Marketero · Entrevistas
Building a $2,300,000/yr Business for a Stranger in 57 Mins
40 ideas de marketing sacadas de «Building a $2,300,000/yr Business for a Stranger in 57 Mins», de Alex Hormozi. Sobre todo de oferta y precio, estrategia…
- 40 ideas despiezadas
- Fuente Alex Hormozi
- Dura 57 min
- Publicada en 2025
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BAMFAM: agenda la próxima cita durante la cita actual
Retención y relación con el clienteSi el cliente va a tener que volver de todos modos, agenda la siguiente visita mientras todavía lo tienes delante. Hormozi lo llama BAMFAM (book a meeting from a meeting) y lo prefiere a la membresía porque no depende de que el cliente se acuerde ni genera la carga administrativa de reagendar después.
Number one is something we call BAMFAN, which I talk about all the time, which I got from Sharad Savatso, which is book a meeting from a meeting. BAMFAN, that's what it stands for. So if you ever have the opportunity where someone comes in and they're going to have to come in again, book it then. Just get it done rather than trying to rely on them coming back by chance or remembering you or just even just creating the administrative burden of later having to schedule it when they're not right in front of you.
Escúchalo en el minuto 3:21
Contratar a alguien solo para llamar leads en menos de un minuto
ConversiónLa prioridad numero cero del negocio es pagarle unos 40.000 dolares al año a una persona dedicada exclusivamente a llamar a los leads que entran, sin ninguna otra tarea, incluso desde su casa, con la regla de llamar dentro del primer minuto. Hormozi estima que solo eso multiplica el negocio por dos o tres y resuelve el problema de generacion de clientes.
Let me add a little bonus one, 2.5, is follow up with leads. So, you could probably pay someone $40,000 a year to do one thing, which is just call the leads that come in. Do nothing else. You have to do anything else. You can stay at home. Call the leads within one minute. So, what we're going to do is we're going to make that number one.
Escúchalo en el minuto 56:08
ConversiónCuando el cliente ya recibió lo que vino a buscar, quiere irse. Hormozi prefiere vender antes o durante la entrega del servicio: mientras está una hora sentado haciéndose las pestañas no tiene prisa, y ahí es cuando conviene cerrar la siguiente cita o la membresía.
I prefer to sell before because when someone has gotten the value, they want to leave. Mm-hmm. And so I want to do it before they've gotten the value because they're like, oh man, I want to get this done. And you're like, great. Well, let's, these are going to run out in three weeks. Let's get the next one on the calendar.
Escúchalo en el minuto 26:51
Antes que descontar, regala algo cuyo coste sea bajo
Oferta y precioEn un negocio con coste de materiales casi nulo, un 10% de descuento sale más caro que un regalo percibido como más valioso que ese 10%. Hormozi recomienda a la dueña sustituir el descuento de la membresía por beneficios añadidos, manteniendo el precio intacto.
So first off, I would rather you give away free stuff than discount if you can. Because one, it'll be cheaper for you. Yeah. Because your costs are so low. Yeah. If we can make the value of whatever it is more than 10% off, which you can do for less
Escúchalo en el minuto 34:59
El prepago se vende despues del si, con una pregunta de ahorro
Oferta y precioVender 6 o 12 meses es una venta distinta y va despues de que el cliente acepto la membresia: se le pregunta si quiere ahorrar dinero, y ante el si se ofrece prepagar hoy con una eleccion entre dos opciones, doce meses o seis, en vez de un si o no.
So the way it actually would work is that after they say yes to the membership, you then say, would you want to save some money? Okay. And then you say, cool, if you want to save some money, you can prepay it today. Would you prefer 12 or six?
Escúchalo en el minuto 42:56
Medición y experimentosICE es impacto, confianza y facilidad: que tan grande es el efecto, que tan probable es que funcione y que tan facil y rapido es hacerlo. Lo facil, rapido y de alto impacto va primero; lo de alto impacto pero dificil, como renegociar una sociedad, va despues.
So, I use ICE as my little moniker. So, impact, confidence, ease. So, how likely is it this is going to work? How easy is it? And how big of an impact is it going to make? So, something that's really easy, really fast, and high impact. You do this first. And some things are high impact, like the partnerships.
Escúchalo en el minuto 49:34
La atribucion se resuelve con un desplegable en la ficha de ingreso
Medición y experimentosEn el formulario que el cliente firma al llegar hay que incluir un desplegable de donde nos conociste y un campo de codigo de referido. Con eso el negocio obtiene atribucion de la publicidad y trazabilidad de las recomendaciones sin ninguna herramienta adicional.
Now, the next piece is great. Sign in. And on the sign in, we want to have the drop down of where they came from. That way we can have our attribution for the marketing and the referral code if someone's getting some sort of referral benefit.
Escúchalo en el minuto 47:45
ConversiónPara que el equipo sepa vender hay que hacerlos llegar 30 minutos antes, o usar los huecos del dia, y que hagan role play entre ellos todos los dias: si son cuatro se dividen en dos parejas, una persona hace de cliente en la silla y la otra practica el guion, empezando por cerrar la proxima cita.
The way that you have to train this is that you have to basically have them come in 30 minutes early or whatever, you know, whatever the gaps are during the day. And honestly, like this is going to sound crazy, but like every day for 30 minutes, they role play with each other. So if you have four girls there, it's two and two, and one person's in the chair and they do the first part, hey, so what time are you going to come in?
Escúchalo en el minuto 46:09
Guion para llamar al lead y pedirle la tarjeta sin justificarse
Mensaje y copywritingLa llamada al lead que no completo la reserva se abre asi: vi que reservaste nuestra promo de 99 dolares, a que hora quieres venir, y sigue con que tarjeta vas a usar. Si el cliente pregunta por que necesitan su tarjeta, la respuesta es simplemente asi es como siempre lo hacemos, sin explicaciones ni disculpas.
I'll just say, hey, saw that you booked our $99 promo. What time do you want to come in? Okay. And then, great. What card do you want to use? And they're going to say, sure, here's my card. And if they don't say it, it's like, why do you need my card? You say, it's how we've always done it.
Escúchalo en el minuto 57:02
Carrera de seis títulos con subida de comisión cada tres meses
Estrategia y decisiones de negocioPara retener al equipo, Hormozi propone partir el recorrido en seis títulos (junior, técnico, senior, y luego junior artista, artista, senior artista) con una subida de comisión en cada uno, cada tres meses, lo que cubre dos años. Cada escalón además desbloquea una formación nueva: primero se da el título y la habilidad, y con esa habilidad el empleado puede cobrar más.
So it's like technician is the first three. So you go junior, normal, senior, and then you go, same thing, junior artist, and then you go artist, and then you go senior artist. So that gives you six title changes and six different compensation changes, and you just do it every three months. And then when they hit their three-month, their six-month, their nine-month, what you can do is that with the increase of pay, you also unlock training. As you unlock these new things, we're going to give you another skill, which you can charge
Escúchalo en el minuto 29:12
Escalera de tres pasos: reagendar, regalar y recien ahi la membresia
ConversiónNo se vende la membresia en frio: primero se cierra la proxima cita, que es una venta mucho mas facil, luego se ofrece algo gratis, y solo entonces se propone la membresia. El razonamiento es que si alguien no piensa volver, definitivamente no va a comprar una membresia.
To be fair, the rebook is an easier sale than the membership. We have to first be able to get close to people on rebooking. If someone's not going to come back again, they're definitely not buying a membership. Yeah. So we put in the door. Get the small win, and then offer free stuff, and then go for the membership. Okay. So it's a three-step.
Escúchalo en el minuto 42:24
Tres razones por las que el prepago de la membresia vale tanto
Oferta y precioQuien prepaga una membresia se da de baja en un porcentaje significativamente menor; el prepago adelanta caja, lo que permite crecer mas rapido o pagar mejor al equipo, y el dinero de hoy siempre vale mas que el de mañana; y quien prepago un año no se va a otro lado, con lo que se asegura todo su consumo futuro en vez de que lo reparta entre dos o tres proveedores.
The reason prepayment for memberships is so valuable is one, people who prepay churn at a significantly lower percentage. Number two, it pulls cash forward for the business, which allows you to grow more rapidly if you want to, pay people more aggressively. And fundamentally cash today is always worth more than cash in the future. And I would say third, and maybe more, most importantly, if they're prepaying for the year, it's unlikely they're going to go somewhere else. So you basically lock in the customer for all of the future business rather than maybe
Escúchalo en el minuto 43:11
Precio de fin de semana con dos listas impresas en el mostrador
Oferta y precioCobrar mas caro en los dias de mayor demanda es beneficio casi gratis: basta con tener dos juegos de folletos o listas de precios en el mostrador y cambiar al de precio alto cuando llega el jueves, cubriendo de jueves a sabado.
Number one is, I do think weekend pricing is just like easy profit that will make a huge difference for the business. All you have to do is just have two sets of, you know, pamphlets or whatever that you have on the counter. And when it goes Thursday, then you have Thursday through Friday pricing or Thursday through Saturday pricing.
Escúchalo en el minuto 50:45
Estrategia y decisiones de negocioSi el dueño hace de gerente sin cobrar, el margen del negocio está inflado artificialmente. Hay que asignarse el sueldo que costaría contratar a alguien que haga ese mismo trabajo, porque para abrir la siguiente sede hay que dejar la actual y alguien tendrá que cubrir ese rol de verdad.
And so the actual business has artificially high profit margins because there's a role that I'm doing as owner, but I'm also doing the role of somebody who would be working the business. Because long-term, in order for it to really scale, you can't work in it. So you're basically running as manager probably for multiple locations right now. You're basically doing as an unpaid manager, which is not uncommon in the very beginning. But over time, so I guess cash flow is there. You really want to have that role so that later you can say, I'm going to hire someone. We're going to pay them the same…
Escúchalo en el minuto 17:51
Estrategia y decisiones de negocioSer dueño son cuatro componentes: riesgo, control, beneficio y el dinero de una venta futura. El empleado normalmente solo quiere el beneficio, así que en vez de regalar participación conviene darle un porcentaje del beneficio de su local en forma de bono mensual, que se puede retirar si deja de rendir.
Those are the four components of equity. Now, they don't probably want this. They're not going to get that. And so what you can do is just give them the profit from the facility, but not ownership per se. So it's like, I'm just going to give you this profit share in the form of a bonus. And you can bonus them out every month.
Escúchalo en el minuto 31:19
Cada bono debe valer por sí solo lo que cuesta la oferta entera
Oferta y precioHay quien no pone ningún bono y quien apila cien; el punto óptimo está en el medio. La regla de Hormozi es que cada bono valga tanto como el precio total, de modo que el cliente pueda decir lo haría solo por este: en el caso del salón, solo por los faciales gratis.
And I will say this. I think people kind of sit on this continuum of like they have no bonuses or they offer like 100 bonuses. I think the magic is actually in the middle is you want to have each bonus in and of itself be worth the same value as the overall price. And so that someone could just say, I would do it only for this. I would do it only for the free facials, right? Now, would they do it only for the bump and referral bonus?
Escúchalo en el minuto 36:57
Crear un problema y venderle la solucion: la membresia congela el precio
Oferta y precioUna de las mejores jugadas es crear un problema y despues resolverlo: se sube el precio de los fines de semana y se ofrece la membresia como la unica forma de no pagarlo, es decir, venir en hora punta sin precio de hora punta. Ese beneficio de precio sin recargo termino siendo el argumento mas potente de toda la membresia.
So, one of the beautiful things is that you can create a problem and then solve it. So, we're going to raise the price. But if you sign up for membership, you're not going to have the price raised. It's only for weekends. So, if you want to come on peak hours and not pay peak prices, just join the membership.
Escúchalo en el minuto 51:32
Subir 10% el precio del fin de semana es 20% mas de beneficio
Oferta y precioComo el alza solo afecta a la mitad de los dias, subir 10% el precio se traduce en cerca de 5% mas de ingresos; sobre un margen del 28% ese 5% lleva el margen a 33%, es decir casi un 20% mas de beneficio. En el negocio analizado, eso equivale a abrir una segunda ubicacion.
So, bump it by 10, which means you'll probably have something like a 5% increase in revenue. Mm-hmm. But that 5% increase in revenue, given your 28% margins, goes from 28 to 32. Sorry, 28 to 33. And so, it's closer to 20% profit increase for you. So, even though it might sound small. That's a lot. Right.
Escúchalo en el minuto 52:54
Cerrar con la tarjeta que ya esta en archivo
ConversiónEl CTA final del upsell debe ser cobrar con la tarjeta que el cliente ya tiene registrada: si dice que si, se le da el servicio extra de inmediato, se agenda la proxima visita y al pasar por el mostrador se usa la tarjeta en archivo, firma y queda en cobro recurrente. Eliminar el paso de sacar el medio de pago es lo que vuelve la transaccion sin friccion.
Well, I would have that as my actual final CTA. Is that way you can say, hey, if yes, I'll give you the facial right now, and we'll get you booked for the next time you're out here. You'll also get a facial then too, and you get some of these other things. And we come to the front, card on file work, great. And then that way when they check out, boom, it's done. They're on recurring, and they just sign the thing, and then they're in.
Escúchalo en el minuto 41:58
Subir 20% el precio de fin de semana y llamarle descuento entre semana
Oferta y precioHormozi recomienda un alza del 20% en los días de mayor demanda y presentar el resto de la semana como horario con descuento. Eso empuja clientes a los días flojos, mejora la utilización del local, libera huecos en el fin de semana y esos huecos se vuelven a llenar al precio alto.
I think that you should probably consider a plus 20% price raise on weekends. And that's because that's when demand is the highest. Right? If somebody wants off hours, then they get off hour prices. If they want peak hours, then they get peak prices. And so that'll smooth out the demand within the facility so that you can actually just get more utilization out of it. And over time, what will happen is that you'll smooth out the weekdays, but then you'll have even more people on the weekends. You'll just end up making more.
Escúchalo en el minuto 24:22
En la caja, ofrecer que el dia de hoy salga gratis
Oferta y precioEl momento de vender el prepago es el mostrador, con la cuenta a la vista y la tarjeta ya en archivo: se pregunta si quiere que el dia de hoy le salga gratis, porque el descuento acumulado del año prepagado equivale casi a la cuenta que esta mirando. Hay que aclarar que ese ahorro sale del total del proximo año, aunque el primer descuento se aplique esa misma noche.
But to make it really sexy is you say, oh, do you want the day to be free? Because they're at the checkout. They're right there. The card's on file. They're about to leave. Like, do you want the day to be free? Oh, cool. Just sign up for the next 12th.
Escúchalo en el minuto 44:35
Vender el upsell como formalizar algo que el cliente ya tenia
ConversiónEn vez de presentar la membresia como una decision nueva, se encuadra asi: ya venias pagando y viniendo, solo que no estabas recibiendo los bonos, asi que formalicemos lo que ya deberias tener. Un upsell presentado como venta nueva cierra entre 20% y 40%; presentado como cierre por defecto basado en el comportamiento pasado, la meta es 80-90%.
And so the way that I'm trying to frame this upsell for Ani is that, hey, you've already opted into this membership. You just haven't been getting the bonuses. So let's just like formalize you getting what you already should have been getting rather than do you want to do this new thing? So upsells in a true new sale scenario, you might be at 30-ish percent, 20 to 40, whatever. And that's the numbers that she's getting, which is fairly typical. But if we can structure it so that it feels like a default close or an assumed close based on past behavior, we might overnight be at those 80, 90%…
Escúchalo en el minuto 41:04
ConversiónTener una sala de espera es la mayor ventaja infrautilizada de la mayoria de los negocios de servicios: ahi se pueden pedir las reseñas, cerrar la proxima cita, dejar la tarjeta en archivo y registrar de donde vino el cliente, todo antes de que entre a recibir el servicio.
Like, the fact that you have this waiting area is the biggest advantage for most service businesses that are underutilized. It's because you can check off all things. You can get your reviews. You can get your next deployment done. You can get the card on file. You can find out where they came from. You can get all of this stuff done before they walk in to get their service.
Escúchalo en el minuto 49:04
Medición y experimentosApenas el cliente cruza la puerta se le pide el documento, lo que confirma la cita y es menos intimidante que empezar por el dinero, y recien despues se confirma la tarjeta con la que va a pagar, aclarando que a veces la gente quiere cambiarla. Es una lista de chequeo que se repite igual con cada persona que entra.
You got your ad attribution tracked. You got the right cards on file. And you have confirmation that it's the person. The reason I asked for ID first is because it's less intimidating. This is just like it's a checklist. And they just follow it with every single person who walks in the door.
Escúchalo en el minuto 48:52
La promo de entrada es un lead magnet; el negocio real está en el upsell
Oferta y precioEl set de pestañas a 99 dólares no está diseñado para ganar dinero: es una oferta de captación que apenas cubre costes. El beneficio sale del upsell posterior, así que toda la atención debe ir a maximizar la tasa de paso del paso uno al paso dos.
The real opportunity, though, is that these are essentially lead magnets. They're front-end promotional offers that are not designed to make money. The offer that's designed to make money, the profit maximization component of it, is the upsells. If she's not getting a huge percentage of people to take the upsells, those are all the missed opportunities. Because think about it like this. Let's say she breaks even functionally in terms of costs after payroll and taxes and materials and rent and labor and all that stuff on these promotional offers. Because if she only did promotional offers, she…
Escúchalo en el minuto 11:48
Sorteo mensual donde también gana quien refirió al ganador
Retención y relación con el clienteAñadir a la membresía un sorteo mensual de entre 200 y 500 dólares cuesta poco y da material publicitario cada mes al anunciar al ganador. La vuelta de tuerca es que, si el ganador llegó referido, quien lo refirió gana también: cada referido suma una papeleta más, así que conviene referir a cuanta gente sea posible.
it's up to you, is you can have a little sweepstake where every month they're entered into kind of a giveaway where they get something cool. And then that way, when you select the winner, you can then advertise it kind of all over the place. And also, if the person who, if they were referred by somebody, the person who referred them wins too. So that'll give them a really strong incentive to refer as many people as possible because they'll always get as many chances as possible to win.
Escúchalo en el minuto 37:36
Acortar el ciclo de recompra de cinco a tres semanas duplica las visitas anuales
Retención y relación con el clienteSi los clientes vuelven cada cuatro o cinco semanas y se consigue que vuelvan siempre cada tres, se duplica el número de visitas al año. Es el mismo cliente y el mismo servicio: solo cambia la frecuencia que se fija al agendar.
But if we had all of them do it, we would make more for sure. Because even at basic level, if they're coming back every four weeks or every five weeks, and we just get them always to come back every three weeks, you double the amount of times they come back in a year. Yeah. It's a lot.
Escúchalo en el minuto 25:18
Shotgun offer: pon el precio y acepta estar del otro lado
Estrategia y decisiones de negocioPara separar una sociedad, la forma más justa es la shotgun offer: uno propone el precio y las condiciones para comprar la parte del otro, y se compromete a aceptar ese mismo precio si el otro decide comprarle a él. Quien pone el número también fija el plazo, por ejemplo pagarlo en dos o tres años en vez de al contado.
So path one is that she buys you. The other path is you buy her, right? Now, I think the fairest way to approach it is to do something called a shotgun offer, which is like, I will buy you out for this, but I will also accept that for you to buy me out. And so you can basically make the price and the term. So it's like, pay me over two years, pay me over three years, don't have to pay it up front. But when that happens, you're going to be running this business and I'm going to be running my locations.
Escúchalo en el minuto 19:47
Estrategia y decisiones de negocioHormozi define estrategia como priorizacion de recursos: siempre hay muchas cosas que se le podrian hacer a un negocio, y la decision consiste en asignar los recursos a la menor cantidad de cosas posible que den la mayor probabilidad de retornos altos, evaluando cada apuesta por el retorno esperado de lo que se va a invertir.
But the point is, is that we have to make these appraisals based on what expected return do we have for the resources we plan to allocate into the business? What bets are we going to make? And so, zooming all the way out, I define strategy as prioritization of resources. There's a lot of things we could do to Ani's business. But the idea is that we want to allocate our resources to the fewest things that are going to get us the highest probability of high returns.
Escúchalo en el minuto 50:17
ConversiónUn estudio citado en el libro 50 Scientific Ways to Get to Yes muestra que un pais logro que el 80% de la gente fuera donante de organos, frente al 10% promedio de otros paises, solo por invertir el mecanismo: en vez de que la gente se apuntara, tenia que darse de baja. La leccion aplicada a la venta es hacer que aquello que quieres que compren aparezca como la opcion por defecto, de la que hay que salirse.
I remember reading a study in a book called, I think it was like 50 Scientific Ways to Get to Yes. And one of the things they talked about in the book was that one country was able to get like 80% of people to opt in to be an organ donor, whereas other countries average like 10%. And the one thing that that country did is they had people opt out of being an organ donor rather than opt into it. And so to me, that almost permanently changed how I saw upselling, which is how do I make the thing that I want someone to do appear like the default option as in they have to opt out of it.
Escúchalo en el minuto 40:29
Gastar medio punto de la facturación en publicidad es subinvertir
Canales de adquisiciónEl salón factura 2,3 millones de dólares y gasta 1.000 dólares al mes en Google Ads (12.000 al año): un 0,5% de sus ingresos, cuando el 1% serían 23.000. Hormozi usa ese 1% como vara y concluye que, si la mitad de los clientes llegan por Google, el canal funciona y está claramente subfinanciado.
She's spending $12,000 on a $2.3 million business. So if she spent 1% of her revenue, it'd be $23,000. So she's spending a half a percent on marketing, which to me is either like this marketing isn't working or she's not spending nearly enough. And I think she's actually in the camp of not spending nearly enough. If she tells me anecdotally that half the people coming in say they heard of her from Google, I'm going to bet it's doing more than nothing. I'm of the camp of like, man, she's probably on a goldmine right now.
Escúchalo en el minuto 5:29
Calcula el retorno de una sede descontando lo que cuesta el operador
Medición y experimentosUn local que deja 300.000 dólares de beneficio y cuesta 50.000 abrir parece irresistible, pero si pagar a alguien capaz de operarlo cuesta 200.000, el beneficio real cae a 100.000 sobre 50.000 invertidos. Antes de replicar hay que comprobar si el retorno es real o está inflado porque los dueños trabajan gratis a cambio de participación.
And so let's say that we've got a location that's making $300,000 in profit and it costs us $50,000 to open. We'd be like, oh my God, let's open a ton of these. But we then find out that it costs us $200,000, for example, to pay somebody who's good enough to be able to execute the business model there. All of a sudden now we're making only $100,000 in profit per location of $50,000 invested. Now, mind you, that might still be a good return, but we still have to factor all of those pieces in. Is this the real return or is this artificially inflated because people are acting as owners and just…
Escúchalo en el minuto 19:03
La dueña sube de 99 a 170 dólares el 90% de las veces; su equipo, menos del 50%
ConversiónAni convierte el set promocional de 99 dólares en uno de 170 en el 90% de los casos, mientras su equipo lo consigue en menos del 50%, y la razón que ella misma da es que ni siquiera lo ofrecen. La brecha no es de talento comercial sino de que nadie pregunta.
We do have an upsell. When a client come in for that $99 set, I usually upsell them to 170, which is like a better set of lashes. Okay. What percentage do you upsell? I can upsell 90% of the time. What about the team? Probably do less than 50. They don't even ask.
Escúchalo en el minuto 10:50
Con los años te pagan por la calidad de tus decisiones, no por tus horas
Estrategia y decisiones de negocioMientras mas tiempo llevas en el negocio, mas te compensa la calidad de tus decisiones y menos lo duro o lo mucho que trabajas. Y la forma mas facil de decidir mejor es tener datos limpios: al principio sirven los post-it y la cinta adhesiva, pero llega el momento de hacer apuestas grandes e irreversibles sobre donde invertir y crecer, y ahi hacen falta datos para no jugarselo todo a un perdedor.
The longer you stay in business, the more you are compensated by the quality of your decisions, not how hard or how long you work. As you increase leverage in your career, you want to make better and better decisions. And one of the easiest ways to make better decisions is have good, clean data. And so you can always just do post-it notes and duct tape in the beginning. And that's how a lot of people start. There's nothing wrong with that. But at some point, you have to make bigger and bigger bets on where you're going to invest, where you're going to grow, how you're going to expand. And in…
Escúchalo en el minuto 48:00
El margen de un negocio de servicios es el arbitraje del entrenamiento
Estrategia y decisiones de negocioEl negocio de servicios gana por arbitraje: contratas a alguien de baja habilidad al sueldo que acepto al entrar, lo entrenas en tu sistema en una semana y despues cobras al mercado la tarifa que esa nueva habilidad vale. Ese diferencial es donde esta el dinero, y por eso lo que escala la marca no es vender el servicio sino la capacidad de escalar el entrenamiento de la gente que entra por la puerta.
The real thing that will scale this brand is her ability to scale training to new people who come in the door. And the arbitrage of the business is being able to get someone in who has low skill, train them up on your system, and then be able to charge a higher rate for what that skill commands in the marketplace. And so basically the arbitrage of I can train someone in a week and take them and pay them what I got them to say yes to on the way in. And then with the added training that I'm paying for, I can now make this spread on what the
Escúchalo en el minuto 45:30
Estrategia y decisiones de negocioAni tomó tres socios porque no tenía ni el dinero para contratar un gerente ni la gente para gestionar, y abrió locales suponiendo que más sedes significaban más dinero. El resultado fue el contrario: la segunda ubicación es mucho más difícil que la primera y el grueso del beneficio sigue viniendo de las que controla directamente.
Why'd you take the partners on? I did not have the manpower to manage. Didn't have the money to hire, like, a manager. Then I'll ask the question, why the rush of opening? Before you had the money and before you had the manpower. I just thought that we would make more money with another location. I agree with you. You probably already noticed, though, that the next location is significantly harder than the first one.
Escúchalo en el minuto 7:59
Donde la demanda supera a la oferta, el precio puede y debe subir
Oferta y precioLa ley más vieja del negocio es oferta y demanda, y el punto donde se cruzan es el precio. Si un negocio tiene restricciones temporales de capacidad (ciertos días u horas se llenan y otros no), en esos tramos el precio debería subir para reflejar ese desequilibrio.
So the oldest low on business is supply and demand. And the cross point is where you have price. And if there is more demand and less supply, like for certain times, certain days, then price typically can and should go up. And so she's running a business right now where she has some supply constraints that are temporal, meaning either time of day or day of week, where she has constraints only on those days. And so on those days, it would behoove us or behoove Ani
Escúchalo en el minuto 6:26
Con varios locales compartidos, intercambiar participaciones es la salida más limpia
Estrategia y decisiones de negocioCuando dos socios comparten varias sedes al 50%, cambiar participación por participación (yo me quedo entera con esta, tú con aquella) rompe la sociedad sin cheque mensual que escueza ni sensación de haber sido exprimido. Hormozi lo prefiere al reparto de beneficios o a la shotgun offer porque preserva la amistad.
You know, there's the shotgun offer, which then, you know, one of you is writing a check to the other person for the next two years. And that kind of stings every month. Yeah. The equity swap is a very clean, clean way to end it. And it's just unique to the situation that you have because you're both on multiple locations together. And so I think consolidating that is very clean.
Escúchalo en el minuto 22:46
Estrategia y decisiones de negocioIr despacio en las primeras cuatro sedes, manteniendo la propiedad completa, construye la infraestructura que después permite saltar de cuatro a diez y de diez a cincuenta. Los acuerdos improvisados con socios distintos en cada local hacen imposible ese salto.
Because here's the really fun fact. The fastest way to the fastest way to five locations isn't the fastest way to 50 locations. You might go slower for your first one, two, three, four. But by doing it that way, you set up the infrastructure, the foundation to be able to then aggressively go from four to 10 and then from 10 to 50. But you can't do that if you have all these hodgepodge deals on the side.
Escúchalo en el minuto 9:27
Todo lo que quieres está al otro lado de unas pocas conversaciones difíciles
Estrategia y decisiones de negocioHormozi cuenta que tuvo nueve sociedades fallidas y que todos los grandes saltos de su carrera ocurrieron después de tener la conversación difícil con un socio. Su consejo es no dejar nada en la zona gris: lo que se dice a espaldas del otro hay que decírselo a la cara y fijar expectativas claras.
Which is why one of my favorite quotes is, everything you want in life is on the other side of a few hard conversations. You know, my heart goes out to her with the partnership situation. And I know that firsthand having nine failed partnerships. All the big jumps in my career happened after I had tough partnership conversations. If she doesn't deal with this thing, it's just going to get bigger and nastier. And so you might as well deal with it now.
Escúchalo en el minuto 16:34
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