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Business is hard until you do this
22 ideas de marketing sacadas de «Business is hard until you do this», de Alex Hormozi. Sobre todo de investigación de mercado y cliente, oferta y precio…
- 22 ideas despiezadas
- Fuente Alex Hormozi
- Dura 26 min
- Publicada en 2025
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Transición por cuotas: tope de 30% de clientes baratos mientras cambias de avatar
ConversiónNo se corta de golpe. Se pone un tope temporal, por ejemplo que como máximo el 30% de las ventas sea de clientes bajo cierto monto, o una cuota de excepciones por vendedor, suficiente para cubrir el flujo de caja mensual. Como los clientes buenos son más rentables y duran más, la porción del 20% va creciendo hasta convertirse en el 80%, y ahí se deja de vender al segmento malo por completo.
little mountain. Well, you have to transition. All right, you have to transition away from the elf customers. Now, what that's going to mean is that you're going to number five, stop selling brokies. And that may mean that you have to put a cap in the short term, which is like we could only sell 30% of customers below this amount. Maybe each sales guy gets a quota of like gimmies they're able to sell in order to hit whatever your monthly cash flow is. If you make this transition correctly, the people who are paying more and are better customers will be more profitable. they will stay longer…
Escúchalo en el minuto 21:59
Análisis de rentabilidad por cliente en tres capas: quiénes son, qué traían y qué hicieron
Investigación de mercado y clienteRevisa todos los clientes que has tenido y clasifícalos en tres dimensiones. Primero quiénes son: demografía y psicografía. Segundo qué estaban haciendo al entrar: dotación, nivel de facturación, comportamientos previos. Tercero qué acciones tomaron dentro de tu producto que los diferencian de quienes no obtuvieron resultado. El objetivo es responder cuál es el 20% que si pudieras clonar, clonarías.
it? So, this is super tactical, but this is actually how you fix this. So, number one is you're going to conduct a customer profitability analysis. So, the way it works is this. You look at all the customers that you've had to date. You probably have some customers that you actually like and that you actually have gotten good good results for. Now what you want to look at here is demographics. So this is who are these people? What do they come in like? What they look like? How do they behave? What are their psychographics? The next is what are they doing currently? So do they have certain…
Escúchalo en el minuto 18:02
Marca y posicionamientoUna vez definido el ICP, hay que reconstruir el negocio de arriba a abajo para ese perfil: la oferta, los titulares, los testimonios que muestras, la experiencia de onboarding y las reglas de venta. Al equipo comercial hay que prohibirle vender a quien no calce con el perfil, lo que obliga a implementar un proceso de calificación. Es decir no al dinero chico de hoy para acceder al dinero grande de mañana.
order to be successful, we then redefine our new customer profile. Some people you want to be selling. Once we have this new ICP, this ideal customer profile, we now have to basically do everything top to bottom and realign the business in positioning and messaging. So, what that means is your offer has to match that type of customer. Your headlines have to match that type of customer. The testimonials you show should be those types of customers. The onboarding experience should be for those types of customers. Your sales team should not be allowed to sell people who are not this type of…
Escúchalo en el minuto 20:04
Seis banderas rojas de que le estás vendiendo al cliente equivocado
Investigación de mercado y clienteLos síntomas concretos son: vida útil corta del cliente (promedios de tres o cuatro meses), soporte excesivo con exigencias fuera de tu servicio central, resistencia al precio y pedidos constantes de descuentos o pausas de pago, insatisfacción pese a que sobreentregas sobre expectativas razonables, sobrepromesa tuya solo para cerrar la venta, y vender a gente que ya sabes que va a ser un problema únicamente para…
The issue is it's hard to keep them. If you are dealing with short customer lifespans, people are staying on average three or four months. You have excessive support, so they're demanding a ton from you. They have other requirements in on. They have price resistance and they constantly are trying to ask for discounts or like, "Hey, can I take off this month or can I have half price this month? This is a tough month for me. Can you extend the terms of payment?" Any of those types of things. Number four, if they are dissatisfied despite you going deliver like crazy. But if you set appropriate…
Escúchalo en el minuto 5:48
La barra de pesas: custom arriba, plantillas abajo, nada en el medio
Oferta y precioEl mercado funciona como una barra con dos extremos. El servicio a medida solo se le vende a clientes de alto poder adquisitivo que cumplen sus compromisos de pago; a los negocios muy pequeños se les ofrece producto templatizado y DIY, que avanzan a su ritmo, porque estructuralmente no pueden pagar la ayuda que necesitan. El medio es donde la gente va a morir: precio intermedio a clientes chicos, fáciles de vender…
much like a barbell for most businesses. On one extreme, you have custom, and custom should only be sold to high-end customers. These are people who can afford it, who have good businesses, who are good for their word. when they say they're going to pay for 12 months, they actually pay for 12 months because they your very small businesses. You have VSMBBS and SMBs. So, small business do? You certainly don't offer custom. You offer templated solutions. You offer DIY solutions. You offer things that they can go at their own pace because fundamentally they cannot afford the amount of help that…
Escúchalo en el minuto 4:42
Marca y posicionamientoUna vez definido el ICP, hay que reconstruir el negocio de arriba a abajo para ese perfil: la oferta, los titulares, los testimonios que muestras, la experiencia de onboarding y las reglas de venta. Al equipo comercial hay que prohibirle vender a quien no calce con el perfil, lo que obliga a implementar un proceso de calificación. Es decir no al dinero chico de hoy para acceder al dinero grande de mañana.
order to be successful, we then redefine our new customer profile. Some people you want to be selling. Once we have this new ICP, this ideal customer profile, we now have to basically do everything top to bottom and realign the business in positioning and messaging. So, what that means is your offer has to match that type of customer. Your headlines have to match that type of customer. The testimonials you show should be those types of customers. The onboarding experience should be for those types of customers. Your sales team should not be allowed to sell people who are not this type of…
Escúchalo en el minuto 20:04
Sube el costo de entrega y multiplica el precio, no al revés
Oferta y precioEn lugar de mantener un servicio que te cuesta 500 dólares y cobrarlo a 1.000, conviene subir el costo de entrega a 1.000 y cobrar siete o diez veces eso a un cliente que sí puede pagarlo y capturar el valor. Ganas más en términos absolutos y relativos, porque la pregunta central del negocio es a qué cliente le puedes entregar el máximo valor posible.
freed up. What's very interesting about this is that you can often make more money taking your service that was once $500 of cost to you and making $1,000 of cost to you, but selling something for three or four times as expensive. And that happens all the time. Rather than trying to drive like, okay, you know, $500 and we're going to charge a,000. It's like, no, man, maybe it cost you a,000, but charge 10 or charge seven. you're going to make way more money both absolute and relatively by selling to a customer who can afford that because they're going to actually be able to get the value…
Escúchalo en el minuto 15:19
Compara tu CAC contra los CPM para detectar daño reputacional
Medición y experimentosSi tu costo de adquisición se duplicó en un año o dos pero las plataformas no duplicaron sus CPM, no es el mercado: hay una mano invisible trabajando en tu contra, normalmente boca a boca negativo. Las malas experiencias se propagan cinco o diez veces más rápido que las buenas, así que la compresión de márgenes por CAC creciente es una señal de que estás vendiendo al cliente equivocado.
What you'll know from a red flag perspective is that your cost to acquire customers will continue to rise disproportionately from the cost of CPMs going up, meaning the cost per thousand eyeballs. If the ad platforms haven't doubled their rates for CPMs, which they typically don't over any kind of period of time, that's like a year or two, and your cost to acquire customers have doubled, then usually you have this invisible hand that's working against you. Many people believe in the power of word of mouth, but some reason people don't believe in the power of word of mouth when it comes to…
Escúchalo en el minuto 10:22
Estrategia y decisiones de negocioSi sobrecontrataste, el error es tuyo como fundador y alguien más va a pagar el costo. La recomendación es dar algo de indemnización, dos o cuatro semanas según el tamaño del negocio, sacándola de tu propio retiro del mes, y asumir explícitamente la responsabilidad ante la persona. Eso protege tu reputación como empleador y mantiene la relación: mucha gente que sale en buenos términos vuelve años después con más…
might have to lay off some people. And as terrible as it is, it's reality. Here's a very tough line, which is you made a mistake and you should get fired as CEO or founder from your business, but you can't get fired. And so, it means that someone else is ultimately going to have to pay the burden. You have to take this. What you will have is would recommend doing, give them a little bit of severance. All right? So give them some money saying, "Hey, I messed this up. So instead of me taking money out this month, I'm going to give you some money so you can have two weeks or four weeks or…
Escúchalo en el minuto 22:58
Si el buen cliente no paga suficiente, tú decides el precio
Oferta y precioAnte el argumento de que los clientes que sí te gustan no pagan lo necesario, la respuesta es que quien fija el precio eres tú. Si existe un precio al que ese trabajo te vale la pena, cóbralo; si alguien no quiere pagarlo, no pasa nada, es intercambio voluntario.
it back up. Because here's the crazy part. the amount of times I'll talk to a business owner and they're like, "You know what? I would service these customers except they just don't pay enough." Then you can just say, "Guess who gets to pick what your prices are?" You do. If there's a price where it's worth it to you, charge that. And if someone doesn't want to pay it, fine. It's capitalism. It's volunteer
Escúchalo en el minuto 19:38
Test del límite: mira a quién le vende la versión máxima de tu negocio
Investigación de mercado y clientePara saber si tu cliente actual te permite crecer, imagina la versión más grande posible de tu industria y pregúntate a quién le vende. Las agencias de cientos de millones (Ogilvy, VaynerMedia, NP Digital) venden casi exclusivamente a Fortune 100, Fortune 500 y mid-market, no a dueños de pymes. Si el techo de tu categoría no atiende a tu avatar actual, tú tampoco vas a llegar ahí con él.
volatile customers. And one of the easiest limit tests to think about this for whatever industry you're in is to think about what is the ultimate version of this business look like? Are the people who have the biggest agencies in the world, for example, are they selling to small business owners? The answer is no. Think about it. The biggest agencies in the world, Oglev and Mathers, you got Vayner Media, you got NP Digital, some of the big, you know, multiple hundred million dollar per year agencies that exist out there, those businesses almost exclusively sell to Fortune 100, Fortune 500…
Escúchalo en el minuto 1:39
Investigación de mercado y clienteLos clientes que llegan buscando que rescates su negocio son los que después destrozan tu reputación cuando no los salvas. Ya con los primeros clientes fríos, que no te conocen y son más volátiles, el efecto se amplifica. Solo uno mismo puede salvarse, y eso también aplica a ellos.
you get into the mass market based on the results you get for these first customers, all of a sudden these colder customers don't trust you as much. They're far more fickle. And they will then trash your reputation because you didn't save their business because what they're really looking for is a savior. And I promise you, you never want to sell to somebody who wants you to be their savior. Only you can save yourself. And that goes for them, too.
Escúchalo en el minuto 10:02
Retención y relación con el clienteSi ya sabes atraer y vender, tu negocio está topado porque salen más clientes de los que entran. Cuando las bajas caen a cero o a números muy pequeños, creces prácticamente sin importar lo demás. La pregunta que hay que resolver no es cómo vender más, sino cómo vender algo de lo que la gente no quiera darse de baja.
customers and the main point is that they will continue to stay. At this point, if you've got this area where you're selling these bad customers, you know how to market, you know how to sell at a basic level. You know how to get people in the door. The problem is that your business is capped because you have more people leaving than you have coming in. But if all of a sudden your amount of people who leave goes to zero or goes to very very small numbers, you grow pretty much no matter what. That's ultimately what you want to solve for is how do I sell something that people don't want to…
Escúchalo en el minuto 25:57
Las tres fuerzas de la adquisición: LTV, CAC y periodo de recuperación
Medición y experimentosLa adquisición se gobierna con tres variables: el LTV o utilidad bruta que recolectas de un cliente durante su vida, el CAC o lo que te cuesta conseguir ese dinero, y el periodo de recuperación, que es cuán rápido recuperas el efectivo gastado. El tercero es la restricción de caja del negocio, y con el cliente equivocado las tres se deterioran a la vez.
matters. So there's three kind of forces in acquisition. You've got LTV, right? Lifetime value per customer. It's basically what's the gross profit you're going to collect off a customer over their lifespan. You've got CAC, which is how much it costs you to make that amount of money, what you got to spend to get it. And then this happens within the context of payback period, which is how quickly can you recover the cash that you spent before you can make that money. Because this is going to ultimately be the cash flow constraint to make, time is obviously a huge component of business, because…
Escúchalo en el minuto 7:40
Si tu precio es la mitad del efectivo del cliente, nunca lo dejarás satisfecho
Investigación de mercado y clienteCuando cobras 1.000 dólares y esa cifra representa la mitad del efectivo disponible del cliente, sus expectativas serán desmedidas sin importar lo que le digas antes de vender. La brecha no está en tu comunicación sino en lo que ese dinero significa para él, así que la insatisfacción está garantizada de antemano.
$1,000." It's just ridiculous. Only an small business owner just thinks that because this thousands means a ton to them. It should mean a ton to you. There's a disparity there between their expectations and sometimes it doesn't even matter what you say just because the amount of money means so much to them that you will ultimately have a dissatisfied customer no matter what because to them that $1,000 might be 50% of the cash they have. If someone said, "Hey, I will help you for 50% of the cash you Imagine the expectation that person might have. Probably a lot, no
Escúchalo en el minuto 6:39
Churn estructural: 3% mensual porque los clientes quiebran
Retención y relación con el clienteUn CRM para gimnasios perdía 3% de clientes al mes, no por insatisfacción sino porque los gimnasios cerraban: 30% de la base desaparecía cada año. Ese es el churn estructural, y no hay nada que puedas hacer para bajarlo salvo cambiar de cliente. En ese escenario el mejor caso posible del negocio es retener 70% año a año.
churn. Structural churn is the percentage of customers that leave every month not because they hate you but because of something else that happens that's core to their business. So, I remember I had a friend of mine who had a CRM in the gym space. And I asked him, I said, "Oh, I imagine that you're, you know, you probably keep 90 100% of like, "Okay, well, what's churn?" And he said, "Three%." I was like, "Oh, per year? That's not bad." He's like, "No, per month." I was like, "3% a month?" And he said, "Yeah, the biggest reason is that gyms just go out of business." And I was like, "Oh, so…
Escúchalo en el minuto 3:28
Decirle que sí a todos es la marca del negocio que no despega
Marca y posicionamientoUna tintorería local no puede contratar a Ogilvy: las agencias grandes simplemente rechazan clientes. La señal delatora de una pyme mediocre es que le dice que sí a todo el mundo, y luego se sorprende de tener márgenes pobres y una operación imposible de estandarizar, cuando el problema de fondo es que nunca decidió a quién iba a servir.
customers. Do you think you can go to Olga and Mathers, one of the biggest marketing agencies in the world, if you're a local dry cleaner? No, you can't. They won't take you. They won't accept you as a customer. One of the telltale signs of a small business that they suck is they say yes to everyone. you didn't know any better. Continue to grow this business where you do everything for everyone and then you're surprised about the fact that your margins suck and it's very hard to operationalize this business and you have a hundred other problems that you think exist when the reality is that…
Escúchalo en el minuto 20:48
Investigación de mercado y clienteLas agencias que venden paquetes de 1.500 dólares al mes a pequeños negocios se estancan entre 1 y 3 millones al año y creen que les falta una táctica de escalamiento. El problema real es el cliente: construir un negocio grande sobre negocios chicos es levantar un castillo sobre arena, porque la volatilidad de tu empresa termina siendo la volatilidad de tus clientes.
picture. I regularly talk to agency owners, for example, who are selling to small business owners $1,500 a month of quickly plateau at maybe a million dollars a year, sometimes $3 million a "What do I need to do to scale?" And the issue is it's not about what they need to do to scale, but rather who they need to sell to in order to scale. But the that when you have the wrong avatar, the volatility of your business is based on thing is, if you try to build a big business off of small businesses, it's basically having a terrible foundation. It's building a castle on a foundation of sand. As…
Escúchalo en el minuto 0:14
Etapa de priorizar: demasiados leads no calificados con 5 a 10 empleados
ConversiónCuando ya tienes tu primer equipo de cinco a diez personas y operas como gerente, la restricción típica es exceso de leads no calificados. La salida tiene cuatro movimientos: mejorar el contenido gratuito y las creatividades para subir volumen de agendas, agregar calificación y fricción para que ese volumen se autoseleccione, especializar el producto y fijar precio para el avatar más estrecho.
Well, let's get into it. So if any of that happen around stage four, which is prioritize. So this is where you first have kind of like your first team. You operate as a manager. Typically, you have maybe five to 10 employees, sometimes contractors who are helping it's like what are the constraints here? It's like you're getting too many unqualified leads. So you have to make better free stuff and more creative to book volume. You have to add qualifications and friction. So the extra volume becomes self- selective, right? This is the whole like we have to say no to people. We have to…
Escúchalo en el minuto 12:30
El máximo local: hay que bajar el cerro para poder subir otro
Estrategia y decisiones de negocioEl apego emocional al nivel de facturación actual, no querer volver de 200 mil a 100 mil al mes, es lo que mantiene atrapado al dueño en un máximo local. La vía rápida para construir un negocio de 10 millones no es la misma que para construir uno de 1 millón, y exige otra base. El argumento decisivo es que si no cambias vas a terminar en esa cifra menor de todas formas, porque el negocio se comprime solo con el…
writing on the wall. Number three is that you have some sort of emotional attachment to your level of revenue today. You know, I don't want to go from $200,000 a month back to $100,000 a month or I I don't want to go from $50,000 a month back to $20,000 a month happens at any level. You have this ego attachment to this level, but it means nothing. Would you rather get to your goal in five years or would you rather get to your goal never? Sometimes the fastest way to build a $10 million business is not the fastest way to build a $1 million business. Because of that, you have to build a…
Escúchalo en el minuto 16:11
Si sabes que algo tiene que pasar eventualmente, hazlo hoy
Estrategia y decisiones de negocioRegla de decisión personal de Hormozi: cuando algo es inevitable, adelantarlo. Si alguien va a sacar tu negocio del mercado, prefieres ser tú y no el mercado; leer la escritura en la pared antes de que ocurra en vez de esperar el golpe.
time anyways. One of my big kind of rules in life is that if I know something has to happen eventually, I might as well do it today. It's one of my own like agency ego or whatever. It's like if I'm if anybody's going to destroy my business, it's going to be me, right? It's like I want to put me out of business. You probably heard this before. You want to put yourself out of business. I don't want the world to put me out of business. I don't want the market to put me out of business. I want to read the writing on the wall before it happens. I want to skate to where the puck's going, not where…
Escúchalo en el minuto 17:35
El cliente chico te aprieta por dos lados: costos arriba, precio abajo
Oferta y precioAtender clientes equivocados sube tu base de costos porque exigen mucho más de lo contratado, y al mismo tiempo comprime tu precio porque siempre habrá alguien que sepa menos de negocios y los atienda más barato. Como son poco sofisticados, comparan solo por precio y se van con quien entrega peor, dejándote margen mínimo y un equipo quemado por el carrusel de onboarding y offboarding.
the wrong customer. Because from an LTV perspective, you're going to have operational strain. You're going to have to increase your cost basis to deliver for these customers because they cost so much. And on top of that, you're going to have price compression because there's always going to be someone who's willing to serve this customer for cheaper who knows less about business than you. You're always going to have people. They're going to be price comparing you. They're going to say, "Hey, this guy down the street can do it for less." And because they're unsophisticated, they might go to…
Escúchalo en el minuto 8:24
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