Marketero · Entrevistas
He Makes $600,000,000/Yr Selling Bacon
60 ideas de marketing sacadas de «He Makes $600,000,000/Yr Selling Bacon», de Alex Hormozi. Sobre todo de canales de adquisición, estrategia y decisiones…
- 60 ideas despiezadas
- Fuente Alex Hormozi
- Dura 1 h 32 min
- Publicada en 2025
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Canales de adquisiciónComo los clientes pedían recetas igual que las de Blue Apron y HelloFresh, escribieron a cada influencer para pedirle permiso de incluir una receta suya en la caja, con enlace a su sitio. Aceptaban porque viven de la exposición, y al responder eran ellos los que preguntaban qué era ButcherBox: recién ahí empezaba la conversación comercial.
buy it. So we'd like to be that source. Okay. And by the way, we're shipping out all these boxes and we don't have any recipes. And what we'd like to do is include your recipe on, and the VA would like, you know, find taco bowl. Yeah. Steak, whatever. And we, we'd love to include that in our box. And so these influencers who like trade on influence are like, of course. Yeah. Use my recipe. No problem. Are you going to like link to my website and all that stuff? We're like, yeah, yeah. They're like, by the way, what's butcher box? Yeah. And we're like, perfect. Yeah. Let's talk. So that was…
Escúchalo en el minuto 38:51
El mejor premio por referir no es dinero, es regalarle una caja al amigo
Retención y relación con el clienteProbaron dar 50 dólares y otras recompensas a quien refiere, y lo que más le gusta al cliente es poder regalarle a un amigo una caja casi gratis: quien refiere no recibe nada y el amigo paga solo 20 dólares de envío y manipulación. Es una oferta de gratis más envío y funciona muy bien, aunque una parte se lleve la caja y cancele.
referral has been really interesting. Uh, we now, if you're a member, you can, uh, refer a friend for a trial box and it costs $20. Um, and we've just seen that work really well. Does the refer, what does the refer or get? Uh, nothing. Okay. Yeah. Uh, we tried a whole bunch of different things that you get $50, you get this, you get that. What they, what they like the most is giving their friends a box. That's almost free. They just pay for shipping and handling. Oh, so like a free plus shipping basically. Yeah. So it's like boxes free. It's $20 for shipping and handling kind of thing…
Escúchalo en el minuto 1:14:19
Medición y experimentosEl consejo que le dejó el hombre de Omaha Steaks fue que lo único que importa es cuánto dinero gana la empresa por cada caja que sale de la línea, y que eso lo debe saber todo el mundo en la compañía. ButcherBox se construyó sobre esa métrica: cobraban 129 dólares buscando 20 dólares de margen por caja con todos los costos cargados dentro, aunque enviar a California desde Wisconsin diera pérdida y lo que cuadrara…
That's why I was like, I need to start now. Um, the one nugget he left me with, he's like, listen, all we care about at Omaha stakes is dollars per box. Okay. What does that mean? Yeah. He means everyone at the company knows when a box comes off the line, how much money are we making off the box? And so that's how I built the business. I started the business, right? So we were charging $129. We were trying to make a $20 profit. Yeah. We were only shipping from Wisconsin, which is a nightmare for California, but it was like, so we were losing money on California, but we're like, whatever it…
Escúchalo en el minuto 42:18
ConversiónDespacharon las cajas del Kickstarter en una semana y después llamaron por teléfono a cada comprador para preguntarle cómo iba todo, si quería recetas y si quería ser suscriptor: se suscribió el 40 por ciento. No mandaron un email masivo; contrataron a una persona a 10 dólares la hora más 5 de bono que se dedicó a machacar el teléfono.
and so we, we shipped out all these boxes and then called every, we shipped them out really quickly. It was like a week. They were thrilled for Kickstarter. Yeah. Wow. I got my box already. And then we called them, Hey, how are things going? Do you need any recipes? Yeah. Would you like to become a subscriber? Yeah. And signed up like 40% of the people. Amazing. So right away we had like, you know, you didn't just send an email to 1100 people. Wouldn't that have been easier? Nope. We had a guy, Nicky Graham, who picked up the phone and just like pounded the phone. And, uh, he was like $10 an…
Escúchalo en el minuto 29:05
Sacar la lista de influencers del competidor concatenando URLs
Canales de adquisiciónThrive Market tenía sus páginas de afiliados en URLs correlativas del tipo barra partner barra uno, barra dos, barra tres. Concatenaron todas las direcciones, extrajeron a cada persona y buscaron su sitio y su contacto: así armaron gratis una lista de 400 influencers de salud y bienestar sin hablar nunca con Thrive.
And so first we reached out to like everyone who mentioned grass-fed beef for, and then we realized that there's like a lot more people in health and wellness. And so we, uh, like Thrive Market's URL was like slash partner slash one and then slash two slash three. And so we just like concatenated all the URLs and just like took every single person and then found their website and their contact information. Oh, so you didn't go to Thrive. You just reverse engineered Thrive. We reverse engineered all their influencers, got a, got a lead list of 400 people. And then the,
Escúchalo en el minuto 36:08
Canales de adquisiciónHormozi pagó a un asistente virtual en Filipinas, unos 20 centavos por registro, para copiar del sitio de CrossFit los datos de cada gimnasio afiliado, que suelen publicar su celular y correo personal porque pagan 3.000 dólares al año por aparecer ahí. Con esos 1.600 nombres armó una audiencia similar en Facebook, y esa audiencia fue la única que hizo funcionar los anuncios.
um, paid a VA to go to CrossFit's website. Sorry, CrossFit. Um, and literally look up every single, uh, affiliate, the affiliate box that they had. Yep. And so, because, and gym owners usually put their personal cell phone numbers, their personal email as their actual like a thing on the, on the CrossFit side, but they wanted to get listed because they're paying $3,000 a year to get the listing of saying I'm an official CrossFit. Right. But for me, I got like, at the time, this is super early, you know, we had like 1600 names on this list, but it was enough for Facebook to make a look like…
Escúchalo en el minuto 36:51
Canales de adquisiciónButcherBox reclutó influencers ofreciendo entre 10 y 15 dólares al mes por cada suscriptor referido, durante todos los meses que esa persona siga suscrita. La comisión vitalicia bastó para que los influencers dijeran que sí donde un pago único no lo habría logrado.
is we'll pay you $10 or $15 per subscriber for every month that they remain a subscriber. So for life. Yeah, that's great. Um, baking for life. Yeah. Commissions for life. For mission, commissions for life. And, uh, people said, yes, they started, yeah, I'll do that. I'll do that.
Escúchalo en el minuto 40:22
La preventa financia el negocio y prueba el mercado a la vez
Oferta y precioEn vez de capital externo, cobra por adelantado: Hormozi financió cada gimnasio después del primero con preventas de varios meses de membresías y de desafíos de pérdida de peso. Además es la mejor prueba de encaje producto-mercado, porque si nadie compra la preventa te ahorraste levantar dinero para algo que nadie quería.
quickly, then I could start making money. Every gym after that gym, I had multi-month pre-sales that would pay for the, that would finance the entirety of the gym off of people pre-buying memberships and pre-buying weight loss challenges and things. And so like, this is definitely like a 101 to 201 entrepreneur. Like the first one, you're, taking the outside capital. You're like, you know, I'll bet you I could just get my customers to just pay on different payment terms and just get, and then it's also, also a great product market fit test. Right. If no one wants to buy your pre-sale, then…
Escúchalo en el minuto 21:26
Canales de adquisiciónProbaron tuits y publicaciones de Facebook de los influencers y no vendieron nada. Lo único que funcionó fue un email blast dedicado en el que el influencer presentaba la marca a su lista, idealmente con un segundo envío de última oportunidad y siempre con una oferta concreta: 20 dólares de descuento, tocino gratis o similar.
And so we figured out that, you know, um, tweets didn't work. Facebook posts didn't work. The thing that worked was a dedicated email blast where they would be like, here's butcher box. Let me introduce this to you. And then ideally with a last chance, like a last chance thing. And there was always an offer, $20 off free bacon, whatever it was. And because we were only paying these influencers $10 or
Escúchalo en el minuto 40:39
Cada idea de negocio tiene un tiro mortal que hay que resolver primero
Estrategia y decisiones de negocioPuso sus tres ideas en una pizarra y para cada una anotó el tiro mortal: la pregunta que si no resuelve esta semana o este mes significa que no hay negocio. Para la idea de la carne era cómo se envía carne por correo, y se obsesionó con eso hasta que alguien le dijo que sí.
I, thought way more what and how than who. Yeah. Um, also the way that I structured it, so I had a whiteboard, I had the three ideas and I had like the kill shot, like the thing that if I didn't figure out this week or this month, like you don't have a business. So for the bomb thing, it was like a legal thing. And for the, um, for, for butcher box, it was like, how do you ship this? Yeah. And so I actually like, every time I went to the bathroom, I'd be like, all right, how do you ship me? Yeah. Like reaching out to people, trying to get somebody to, to help. He finally said yes. Um, and so…
Escúchalo en el minuto 17:39
La garantía sin preguntas cuesta menos de lo que sube la conversión
ConversiónEl porcentaje mensual de clientes que piden devolución es tan bajo que ni siquiera conocen el número, mientras que el aumento de conversión que produce la garantía sí vale la pena. Y si a alguien le da miedo ofrecerla, la respuesta es arreglar el producto: quien se obsesiona con la calidad no tiene problema con el dinero de vuelta.
guarantees. Cause I talk about them a lot too. Um, what percentage of customers do you get, uh, who ask for refunds on like a monthly basis? Oh gosh. I don't even like so small. I don't even know the number. Right. Yeah. And the conversion increases certainly worth having. For sure. Yeah. For sure. Also like, um, you know, one of our core values is being customer obsessed. Yeah. Like we actually want to deliver you an amazing product. Right. And so if we fail at that, you should get your money back. Yeah. Um, that's like, and it's like, well, I'm, I'm worried about that. We'll fix your…
Escúchalo en el minuto 54:33
Contenido gratis y sin login retiene mejor que el contenido bajo llave
Estrategia de contenidosHormozi sostiene que al suscriptor se le retiene con contenido gratuito abierto para todos, porque casi nadie entra a un área privada: en cuanto hay que recordar la contraseña la persona ya se fue. Por eso todos sus cursos están en su web gratis y sin login, con un aviso opcional de registro a mitad del video que se puede ignorar, y le funciona mucho mejor para generar leads que esconderlos tras un muro de captura.
for everyone for a couple of reasons. Number one, a lot of people don't log into stuff. It's just like, you're not like, Oh, I'm going to go log in. What's my password. And then it started, it started, you're already like gone. It does, it's not going to happen. So the reason that I have like all my courses on my site are all free and also available with no login is for that purpose. And it's certainly been a significantly better thing than me trying to hide it behind, even an opt-in wall, uh, just to collect people's emails. Um, you can watch them and then at the halfway point or whatever…
Escúchalo en el minuto 1:18:50
Tocino de por vida: 4 dólares que bajan el CAC y suben la permanencia
Oferta y precioEl tocino que regalan en cada caja les cuesta unos 4 dólares, y al agregar la oferta de tocino de por vida el costo de adquirir un cliente baja más de lo que cuesta ese tocino. Y aún más importante, los clientes se quedan más tiempo, porque al cancelar pierden el beneficio de por vida y no lo recuperan.
subscribed. As long as you stay a subscriber. Right. And you know, ultimately the bacon costs $4 and the box, you know, you're making your profit off of it. It's like, you're, it's not that big of a deal. Um, and you definitely acquire customers for less than four, like the arbitrage on CAC or, you know, CPA, depending on what industry you're in. Yeah. Uh, cost of car customers significantly higher by basically said differently. If you add bacon for life in your cost of car customer drops by more than the cost of the bacon. Uh, more importantly, they stayed longer. Really? Yeah. Oh, cause now…
Escúchalo en el minuto 32:50
Publicar el contenido para que el algoritmo te diga qué pieza pagar
Canales de adquisiciónSi el contenido es público, el algoritmo orgánico te indica gratis cuáles son las piezas que arrasan. Esas se empujan luego como anuncios de awareness en la parte alta del embudo, y a quien las vio al 50 o al 75 por ciento se le retargetiza con los anuncios de conversión: llega ya con sentimiento positivo de marca y, si estuvo lo bastante inspirado para mirar, solo falta ver si lo está para comprar.
of advertising, I'm sure. Um, it's like, I feel like that kind of content taking them because if, if you have it public, then you can let the algorithm tell you which pieces are the fire, fire pieces of content, um, of the cooking and then push that out as top of funnel awareness ads, you know, retarder people who are at, you know, do 50%, 75%, whatever it is, um, with now your conversion stuff, but they have positive brand sentiment because like now they're like, they're in, they're in the market. You know what I mean? They just consume this. They're literally, they were watched enough to be…
Escúchalo en el minuto 1:23:43
Mostrar la página antes de lanzar les cambió el producto
Investigación de mercado y clienteAntes de publicar el Kickstarter le mostraron la página a la gente y la objeción fue siempre la misma: no necesito tanta carne, ocho a diez libras de vacuno por 129 dólares es demasiado. Al preguntar si servía meter pollo y cerdo con el mismo estándar de crianza, la respuesta fue sí, y lanzaron con la caja de tres carnes.
time, um, to get their products. Uh, and, you know, we, basically started, we, hadn't launched yet, but we went out and showed our page to people. And the first thing that we learned was people were like, I don't need that much beef. We only have grass fed beef, right? We're trying to sell people eight to 10 pounds of grass fed beef for $129. So people are like, I don't need that much beef. I would never buy this. And we're like, well, what if we put in chicken and pork as well? Yeah. They're like, Oh, totally. Can you make it at the same standard? Like, can you find chicken that's like…
Escúchalo en el minuto 22:03
Meta colectiva que convierte al comprador en promotor
Oferta y precioEn el Kickstarter prometieron que si la campaña llegaba a 100 mil dólares en ventas, todos los compradores recibirían tocino gratis en su primera caja. La gente se volvió loca por el tocino y empezó a promocionar la campaña en sus propias redes para que se alcanzara la meta.
being, you know, yeah, Good one. Uh, so, uh, we offered the, way that you do with Kickstarter is, um, you try to activate the people who have bought to like go be your ambassadors. So we said, if we hit a hundred thousand dollars in sales, we'll get, give everyone free bacon in their first box. Okay. Yeah. And that like, people went crazy. They're like, I want the bacon, you know, and started like promoting it, putting it on their Facebook pages, all of that. Okay.
Escúchalo en el minuto 24:18
Estrategia barbell: contratar muy jóvenes y jubilados, saltarse el medio
Estrategia y decisiones de negocioContrataron gente sacada de la jubilación y gente al inicio de su carrera, y descubrieron que los dos extremos funcionan muy bien mientras el medio no. Los del medio están ocupados, tienen hijos y quieren que el puesto sea la marca de su carrera; los de los extremos se concentran en el trabajo en sí y no en la etiqueta: los jóvenes quieren aprender y los mayores quieren ser útiles.
like, I think pretty, um, I thought was pretty smart is, uh, I call it the barbell strategy. We hired people like out of retirement because they were so far along in their career. Yeah. We found that the middle, like, so really young and really old worked incredibly well. I would say personally, I've had a lot of experience with that too. Yeah. And the middle is like, they're super busy. They've got kids. They've got all these commitments. They want this to be like the one mark on their career. Yeah. The one career, the career, like careerists rather than people who want to do the work…
Escúchalo en el minuto 1:03:46
Valorar barato el proyecto porque es un hobby sale carísimo después
Estrategia y decisiones de negocioSu mayor error al arrancar fue valorar la empresa en 750.000 dólares porque creía que sería solo un hobby, cuando en su compañía anterior acababa de levantar 10 millones sobre una valoración de 30. Con esa cifra entregó un 10 por ciento del negocio a cambio de 75.000 dólares de trabajo puntual de contactos.
yeah, after, after failing at custom made was I valued the company at a stupidly low rate. Okay. And so I had just raised $10 million on a $30 million valuation. Right. I started this and I'm like, it's going to be a hobby. This isn't going to be anything. Right. So the Omaha stakes guy is like, I can make all these connections. I can do all this stuff. And it's a $75,000 worth of work. And I'm like, well, I don't have that. So I'll give you equity. And he's like, okay, great. How much is the company worth? I was like 750 grand. So he took 10%
Escúchalo en el minuto 50:55
Cargar a la caja hasta el costo de la cinta adhesiva
Medición y experimentosEn el cálculo de margen por caja meten todos los costos: la carne, la caja, el envío, el hielo seco, las comisiones de la tarjeta de crédito, el pick and pack y hasta la cinta que la sella. La empresa nació con el ADN de negociar cada línea del costo, y esa obsesión por la minucia convive con la pregunta grande de cómo conseguir los próximos 500.000 clientes.
Yeah. The cost of the meat. Yeah. Uh, the cost of the box, the cost to ship the box, the cost of the dry ice that goes in the box, uh, the credit card processing fees, the tape that goes on the box is like all of those things. Uh huh. Um, and because we, just became doggedly focused on dollars per box. And what I love about this business, even to this day is that we, get to focus on like, you know, the minutia, like, negotiating the price of tape and they're super creative. Like, how are we going to get our next, you know, 500,000 customers? Um, and we get to do both, but, uh, it, we, just…
Escúchalo en el minuto 43:22
Un comprador experto devolvió múltiplos de su sueldo en dos días
Estrategia y decisiones de negocioContrataron a un jubilado que dirigía carne y pescado en una gran cadena de supermercados. La cuenta era simple: enviando 60.000 libras de carne, bastaba con que ahorrara 25 centavos por libra para que valiera la pena. Al segundo día dijo que estaban pagando tanto por la pechuga de pollo que podían mandar tres libras en vez de una: ahorró un dólar y medio por libra, múltiplos de su salario.
purchasing meat and seafood for us, meat and then seafood. Yeah. And I mean, the saving, my whole thing was, okay, we're shipping 60,000 pounds of meat. I've got, all I have to believe is that somebody can save me like 25 cents a pound and this is like worth it. Yeah. Right. So, um, he came in and just, he's like, you guys are paying. It was like second day. He's like, you guys are paying enough in chicken breasts that you could send people three pounds instead of one pound. Do you want me to do that? And I'm like, yeah, yeah, that'd be great. That'd be good. Yeah. 25 cents was the target…
Escúchalo en el minuto 56:39
Busca al que ya construyó ese negocio en vez de aprenderlo tú
Estrategia y decisiones de negocioPara resolver el envío de carne contactó al ex jefe de operaciones de Omaha Steaks, la empresa grande del rubro, justo cuando se le vencía el acuerdo de no competencia, y ese hombre le hizo todas las presentaciones. La palanca no está en el qué ni en el cómo sino en el quién: o revives los 20 años de experiencia del otro, o lo sumas y ganan los dos.
the former head of operations of Omaha steaks, which at the time was like the big meat and mail company. And he's like, yeah, like I, my non-competes over, uh, I can help you. That's amazing. And so he made all these introductions. Yeah. Pro tip right here, just for everyone listening, uh, find the person who has built the business. Yes. Uh, already. Like it's, you know, um, from an entrepreneur's perspective, I think the beginning is always about how like all, all, you know, you're very tactic obsessed. And obviously I talk a lot, a lot about tactic stuff on this channel, but, um, I say…
Escúchalo en el minuto 16:45
Revisiones trimestrales con cada socio para decirle lo que hace mal
Retención y relación con el clienteDan por hecho que con cualquier socio habrá problemas y no les da miedo hablarlos: hacen auditorías y revisiones trimestrales de negocio donde le dicen al proveedor qué está haciendo mal para que lo corrija. La mayoría de las empresas prefiere romper la relación o callarse; ellos apuestan por engancharse del brazo del socio y hacerlo mejorar, porque buscan una relación de largo plazo.
to your question about partners, um, any partner you work with, there's going to be problems. Sure. And we're just not afraid to talk about them. We do quarterly business reviews. We're like, you know, auditing, we're doing a whole bunch of stuff and telling you what you're doing wrong. So you can fix it. Cause most partners don't want to like, just, they want to fire the relationship or not, not talk to you. It's like, no, let's just keep getting better. Like, let's just get better. Like we want to lock arms with you and get you better. And so we're also, because we're trying to build a…
Escúchalo en el minuto 1:05:56
Medición y experimentosComo el costo de adquisición por influencer era de solo 10 o 15 dólares al mes y la caja dejaba 20 dólares de margen bruto, el negocio era rentable desde la primera caja enviada, aunque a veces la ganancia fuera de centavos. Eso les permitió crecer sin levantar capital.
offer, $20 off free bacon, whatever it was. And because we were only paying these influencers $10 or $15 a month, um, we could do all of this and be box one profitable, meaning we still made money. Cause we started with a $20 profit. We still made money on that first box, or at least it was like,
Escúchalo en el minuto 40:55
La cascada de márgenes de una caja por suscripción: 30, 10, 20
Medición y experimentosEn este tipo de negocio un margen bruto sano es 30 por ciento o más; alrededor de un tercio de ese bruto, unos 10 puntos, se va en operar la empresa, salarios y tecnología, y quedan unos 20 puntos para repartir entre marketing y beneficio. ButcherBox cerró el año con 6,5 por ciento de margen neto sobre 550 millones de facturación.
currently we're looking at a 30%. So, uh, what are net margins? They're like six. Okay. Yeah. Got it. Yeah. Got it. We did like six and a half last year. No, certainly not a content business. Very different. Yeah. We do six and a half. What million? Oh yeah. Percent. I was like, that is okay. That was, that was, that was, that's making sure. And you did. And the big, the big line item. So, um, these businesses, like I've, I've seen so many of them, uh, 30% gross margin. Yeah. Um, you got 10% to operate the place. Okay. That's salaries. Yeah. Technology. So third goes to ops of your gross…
Escúchalo en el minuto 44:52
Canales de adquisiciónAl negociar con influencers hay que pensar en qué moneda les importa más, y muchos valoran más la fama que el dinero. ButcherBox les ofreció visibilidad y enlaces en vez de pago, y por eso consiguió lo que no habría conseguido con una tarifa.
let's talk about butcher box. So I want to double click on that real quick. So if you're dealing with influencers, you have to think about the currency they care about most. And a lot of influencers care more about fame than they do about money. Yep. And so you were able to deal in the currency they preferred. Yep. That's right. So just as like for any, any businesses, like, is there a way that we can do this? That's, that's realist that like actually provides real value to them in the way that they want to get value, which I think is actually like a really brilliant,
Escúchalo en el minuto 39:36
Estrategia de contenidosSu mayor problema de retención es que la gente trata el congelador como una cuenta de ahorro: acumula dos meses de carne, no la cocina y por eso cancela. Para inspirarlos a sacarla compraron Truffle Shuffle, una empresa de clases de cocina en vivo, e incluyeron esas clases dentro de la suscripción.
and they just like that they're experts at hosting a live class to cook. Yeah. And how virtual virtual our biggest challenge as a company, if you look at our churn, the people who are leaving, our biggest challenge as a company is how do I inspire you to take the meat out of your freezer? Yeah. They put it in there and then they're, Oh, I've got two months worth. Like I don't need any. Right. And people think of their freezer as like a savings account rather than a, like, and so when you say what's for dinner, you open your fridge and look inside or you look on your phone and do or something…
Escúchalo en el minuto 1:16:44
Apilar beneficios de por vida y vendérselos a los clientes actuales
Retención y relación con el clienteCuando el tocino de por vida se desgastó, lanzaron carne molida de por vida para captar, y como los clientes antiguos reclamaron, se la vendieron a ellos por 50 dólares. Los mejores clientes acumulan seis o siete beneficios de por vida y dicen que ya no tiene sentido comprar carne en otra parte; con el tiempo aprendieron a ofrecerlo por un año en lugar de para siempre.
And then people were signing up on ground beef for life. But then our customers, our current customers are like, what the hell? Like I want ground beef for life. So then we just started selling ground beef for life to our customers. So we're like, okay, for $50, we'll sell you ground beef for life. Right. So we just stacked all of these like offers on top of each other. Very few people. So your gross margins went down on some of those people, but like they never, they're just, they're just the base. They're just like, never. And we've gotten smarter at being like, it's for a year instead of…
Escúchalo en el minuto 34:11
Estrategia de contenidosHormozi recomienda empujar públicamente todo el contenido posible, con el producto incorporado en cada pieza. Entran muchísimos más ojos, y los clientes que ya pagan siguen atribuyendo ese beneficio a su suscripción porque son ellos quienes consumen el producto: la asociación positiva de marca se mantiene aunque el contenido sea gratis para el resto.
that's, that's brilliant. Yeah. But push as much of that as humanly possible out, incorporate the product into everything. Way more eyeballs come in existing customers still attribute the benefit of their subscription to the show because they're still going to consume the meat. Right. And so you still get the, positive brand association, even if it's free for other people. Right. And that was
Escúchalo en el minuto 1:21:06
Mirar tu negocio como si lo acabaras de comprar
Estrategia y decisiones de negocioAntes de sacar el negocio al mercado, cambia de lado de la mesa: imagina que lo compraste hoy y haz la lista de todo lo que le arreglarías. Esas son justamente las cosas que conviene arreglar primero, no después de venderlo.
Also a great frame for me was listening to this is the idea that like, I had a mentor say this. He's like, right before you go to take your business to market, he's like, switch sides of the table and then try and say like, you just bought your business today. What are all the things you'd fix about it? It's like, well, maybe just do those first. And so I think it's just a great like perspective on any businesses. Like if I bought everything today, how would I, it's like
Escúchalo en el minuto 2:51
No ser dueño de la cadena, salvo del eslabón que te deja en cero
Estrategia y decisiones de negocioButcherBox no tiene granjas, ni plantas de procesamiento, ni distribución propia: trabaja con socios al estilo Toyota, exigiéndoles una especificación estricta pero confiando en que saben más que ellos. Lo único que controlan son dos plantas de hielo seco, porque sin hielo seco no sale ninguna caja y la facturación se va a cero.
so our backbone today, we still don't own our backbone. So, uh, distribution, we don't do, we don't own our own farms. We don't own our own processing. No. Okay. Um, because we believe that it's better to work with partners. It's kind of like the Toyota approach, work with partners, hold them, hold their feet to the fire, hold them to a tight spec, uh, have them do things they're not doing for anyone else, but trust that they know better than me. Yeah. I don't know anything about farming. I don't know anything about slaughterhouses. Like that's a bad place for me to spend my time. Uh, the…
Escúchalo en el minuto 58:48
Mostrar en vez de vender: la demostración es la venta más elegante
Estrategia de contenidosTodo el modelo de contenido de Hormozi se reduce a demostrar el producto en uso: mostrar, no vender, y la venta ocurre sola. Siempre que exista la oportunidad de demostrar, esa es la forma más elegante de vender.
cause my whole, my, my whole, my whole business model around content is just demonstration, right? It's just like show don't sell. Yeah. And then the selling will occur. Yeah. Um, and so like whenever you have the opportunity, in my opinion, that's the, that's the most elegant, you know, way of, of selling. Yes. Um, and so like these, you know, high-end chefs having these really
Escúchalo en el minuto 1:18:00
Con 3 por ciento de churn mensual hay que reponer 400 clientes al día
Retención y relación con el clienteCon 430.000 suscriptores y una baja del 3 por ciento mensual, la empresa pierde unos 12.000 clientes cada mes y necesita dar de alta esa misma cifra, unos 400 al día, solo para no retroceder. Cuanto más grande es la base, más caro sale simplemente mantenerse en el mismo sitio.
Yeah. 1% on how many customers do you have right now? Like 430,000. Yeah. So 1% on 430,000. It's like, Oh, all of a sudden that's just, you know, 4,300 customers that we just have. If we lose 1%, it's like, okay, that's a decent amount of customers. And you're like, well, if it's 10% churn annually, right. And you said, I think you were keeping, well, 60 of your one or something. No, I mean, our, our churn is like 3% a month. Right. Yeah. So that's 30 ish percent or whatever. It means you have to sign up 12,000 people a month before you stop trading water. Just to chill. Just, yeah. Yeah. So…
Escúchalo en el minuto 53:15
La cuenta que decide si abres el contenido o lo reservas a miembros
Medición y experimentosEs un problema resoluble con números y tiene dos lados. Uno: cuánto ha bajado el churn y cuánto ha subido la tasa de conversión de la página desde que el contenido es un beneficio del pack. Otro: cuántos clientes nuevos entran con ese contenido como primer, segundo o tercer punto de contacto. La apuesta de Hormozi es que pesa más el segundo.
I'd be curious. Cause I think that, cause there would be, because the math problem, right. Is, is solvable of does the increase in conversion and retention on members with this added benefit, which I'm sure you've measured, like now that we added in the box, has it measurably reduced churn or has it measurably increased conversion rate on the page, whatever. Um, versus the amount of new customers that come in with first, second, third touch point via content. Yeah. And it, my bet would be that you would, this is my bet. Obviously I don't know, but my bet would be that
Escúchalo en el minuto 1:23:07
La trampa de los 500 millones: contratar mandos medios y matar la velocidad
Estrategia y decisiones de negocioCuando a los 450 millones parecía que se salían las ruedas, metieron gente y managers para arreglarlo y la empresa pasó de 85 personas a 240. El patrón es clásico: pasa algo malo, contratas mucha gente porque no sabes lo suficiente y todo el mundo empieza a decir que no. La organización pasa de piratas con poco proceso a proceso con mayúscula, y el espíritu emprendedor se hunde.
and then like 170 people outside of that. Um, and so the rush was, we hired a lot of people and what, what happens to companies. And apparently I've learned now that this is a classic $500 million trap. So you can add a book to your thing later. The $500 million trap is something bad happens. You hire a bunch of people because you don't know enough and everyone starts saying no. Yeah. And you go from, um, capital E entrepreneurship, like a bunch of pirates, like very little process. We're just going and growing. I'm like to like, Oh, we need, we need process. Like we need capital P process…
Escúchalo en el minuto 1:09:11
Diseñarlo como negocio de hobby es lo que después lo deja escalar
Estrategia y decisiones de negocioEmpezó ButcherBox queriendo un hobby, así que todo quedó en terceros con especificaciones estrictas: WordPress sobre Stripe y una planta en Wisconsin que cortaba, empacaba y despachaba. Diez años después la estructura sigue igual, porque partir de la premisa de poco tiempo, poco riesgo y margen es justo lo que permite escalar.
it also scales a lot easier because you already started with the premise of how do I have it put no time, not be as risky and be profitable. That's right. Sorry. Pick back up. Yeah, no, that's right. If you build something to be a hobby, it can remain a hobby. Yeah. And I can, I'll talk about our backbone now, but it's, it's very similar. Everything is third party. We have really tight specs on everything, but we took the perspective that I started with, I want a hobby. And nowadays I took the perspective of like, we're not going to learn how to ship boxes better than a company that's been in…
Escúchalo en el minuto 20:17
Vender la selección del carnicero para no cargar inventario
Oferta y precioComo la carne es inventario caro y no sabía cuántos lomos vendería, la oferta fue la selección del carnicero: el cliente compra la caja y la empresa decide después qué meter. Vendieron primero las 1.100 cajas y recién entonces definieron el contenido con el proveedor.
Um, okay. So I'm going back to an earlier point because we want it to be capital efficient. Uh, the whole idea was we're going to send you the butcher selections. Okay. So it, I didn't want to hold inventory because I don't know how many ribeyes we're going to sell. And this is really expensive inventory. So the idea was we'll sell a bunch of stuff and then we'll just decide what to put in the box. Yeah. So we sold a bunch of stuff and then it was like, okay, we have 1100 boxes.
Escúchalo en el minuto 28:19
La comisión de la agencia va metida dentro del CAC
Medición y experimentosLa agencia cobra un porcentaje de la inversión publicitaria, lo que a volúmenes altos es muchísimo dinero, y ButcherBox lo mete dentro del CAC en vez de tratarlo como gasto aparte. Asumen que llegará el momento de decir que están pagando de más y traerlo dentro, pero por ahora pagan por velocidad.
at some point we'll come, we'll be like, okay, we're paying way too much. We need to like do it in-house, but the speed, do they charge a percentage of ad spend? Yeah. But so when you're spending a lot, that's a lot of money. Yeah. Um, and that's baked into CAC. That's baked into the CAC. Yeah. Yeah.
Escúchalo en el minuto 1:26:16
Estrategia de contenidosCon contenido orgánico el algoritmo sirve tus piezas a la gente que de verdad quiere ese producto, así que te ahorras adivinar cuál es el lookalike perfecto. Y a cambio te construye una audiencia de retargeting enorme: puedes gastar lo mismo que hoy pero todo en tráfico templado, alimentado por mil millones de impresiones al mes de contenido.
of funnel component. Um, I feel like, I feel like the content is the ultimate is the ultimate top of funnel because it's the, the, you know, you can harness the algorithm finding all those people because it'll serve the, your meat stuff to the people who really want meat. Yeah. And you don't have to figure out what the perfect look like audience is. Like they'll do that. Yeah. Right. And then, then you have this massive retargeting audience where you can spend the amount of money you're spending now, but it's all warm traffic because you're getting a billion impressions a month on, uh, on all…
Escúchalo en el minuto 1:31:36
Dejar elegir el contenido a precio fijo desalinea el margen con el cliente
Oferta y precioEl modelo actual cobra 169 dólares por elegir seis productos, y eso lo llama un desastre inflacionario: si el cliente llena la caja de ribeyes el margen cae muy por debajo del 30 por ciento, y si la llena con cortes baratos se dispara muy por encima. Es el punto donde la empresa deja de estar alineada con su cliente y quieren cambiarlo.
challenges that we have as a business is that, uh, at least currently, so we're looking at pricing model change currently you pay $169 and you choose six items in the box. Okay. And so it's kind of an inflationary disaster because the prices of meat fluctuate all the time. Right. So if you stack it with ribeyes, you're way less than a 30% gross margin. If you stack it with really cheap stuff, you're way more than a 30% gross margin. That's an area where, um, I feel like we're in like, not in alignment with our customer. So I want to change that over time. Yeah. Uh, but yeah,
Escúchalo en el minuto 44:17
Externalizaron compra de medios y creativo porque dentro no iban lo bastante rápido
Canales de adquisiciónButcherBox ha ido y venido entre agencia e in-house, y hoy tiene fuera tanto la compra como la producción del creativo: solo le da pautas a la agencia. El motivo fue la velocidad, porque el creativo hay que cambiarlo todo el tiempo y dentro se convertía en reunión tras reunión obsesionándose con cada pieza.
media buyers who does the creative? Uh, they do as well. They do the creative. Yeah, we do. We do some, we give them guidelines, but there you do it. The reason why was we weren't moving fast enough. Um, so it had, as you said, yeah, it become a game of it's like an armchair. So you got to like be changing your creative all the time. And we, um, we noticed that there were multiple, meetings to like talk about and obsess about all these things. It's like, we, this, isn't going to work. We can't do this. So we, you know, we've made a hard pivot. Um, I imagine
Escúchalo en el minuto 1:25:43
La agencia que te sirve a un tamaño no te sirve al siguiente
Canales de adquisiciónHay agencias que funcionan bien con cuentas pequeñas y otras que funcionan con cuentas grandes. ButcherBox no ha conseguido crecer con una sola: han tenido varias en distintos momentos, siempre una a la vez, cambiando al pasar de escalón.
Um, have you, have you had multiple different agencies over time or is it? We have, I mean, there's certain agencies that work well at a smaller size and certain ones that work at a bigger size. Uh, we have, we haven't been able to grow with like one agency. Okay. Um, that had multiple, at, different times, uh, where we've, we have one right now. It's not like you have
Escúchalo en el minuto 1:26:31
Facebook sirve para retargeting; el problema es alimentar 12.000 a 15.000 personas al mes
Canales de adquisiciónFacebook funciona muy bien para retargetizar a quien ya visitó la web, pero para la parte alta del embudo, exponer la marca ante ojos nuevos, cuesta bastante más. Para sostener el crecimiento ButcherBox necesita como mínimo entre 12.000 y 15.000 personas nuevas al mes, y conseguir esa conciencia de marca ha sido su mayor dificultad.
I think there's been a lot of conversation about this on Twitter recently around like, um, Facebook is great for retargeting. Somebody comes to your website. Great. Um, top of the funnel, a little bit harder, top of the funnel, meaning like you're, you're exposing your brand into new eyeballs. Um, that's where I think, you know, in order to grow from, to just continue the growth, whatever we have to do, we have to have 12 to 15,000 people a month. Like at least, um, we just need a lot more top of the funnel awareness. And one of the challenges I've had is, uh, driving top of the funnel…
Escúchalo en el minuto 1:29:08
La categoría con que te describes decide si te dicen que sí
Marca y posicionamientoPresentado como sitio de listados de carpinteros, los fondos les decían que no. Al describir el mismo producto como el marketplace que se para en medio de la transacción a medida, en 2011 todos quisieron reunirse y levantaron 1,9 millones. Cambió la etiqueta de categoría, no el producto.
this function, this function where somebody could post a project and makers could see them coming in and then they could bid on them. And I was like, pull up the job board. And this thing was like live action. We wanted to make it exciting. And there are like these jobs rolling in custom coffee table, custom. And I was like, all we have to do is stand in between these transactions and we'll be the largest marketplace for custom stuff. Yeah. It was 2011. As soon as I said the word marketplace, everyone wanted to interview. Of course we went from no, to like marketplace. You could be the next…
Escúchalo en el minuto 4:24
Canales de adquisiciónEstudiaron qué campañas conseguían el sello Kickstarter verified y vieron que dependía en parte del impulso temprano de ventas, así que trabajaron para tenerlo. Pedían 25 mil dólares, vendieron 40 mil el primer día, ganaron el sello y terminaron en 210 mil dólares y 1.100 cajas: con el sello la plataforma empuja la campaña a toda su audiencia y ya no le pides solo a tus conocidos.
badge, like if, if it would be like Kickstarter verified. And so what we did is we watched, uh, these campaigns at, to see like which campaigns got the verified badge and then tried to reverse engineer, like, how did they get the verified badge? And it was one part early momentum, you know, sales coming in. I tried to reach out to all the founders and be like, Oh, we're doing this thing. It did whatever it took. Um, and so we went out to raise 25,000 in pre or in sales. Pre-seed. Right. Yeah. Right. And, uh, we ended up raising, we ended up selling 40,000 in boxes in the first day. Oh geez…
Escúchalo en el minuto 22:57
La agencia no rueda nada: el banco de b-roll lo pone la marca
Estrategia de contenidosAunque la agencia lleve compra y creativo, no va a las granjas ni graba material nuevo. ButcherBox ya tiene todo ese b-roll y ese contenido en casa, y produce algunas piezas internamente; la agencia monta los anuncios sobre ese banco de material.
one agency that runs all of it. They're doing, I can't believe they do it. They're doing really everything. So how like they're going out. We do some stuff internally. Yeah. But they're going to like, so they're like going to farms and capturing stuff. No, we have all that B roll. So they're not, they're not really taking any, they're not going all the way shooting. We have all that content. Um, and, uh, yeah, I mean, I think, um, Facebook has been a wild
Escúchalo en el minuto 1:28:20
Estrategia y decisiones de negocioDespués de que un inversionista auditara la tecnología, en un año fue despidiendo por presión al equipo técnico, luego al de producto y luego al de marketing: toda la gente que había construido la empresa. Quedó con puros recién contratados que no encajaban con una cultura cuyos valores nunca había escrito.
immediately we're like, we have the wrong tech team. Our investors were like, you have the wrong tech team. You have to get rid of them. So we got rid of our tech team. And then it was like, you have the wrong product people. And then you have to get rid of the product people. You have the wrong marketing people. And what ended up happening over the course of about a year is I took all of the people who helped me build this company to help, help me like hack through the jungle to get to like the road. And we fired all that. And I was one does as right. And I was left with a company of new…
Escúchalo en el minuto 7:30
El cuello de botella de los anuncios es la potencia creativa, no la audiencia
Canales de adquisiciónLa restricción real al escalar publicidad no es el tamaño del mercado ni el solapamiento de audiencias, sino la potencia creativa, el ancho de banda mental, la atención y la habilidad del equipo. Por eso sumar equipos que producen creativo compensa aunque compitan por la misma gente.
access besides like pixel traffic. And so they can make their own lookalikes off of whatever they think is going to, going to convert. And if there's some overlap, there's probably overlap with a 10 other thousand companies that are also advertising. And so it's more, cause I think the deficit, like the, the constraint is more of the creative power and mental and mental bandwidth and attention and skill than, um, than really anything else. And so like what, like one team, and you probably
Escúchalo en el minuto 1:27:17
El capital de riesgo cobra por desplegar dinero, no por tu rentabilidad
Estrategia y decisiones de negocioLos fondos cobran una comisión de administración cuando ponen el dinero en la calle, así que todos en la mesa tienen el incentivo de meter la mayor cantidad posible. Por eso la pregunta real de una ronda no es cuánto vale tu empresa, sino cuánto dinero puedes gastar en los próximos 18 a 24 meses, y conviene pelear por un número más grande.
they want you to spend the money as fast as possible. And the thing, the thing that they don't talk about with venture is venture capitalists get paid when they put money out on the street, they take a management fee. And so, um, they have, everyone around the table has the incentive to like put as much money as humanly possible into these deals. And so you really, when you go, like people are like, how do I figure out what my valuation is? It's like, no, Just tell them how much money you can spend over the next 18 to 24 months. And just argue for a bigger number. We're like, we can blow…
Escúchalo en el minuto 13:59
Un error de software se convirtió en la oferta insignia
Oferta y precioEl sistema quedó programado para meter tocino en toda primera caja, así que dos semanas después del lanzamiento descubrieron que le estaban mandando tocino gratis a todo el mundo. Como no podían apagarlo, el encargado de marketing propuso convertirlo en la promesa pública de suscríbete y recibe tocino gratis, y esa terminó siendo la oferta por la que se conoce a la marca.
like on the first day. Yeah. And what happened was, um, we had a little tech issue. So when those new subscribers signed up, uh, they got free bacon in their first box because we built the tech to be like, bacon's going in every first box. And two weeks in, I get a call from the tech guys. They're like, we have a really bad problem on our hands. I was like, what, what's going on? And they're like, we've been sending bacon to everybody. And I was like, oh my God, this is dad. And then, uh, my marketing guy was like, why don't we just tell people sign up and get free bacon? Yeah. And it was…
Escúchalo en el minuto 31:37
El miedo a regalar contenido no se cumple porque casi nadie entra al área de miembros
Retención y relación con el clienteEn todo negocio de medios con membresías existe el miedo de que regalar demasiado gratis moleste a quienes pagan. Por experiencia propia Hormozi dice que no ocurre, y la primera razón es brutalmente simple: prácticamente nadie inicia sesión en nada.
And, um, there's always this big fear in anything media related, especially if you have memberships and things behind paywalls that what if I give away too much for free that I upset my paid customers. But I, I, in my experience, it hasn't been the case at all. One, cause basically no one logs into anything. Um, it's big, you know, big, you know, big point number one. Um, but secondarily that
Escúchalo en el minuto 1:21:37
El reparto de canales a los 550 millones: 30 referidos, 30 Meta
Canales de adquisiciónHoy la adquisición se apoya sobre todo en referidos y en Meta: alrededor del 30 por ciento viene de referidos, otro 30 por ciento de Meta, un 20 por ciento de orgánico, afiliados y los demás canales, y los influencers aportan cerca del 10 por ciento.
that has, that majorly contributes to that? Yeah. So, uh, right now we're, we're heavily on referral and heavily on meta. Those are like the two areas. So ads and referrals, like meta ads and referrals. Um, what's the split? Uh, we're like, um, 30% referral. Okay. Uh, and then I don't know what meta is because it's, you know, there's also organic and Google and whatnot. Uh, say 30% meta and 20% organic affiliate, all the other channels. Yeah. Influencers are 10 or whatever it is. Yeah. Um,
Escúchalo en el minuto 1:13:41
Marca y posicionamientoButcherBox probó bastantes iniciativas de marca de top of funnel y no funcionaron. La compra del negocio de medios es precisamente la apuesta para resolver ese problema y difundir lo que hacen y cómo quieren cambiar la industria.
acquisition. That's why I like, yeah, that was like brilliant. Yeah. Um, so we've, done other things like we've, tried to do a lot of like brand top of the funnel stuff that has not worked for, I'm hopeful on the media thing. Um, but really we're trying to like get the word out about what we're doing. We're trying to change the industry. Um, but the, uh, yeah,
Escúchalo en el minuto 1:29:47
Cuatro agencias a la vez sobre la misma cuenta
Canales de adquisiciónUn conocido de Hormozi con una empresa muy grande tenía cuatro agencias trabajando en paralelo, todas volcadas al cien por cien. Su argumento contra el solapamiento: hay 300 millones de estadounidenses, ninguna agencia recibe más que el tráfico del píxel para armar sus propios lookalikes, y si se pisan es el mismo solape que ya tienen con otras diez mil empresas que también anuncian.
four running for you. Yeah. Got it. Okay. Um, and cause I had a buddy who had a really big company and he had four different agencies working at the same time. And he was like, yeah, the world's big. All I need all of them just fully focused. And I was like, are you worried about like, you know, like, well, yeah. And it's, and that was the kind of the response was just like, well, there's 300 million Americans. Yeah. Like I'm not giving them, no one's getting any other access besides like pixel traffic. And so they can make their own lookalikes off of whatever they think is going to, going to…
Escúchalo en el minuto 1:26:52
No tener la opción mental de rendirse cambia cómo enfrentas los problemas
Estrategia y decisiones de negocioHormozi atribuye buena parte del éxito de ButcherBox a que su fundador nunca tuvo en la cabeza la opción de tirar del paracaídas. Lo compara con un matrimonio: si el divorcio está disponible como opción, quizá ni tengas la conversación difícil; si no lo está, la premisa desde la que abordas cada problema es «o me muero o seguimos, y sigo vivo, así que los resolvemos de uno en uno».
this is me just saying from outside perspective, I think a big part of the success has also been that like, you haven't had a mental option for pulling the ripcord, you know? Um, and so when problems come, it's like, well, we're not, I'm not going anywhere. So you just kind of take it one bite at a time, you know? And I think that when you, when it's almost like, um, in a marriage, if you like, if divorce is an option in your mind, then maybe you don't feel like having the conversation. It's like, you're like, you know what? Screw this. Right. Um, but if it's just never an option and you just…
Escúchalo en el minuto 1:30:45
Facebook o funciona muy bien o no funciona nada, y ahora todos copian
Canales de adquisiciónLos últimos años en Facebook han sido salvajes para ButcherBox: el canal o rinde muy bien o no rinde en absoluto. Además han entrado competidores que los copian y anuncian directamente contra ellos, lo que obliga a argumentar por qué son mejores que los demás en vez de limitarse a vender la categoría.
We have all that content. Um, and, uh, yeah, I mean, I think, um, Facebook has been a wild place for the past few years. It's like either working really well or not working at all. We've also had more competitors come into our space. You know, everyone's copying us, everyone's advertising against us, which I think is a good thing, but it's like, here's why we're better than butcher others, you know, and it's, it's, uh, it's a different world. Um, and you know,
Escúchalo en el minuto 1:28:39
El cliente evalúa el valor del mes entero, no de qué lado del paywall vino el contenido
Retención y relación con el clienteEl cerebro humano distingue muy mal si el contenido que consumió estaba detrás del muro de pago o no. El cliente se aleja y se pregunta si ButcherBox le ha dado 129 dólares de valor este mes, y piensa en la comida que cocinó, venga la receta del área de miembros, de una publicación abierta o de un programa de cocina ajeno a la marca.
I think the human brain has a very hard time, uh, uh, attributing whether the content they watched was behind a paywall or not behind a paywall. I think we zoom out and say, has butcher box provided $129 of value to me this month. And you think about the one meal that you cooked, whether from a recipe that you found, whether it was your recipe that was behind a paywall and not in behind a paywall, or just that they saw on a cooking show and used her
Escúchalo en el minuto 1:22:00
Marca y posicionamientoCitando un libro sobre cómo crecen las marcas, la publicidad masiva tipo vallas se lanzó para conseguir clientes nuevos, pero lo que de verdad movió fueron los pedidos repetidos. El paralelo es directo: sacar contenido público recuerda a los clientes actuales que tienen que comerse la carne que ya compraron.
to see if they're inspired enough to buy. Love it. Just love it. Yeah. There's a, there's a book called how brands market and what they've, what they found was they put up all these ads, like billboards and stuff trying to get new customers, but they found that it actually drove more repeat orders. Um, and so that's similar. Like if we, if we put out content to the, they'll be reminded to eat
Escúchalo en el minuto 1:24:18
ButcherBox compró un negocio de medios de cocina y ya lanzó una línea de especias con él
Canales de adquisiciónLa adquisición del negocio de medios se cerró en junio del año anterior, así que todavía es reciente. Desde entonces han lanzado con ellos una línea de especias y producido bastante contenido social, pero reconocen que hacerlo más público probablemente sería lo mejor.
think that like, I'm really excited to see what you do with it. How long ago was the acquisition? Uh, we bought it in June of last year. So, okay. So it's really, it's still pretty easy. Yeah. Uh, we just launched a spice line with them. We've done a bunch of, uh, social content. Um, but yeah, I think, um, you know, making more of it public would probably be a good thing. Yeah. I think it'd be
Escúchalo en el minuto 1:24:47
La ley de la raíz cuadrada: la raíz de tu plantilla crea la mitad del valor
Estrategia y decisiones de negocioHormozi cita una ley que atribuye a Tom Bilyeu: la raíz cuadrada de los empleados de una empresa genera el 50 por ciento de la creación de valor, o sea que con cien empleados son diez personas las que producen la mitad. De ahí el atractivo de contratar varias agencias a la vez: te llevas a las cuatro personas realmente buenas de cada una.
um, there's this law, I can't remember what it is. Tom Billy talked about it, but he basically the square root of every company does 50% of the value creation. So it's like, if you have a hundred employees, 10 people will do 50% of the value creation. Yeah. And I, I like, I thought about it. I was like, that sounds about right. Um, in terms of like, where's the, the contribution towards revenue and all that kind of stuff. And so when you think about that from, from the, from the agency owner perspective, it's like, I'm getting these four really good people from this agency on my stuff, but I…
Escúchalo en el minuto 1:27:46
Estrategia de contenidosSi la experiencia de consumo viene preenmarcada con recetas y contenido de cocina, el cliente queda coloreado como un tipo de cliente distinto. No es lo mismo pensar «compro carne buena a buen precio y encima me regalan tocino» que llegar al producto a través de una receta que ya querías cocinar.
it's almost like it, it like colors them a different type of customer because their consumption experience was pre-framed with recipes versus I'm going to buy meat because this is good quality meat and it's a good deal. And I'm getting free bacon. Um, just, this is me just, I'm totally
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