Marketero · Entrevistas
Building a $1,000,000 Business for a Stranger in 26 Minutes
21 ideas de marketing sacadas de «Building a $1,000,000 Business for a Stranger in 26 Minutes», de Alex Hormozi. Sobre todo de conversión, medición y…
- 21 ideas despiezadas
- Fuente Alex Hormozi
- Dura 26 min
- Publicada en 2026
Ver la entrevista entera en YouTube
De qué habla
Las 21 ideas de esta entrevista se reparten así entre las etapas del marketing. El reparto es lo que distingue una entrevista de otra: dice en qué se detuvo de verdad quien hablaba.
Las 21 ideas, con su cita y su minuto
Cada una está sacada de un punto concreto de la entrevista. El enlace del titular lleva a
la página de esa idea, donde se ve quién más la dice por separado; el del pie salta al
segundo exacto del vídeo para que la compruebes tú.
Avisar antes de la llamada que ahí se compra, con 200 dólares de descuento por decidir
ConversiónAntes de la reunión se le dice al prospecto que se compra en esa llamada y que hay 200 dólares de descuento para quien avanza en ella, justificado en que ahorra el trabajo administrativo de agendar más llamadas. El encuadre se presenta como cortesía hacia el cliente (no hacerle perder tiempo en varias reuniones) y elimina el proceso de venta largo sin sonar agresivo.
in." Yeah. And we're really framing it as like, "You're going to be buying on this call. So, this isn't like a long sales process. Like, I'm just making sure that we're no one's wasting anyone's time." Mhm. and then like here you can also prep them saying hey I give a $200 discount for people who move forward on the call and that's just because it saves us an administrative headache for taking more calls after that. >> Okay. So I tell them before they get on the call. So it's like they know they're going to buy cuz I just want to I don't want you on multiple calls. I think it's a waste of…
Escúchalo en el minuto 8:46
Retención y relación con el clienteEl compromiso concreto es enviar dos correos semanales a toda la lista con tres formatos que rotan: una transformación antes y después, algo simplemente vistoso, y una pregunta frecuente. Los dos primeros son la carnada que atrae, y el de preguntas frecuentes ataca la objeción inmediata (quién instala, cuánto cuesta el envío); ya se conocen las veinte preguntas que hace la gente, así que basta con rotarlas durante…
basically I would like you to just commit to two times per week sending an email to the whole list. And I just want you to do one is a before and after. And the other is cool Yep. And if you want to have a third which you can rotate like you know if this could be the the next week you do this one is an FAQ. Which is what are the most common questions that people ask that don't buy? Yeah. So it's like these are like bait and then this is like overcoming the concern that you immediately have. Because you're like oh I do want to have you like oh but who's doing the install? Or like how how much…
Escúchalo en el minuto 17:39
Mensaje y copywritingCada correo se estructura igual: asunto, una recompensa inmediata apenas se abre (una imagen de la transformación real, con un mira esto), luego un enlace único como llamada a la acción o hacia la pregunta frecuente, y una posdata con un descuento o una broma para cerrar en tono amistoso. Funciona porque para quien está obsesionado con mejorar su casa la imagen sola ya justifica abrir el correo.
Like if we just do this and then every email I would structure So you got our subject. That should be an E. There we go. Um and then underneath we're going to have some sort of immediate reward. So um if we can I like to do really cool quotes. What do you think like something immediately like that would be sweet? You just like an image? Like real transformation? >> Okay cool. So we would just do probably a picture here. Should be like check this out. Mhm. Because the thing is is people who are like want to improve their home it's kind of like porn for them. Like they're just like they get…
Escúchalo en el minuto 18:35
Embudo de un paso para vender productos a medida: formulario, video, SMS y llamada de cierre
ConversiónEl rediseño convierte la tienda en la casa del producto a medida con un flujo único: el visitante hace clic, deja sus datos y agenda en un mismo paso (el calendario recoge el formulario), ve inmediatamente un video de ventas que le da rangos de precio, recibe una secuencia de SMS que pregunta presupuesto, autoridad, necesidad y plazo (BANT), y cierra con tarjeta en la llamada. El guion del SMS quita presión diciendo…
custom. And then, people are just like basically opting in, booking a call. And at the end of the call, we can solicit the sale. Yeah. Okay. And I think you So, it would be you know, custom. They click the button. This thing goes here. They put in their, you know, form. Yeah, one-step funnel. Yeah, form and then we can have their calendar. Mhm. Right, and this can be together, right? Cuz the calendar can take the form. Mhm. Then after this we have a post or a pre-call, but post opt-in uh video sales letter. Mhm. Yeah. And this is like, "Hey, this will give them price ranges." Mhm. And then on…
Escúchalo en el minuto 7:33
Poner la puerta al pedido a medida en todas las fichas de producto y en un banner fijo
ConversiónEl acceso al flujo de pedidos personalizados estaba solo en los productos más vendidos y aun así traía bastante volumen; no había razón para no ponerlo en todas las fichas. Además se recomienda un banner permanente y fijo arriba que diga que hay diseños a medida disponibles, en lugar del banner rotativo de envío gratis que desaparece al hacer scroll.
>> No, and we have it. So, where we actually get a also good amount is that we have it on our on our most popular railing. Okay. Yeah, so we see it's in >> Is that on all of them? That is on the the best sellers. That's it. Any reason to not put it on all of them? No, we should put them on all of them. Dude, let's put this on all of them. All all rails have the custom custom flow. And so this custom order should then lead to here. Mhm. So, there was a banner that I saw. It said free something and then it disappeared. Okay, free shipping in the USA. Um I would have a banner across the top that…
Escúchalo en el minuto 20:36
Mensaje y copywritingEl video de ventas se arma con la misma receta que un video de YouTube: un gancho al inicio, prueba de que se puede ayudar, una promesa y un plan de lo que se cubrirá, idealmente con una imagen o mapa que muestre el recorrido. Después viene el contenido útil (cómo elegir el producto paso a paso), los rangos de precio y el cierre hacia la llamada; con cinco a siete minutos basta.
for the VSL overall, if short for video sales letter if anybody is curious, is that we want to have basically a hook. Two hooks. Hook at the beginning. So, we go we follow the same process for this as I do for like a YouTube video. So, we're going to have proof that we can help them. We have a promise. And then a plan, which is like this is how what we're going to cover in this video. And ideally have some sort of picture or road map that displays these things. That way there's a visual of like, okay, this is what's happening. Real quick, so then you go through this, which is kind of like the…
Escúchalo en el minuto 11:33
Anclar el precio contra la plusvalía: las barandas son básicamente gratis
Mensaje y copywritingEl gancho apela al deseo (mirar tu baranda y pensar que cambiándola cambia toda la casa) y luego ancla el precio con un dato de retorno: un reporte indica que estéticamente las barandas cuestan una fracción de lo que suman al valor de la vivienda, así que en la práctica salen gratis. Reencuadrar el gasto como inversión con retorno superior al costo neutraliza la objeción de precio antes de que aparezca.
right back to you all free. The hook is like, hey, have you ever wondered uh or like have you looked at your railing and be like, man, if I just changed this my whole house would look different? Um and this is probably super ROI from a from a home resale perspective. So, just changing the railings in a house, there's a recent report that came out that showed that like railings from an aesthetic perspective only cost a fraction what they add in home value. And so, the way I think about it, railings are basically free. Wow. Right. What a great What a great What a great anchor, right?
Escúchalo en el minuto 12:44
Con tickets parecidos, elige al segmento menos sensible al precio
Investigación de mercado y clienteLos contratistas y diseñadores compran un ticket promedio muy similar al del cliente DIY, así que atenderlos no compensa: comparan proveedores, empujan a la comoditización y aprietan el margen. El segmento DIY, en el que ya se tiene posición, admite subir el precio de 873 a mil dólares con el mismo pedido promedio y un margen bruto mucho mayor. Si dos segmentos dejan una facturación parecida, la decisión se toma por…
And the reason I'm thinking that is for a number of things. So, number one is you already have a strong foothold in DIY. Number two is that they're less price sensitive than the other buyers, which means like even though the ticket right? The The average order value is not like So, if you had if contractors were like $20,000, I'd be like, "All right. Well, maybe we should look harder at that." But, you're really close in terms of average order value. And so, there's no real benefit to going to these highly price-sensitive people who are clearly shopping you between a bunch of different…
Escúchalo en el minuto 6:04
Primero el sistema de conversión, después el tráfico
ConversiónEl orden de ejecución importa: se monta primero el embudo (video, guion de venta, flujo a medida) y solo después se empuja tráfico hacia él, porque hay que tener el sistema en pie antes de llenarlo de gente. El nurture de largo plazo se agrega al final, cuando ya entran más leads, y corre en paralelo porque es lo que se delega pagándole a alguien más.
That's all we would do. In terms of doing this in order, um I would set this up first. I put these on second. Because basically it's like we have to have the system in place. Then we drive traffic to it. We already talked about this is up. This is still the video. Then you use this script. Mhm. Then we add in our lead our our long-term nurture cuz now we're getting more leads through and we're converting more people, but this gives us more long-term follow-up. And I think this you just run in parallel. Cuz this is the stuff you're going to do. Yeah. This is just somebody else. You're going to…
Escúchalo en el minuto 23:21
Hablar de precio dentro del video para retener y calificar
Oferta y precioEn el video se explican precios, rangos y plazos de entrega en lugar de esconderlos: la promesa de revelar el precio mantiene viendo a quien quiere saber cuánto cuesta, y fijar expectativas evita el sobresalto posterior. Además se pide llegar a la llamada con un presupuesto en mente para no perder tiempo, y se sugiere pedir que estén ambos decisores, porque a veces uno tiene el gusto y el otro maneja el dinero.
I'll explain pricing cuz everyone's going to be like, "Oh my god." Cuz so that way it'll it'll keep them cuz they're like, "Oh, I want to know the pricing." I'll explain pricing and kind of like set expectations for delivery times and things like that, right? And And then we go into price ranges and expectations. And I would still say cover this here, which is like, um like obviously these things uh they are free in terms of the fact that they can add value to the house uh in excess of what they cost, but they obviously cost money, we're made here in America, or whatever it is. Um so, you…
Escúchalo en el minuto 14:03
Entregar dos o tres recomendaciones, no veinte, para que se ejecuten
Estrategia y decisiones de negocioEn vez de darle al dueño una lista larga de mejoras, se eligen deliberadamente dos o tres de mayor impacto para elevar la probabilidad de que efectivamente las haga. Se repite el criterio al final: podría dar veinte cosas más, pero solo entrega lo que considera que importa, porque una recomendación no ejecutada vale cero.
So many ways to make money here. So, I'm going to do this a little differently than I normally do. Um, I'm instead of giving you like a lot of different things, I would like to just give you like two or three things so that you have a high likelihood of actually doing it that have the highest impact on the business. But fundamentally, I think that we could probably fix a lot of this with like two things. I honestly only want to give you this Mhm. because I only I think that's the only thing that matters. >> Yeah. Cuz I could like I said, I like I could I could give you 20 more things, Mhm…
Escúchalo en el minuto 2:19
Un LTV/CAC menor a 1 en un negocio rentable delata atribución rota, no pérdidas
Medición y experimentosEl panel mostraba un LTV a CAC de 0,41:1, lo que implicaría perder dinero en el 80% de las ventas; como el negocio gana dinero, el número es imposible y lo que falla es la medición. Usar la coherencia interna de las cifras como detector de errores permite distinguir un problema de rentabilidad de uno de datos: hay números, pero no sirven, y sin atribución no se puede optimizar nada.
So, CAC to LTV there doesn't make sense. Cuz it says your LTV is lower than your CAC, unless you're losing money, but it doesn't sound like you're losing money. So, something's wrong here. What I'm what I'm seeing here though is that like we have a clear data attribution issue. I don't have any data. Yeah. So, we have numbers, but they're not useful. We have to get the attribution because you're at >> So like here's here's my red flags, right? So number one is uh you're showing LTV to CAC of 0.41 to 1, which makes zero sense. Because that would mean that every month you would just be actively…
Escúchalo en el minuto 3:20
Si el producto no admite recompra, no fuerces continuidad: cultiva memoria
Retención y relación con el clienteEn un negocio donde solo el 10% vuelve a comprar, forzar una suscripción o continuidad no es la jugada. Lo que corresponde es hacer marketing constante para ser el primero en quien piensan cuando llegue la próxima ampliación o proyecto; ese nurture de largo plazo compone como una bola de nieve y va acumulando demanda futura.
which is uh the long-term nurture. Yeah. I think you should it's probably worth you ask you had the original problem that you're dealing with, which is that you don't have a lot of repeat purchases, right? I don't think that there's like there's like I don't want to force continuity in this business. I don't think that's I don't think that's really the play. >> Yeah. Um I think that what we can do is try and consistently market so that the next time they do an expansion, we're the first ones they look for. Mhm. But, the only way that we can do that is just through consistent long-term…
Escúchalo en el minuto 16:34
Cerrar con una pregunta A/B: tarjeta o financiamiento
ConversiónEn vez de preguntar si quiere comprar, se ofrece elegir entre pagar con tarjeta o financiar con opciones tipo Klarna, Affirm o el financiamiento de la propia plataforma de ecommerce, aclarando que da lo mismo para ambas partes. La alternativa doble permite cerrar dentro de la llamada y, al sacar el precio del camino, sostiene tickets DIY de 1.300 a 1.500 dólares.
And I think that will allow you to one, I could see a world where your DIY projects are 1,300 1,500 >> Yeah. like no problem. Mhm. And then also, you probably have like Klarna or Affirm or one of those financing options. Oh yeah, like the to Shopify has like their own like financing Shopify. >> Yeah. And so are you processing the Yeah. And so here it's like you could say cool, do you want to pay like I would just do AB in terms of the close which is like hey, do you want to use your credit card or do you want to finance? Same to us, same to you. >> Yeah. Um you know, which would you prefer?…
Escúchalo en el minuto 9:26
Basta con poco personalizado para escapar de la comoditización
Marca y posicionamientoLo que se ofrece como a medida no es tan a medida, pero es suficiente para que el cliente se sienta especial, y ese es exactamente el punto: el argumento de venta es que no vas a tener las mismas barandas que el vecino. Esa capacidad de personalizar, que la competencia no tiene, es el diferenciador sobre el cual se dobló la apuesta.
Mhm. And so it's like cool, let's And this also from Okay, okay, does this work for long-term strategy? Mhm. Yes, because if if can do more custom stuff and we know this is not that custom. Yeah. Right? But it's enough custom that they feel special about it. >> Mhm. Um and I think part of the pitch is like, "Listen, you don't have the same railings as your your neighbor down the street." And of course, like they would be so horrified of that, but who gives a But somebody else might. Yeah. towards those ones. One of his differentiators that he had this custom thing that a lot of other uh…
Escúchalo en el minuto 22:53
Un año después: de 2,5 a 3,6 millones y el 50% del negocio en pedidos a medida
Medición y experimentosEntre abril de 2025 y marzo de 2026 la facturación pasó de 2,5 a 3,6 millones de dólares (44% de crecimiento) y la utilidad de 384.000 a 540.000. El cambio de mayor impacto en la utilidad fue optimizar para pedidos a medida, que pasaron de un tercio a la mitad del negocio; al arreglar la atribución descubrieron campañas que solo empataban y movieron ese presupuesto hacia las ganadoras; tras subir precios la tasa de…
Perfect. Oh. Easy peasy. So, it's been almost a year since we filmed this episode with Luis. My team jumped on a call to check in on his progress, and I'm going to watch it live. So, from the time we shot that episode of of Cash Cows, it was April 2025, and we were currently doing 2.5 million in revenue with 384,000 in profit. Right now, it's today, March 2026. For the past 12 months, we've done 3.6 million with 540,000 in profit. So, we've grown our revenue by 44%. Out of all the changes we discussed that had the biggest impact on profit, it was optimizing for custom orders. That has become…
Escúchalo en el minuto 24:09
Medición y experimentosCuando la atribución no es confiable existe la posibilidad de que la agencia no sepa lo que hace y de que la mayoría del tráfico sea recurrente o referido, es decir, que se esté quemando dinero sin generar ventas adicionales. La prueba directa es apagar la publicidad y observar cómo se mueven las ventas; es agresiva y el dueño teme romper el negocio, pero es la forma más limpia de medir incrementalidad.
not. So there is an alternative possibility, which is super, you know, it is possible, which is that the agency that's doing this for you has no idea what they're doing, and you're just getting a lot of referral traffic from people who bought stuff from you in the past, and you're actually just functionally blowing money out the back end and not really getting many more sales. Yeah. I would, like if I wanted to get if I were if I wanted to be a ballsy ballsier person, I would consider looking at shutting off all the ads and seeing how sales change. I mean, yeah, that's the only way to find…
Escúchalo en el minuto 4:10
Depender de un solo canal para el 81% de los clientes es una bomba de tiempo
Canales de adquisiciónUn negocio rentable puede seguir siendo frágil si casi todos sus clientes entran por una única fuente: si esa fuente cambia sus reglas o deja de funcionar, la empresa entra en problemas serios de un día para otro. La concentración de canal se trata como un riesgo estructural que hay que diagnosticar antes que cualquier optimización de campañas.
Although he's doing $2.5 million in revenue, the problem is that 81% of his customers are coming from a single source, which is Google Ads. If that changes or stops working, his business could be in very serious trouble. So, customers? All right. Currently, we're getting them through paid ads, and 81% of our customers are coming from Google Ads, and we spend about 21,600 a month
Escúchalo en el minuto 0:03
Aritmética del 4x: duplicar la tasa de cierre y duplicar el margen bruto
ConversiónCon el embudo propuesto se proyecta una tasa de cierre del 50% al 60% y el doble del valor promedio por cliente. La multiplicación de ambos efectos, duplicar el cierre y más que duplicar el margen bruto por cliente, da un 4x sin tocar el tráfico, frente al 10x que el dueño pedía. Es un ejemplo de cómo descomponer una meta de crecimiento en dos palancas medibles.
And you can give the ranges here. Be like obviously it's going to depend like on shipping and whatnot. Like I think that if you literally just follow this process, you would probably be somewhere in the 50 to 60% close rate range. And we would probably double the average value of each customer. So when we were talking earlier, you said you wanted a 10x. Well, just from hypothetical math here, we could probably double the close rate and more than double the gross margin. Yeah. For customer. So that's a 4x. Okay. So
Escúchalo en el minuto 11:03
Una lista pequeña frente a la facturación es señal de lista buena
Retención y relación con el clienteCon cinco años de operación, una lista de 10.000 personas y 2,5 millones de facturación, se concluye que esa lista es muy buena precisamente por ser chica en relación al dinero que genera. La proporción entre tamaño de lista e ingresos sirve como indicador rápido de calidad de audiencia y de cuánto rendimiento queda por extraer de ella.
building this out. How big's your email list? Uh like 10,000? All right. So, uh if you have basically a 10,000 person list, Mhm. have I mean you're doing two and a half million your home how old is the business? Um it's 5 years old and like I barely went full-time 2 years ago. Yeah. Okay. So it's 5 years old and you have a 10,000 person list and you're doing two and a half million dollars. Like that list is probably a very good list. Cuz that's a really small list relative to the revenue. Yeah. And so um
Escúchalo en el minuto 16:40
Radiografía de un ecommerce de barandas de 2,5 millones de dólares
Medición y experimentosEl negocio factura 2,5 millones de dólares con 384.000 de utilidad y márgenes netos del 15%, y declara un LTV a CAC de 1:1. Gasta más de 300.000 al año en marketing (21.600 mensuales en Google Ads y 4.500 en Meta), el 81% de los clientes llega por Google Ads, solo el 10% vuelve a comprar y el ticket promedio ronda los 873 dólares. El 70% de las ventas es producto de catálogo para clientes DIY y el 30% son pedidos a…
How much money do you make? Currently, we're doing 2.5 million in revenue, 384,000 in profit, and our net margins are 15%, and our LTV to CAC is 1:1. customers? All right. Currently, we're getting them through paid ads, and 81% of our customers are coming from Google Ads, and we spend about 21,600 a month on Google, and we spend on Meta 4,500 a We We spent over 300,000 in marketing last year. Our CAC is high, and it actually doubled from last year, and our with besides that? Another problem is that not enough customers are repeat buyers. It's only about 10%, and we want got contractors, but…
Escúchalo en el minuto 0:40
Seguir leyendo
Esta es una de las 1872 entrevistas despiezadas. Puedes
ver todas, leer las ideas por tema o
empezar por la ruta guiada si no sabes por dónde.