente, la gente no quiere salirse de ella.
Let's list let's think through them. So one of them is you've got community. Community in and of itself is actually a consumable thing. You use it this month, you use it next month, right? These are fundamentally why network effects exist. If you can build a valuable enough network, people don't want to leave that network. And fundamentally, that's what communities are on a micro level. Now,
Escúchalo en el minuto 6:39
Un negocio de caja que nunca podrás vender no es un negocio malo
Estrategia y decisiones de negocioTener una empresa que genera millones al año y no es vendible es un intercambio válido: disfrutas ese dinero todos los años. Si intercambias bienes y servicios por dinero, cumples la ley y tienes utilidad, tienes un negocio real, y nadie debería convencerte de que hay algo intrínsecamente malo en él.
money? And I want to be clear, I don't think there's anything wrong with saying, I have a business that makes me $10 million a year that I'll never be able to sell. Well, you get to enjoy the $10 million every single year. So, I mean, life's only going in one direction. It's getting shorter. So, I mean, I don't think there's anything stale. I don't see an issue with the fact that the business that you have might just generate more cash flow and not really be that sellable. That's okay. It's a trade you make and I think that's a it's a reasonable trade. But if If you define real business as a…
Escúchalo en el minuto 12:12
Oferta y precioHarvard puede cobrar del orden de 60.000 a 70.000 dólares al año porque la educación es cara por naturaleza: el cliente paga hoy para elevar su capacidad y con ella sus ingresos futuros. Vista así, la educación es un descuento sobre lo que la persona ganará después, lo que justifica precios altos en el componente formativo.
appropriately. The reality is that education extremely valuable. There's a reason that Harvard can spend, you know, charge $60,000 a year or 70 or whatever it is now is because that that is very valuable to educate someone gives them they basically pay today to increase their skill set so they can increase their future earnings. That's what education is about is literally increasing someone's future earnings. the skill is, right? But they pay today because they know that they're basically paying a discount over the long haul as
Escúchalo en el minuto 7:09
Estrategia y decisiones de negocioUn conocido del hablante trabajó entre 8 y 12 años en una empresa de software tomando un sueldo de 70.000 dólares al año, viviendo austeramente, y terminó vendiéndola en 250 millones. Con su nivel de habilidad podría haber montado un negocio de educación que le diera 10 millones al año en ese mismo periodo: son dos formas legítimas de ganar dinero, y elegir es la decisión de fondo.
give you a story. So, a buddy of mine had a business. He worked on it for between 8 and 12 years, I can't remember. And he took a salary of $70,000 a year. And at the end of that period of time, he sold the business software company for $250 million. So $70,000 a year for eight years, 10 years, 12 years. He lived on Dave Ramsey style, uh, paid his house off, like lived on that. And then boom, $250 million. He could have done an education business and maybe made $10 million a year for that whole time. He's skilled enough of an entrepreneur. And so the question is, how do you want to make
Escúchalo en el minuto 11:42
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