Marketero · Entrevistas
How I built a 1.2M follower audience in 6 months
40 ideas de marketing sacadas de «How I built a 1.2M follower audience in 6 months», de Alex Hormozi. Sobre todo de conversión, estrategia de contenidos y…
- 40 ideas despiezadas
- Fuente Alex Hormozi
- Dura 1 h 08 min
- Publicada en 2022
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Decir cómo lo hice yo en vez de cómo tienes que hacerlo tú
Mensaje y copywritingAbrir el mensaje con cómo construí una empresa de 13 millones al mes, no con cómo puedes construir una de cien millones. Nadie puede discutir tu experiencia, pero un deberías o un cómo hacer presume una autoridad que quizá no has ganado y genera rechazo. El cambio es mínimo en las palabras y enorme en el efecto.
is by saying listen I don't know this is just what I did and this is what worked for me this time. I hope it serves you. Versus this is what you need to do to get what I have or this is what you need to do in order to do X. It's the difference between how to to how I. So you start your message with how I built a 13 million dollar a month company. Not how you can build a hundred million dollar company. It's minor but it's huge. Right? It's kind of the difference. It's almost like the difference of
Escúchalo en el minuto 15:58
La regla de 100 acciones diarias de promoción
Canales de adquisiciónCien acciones primarias al día para dar a conocer el negocio: cien llamadas en frío, cien correos, cien mensajes directos, o cien dólares diarios de publicidad. Si la acción es contenido orgánico, cien a la semana. El problema deja de ser generar demanda y pasa a ser atenderla.
don't know what that is it's my like little shtick for if you do 100 primary actions a day to promote your business or make your products and services known you will get more business. Which means if you do 100 cold calls you do 100 cold emails you do 100 DMs whatever that is you do 100 of that primary action per day or if it's ad spend spend $100 a day whatever it is or you do 100 a week if it's actual organic content. I promise you you will have more business than you know what to deal with. Your problem will not be demand generation. It will be satisfying the demand that you have to
Escúchalo en el minuto 10:25
El guion de preguntas con el que miles de gimnasios cerraron cientos de millones
ConversiónEl guion es simple: por qué estás aquí, con qué has luchado en el pasado, por qué no funcionó, ahora que entiendo eso creo que encajas en nuestro programa, te lo cuento; X, Y y Z; tiene sentido? Entonces avanzamos. Ese guion se enseñó a miles de dueños de gimnasios y con él cerraron cientos de millones de dólares, porque cuanta más complejidad le metes al sistema, más fácil es que se rompa.
about the things that they're really struggling with. And you teach them to have a question-based conversation, which is, why are you here? What have you struggled with in the past? Why didn't that work? Okay. Now that I've understood those things, I think you might be a good fit for our program. Can I tell you about it? Yes. X, Y, and Z. Does that make sense? Cool. We can move forward. It doesn't have to be complicated, right? Like that simple sales script is what we taught thousands and thousands of gym owners and they closed millions and millions of hundreds of millions of dollars in sales…
Escúchalo en el minuto 44:53
ConversiónEl truco no es tener una llamada a la acción sino unas cinco variantes de cada una, hasta juntar treinta, e ir sembrándolas por el contenido para que suenen orgánicas. Duran cinco o diez segundos, no tres minutos: lo bastante cortas para que la gente las escuche y lo bastante distintas para que no aparezca la ceguera publicitaria.
nuance that made it work. Is that rather than just doing one do like five for each one of them. And then you've got like 30 of these that you can sprinkle in. And then they seem really organic. And because I I'm doing them really short. They're only like you know five or ten seconds. They don't they're not like these three minute long ads that everyone wants to kill themselves and just immediately skip ship until they get to the end of the ad. Right. And so it's like little call to actions that are small enough that people actually hear them and different enough that
Escúchalo en el minuto 5:23
Entrenar al vendedor sobre el prospecto, no sobre el producto
ConversiónEl error más común al entrenar vendedores es dedicar el tiempo a las funciones del producto y a los diferenciadores frente a la competencia, que el prospecto ni siquiera conoce. Hay que entrenarlos en el problema: por qué está aquí esta persona, qué le duele y cuáles son los líos habituales que sufre.
as specialized as humanly possible. And here's the key point that I think most people mess up in their sales training. They focus on the product, not the prospect. So the whole time they're trying to educate their team on the bells and the whistles and the things and the differentiators between them and the competition. Well, most of the time the other people who have on the phone don't even know the competition. Number one, number two, they don't even understand the features because they don't even understand the problem. And so what we should be talking about is why are you here? What…
Escúchalo en el minuto 41:01
Convertir el bloc de notas privado en tuits públicos
Estrategia de contenidosAntes se mandaba correos a sí mismo con cada idea que se le ocurría, un hilo interminable de él para él. Ahora vuelca ese mismo brain dump en Twitter: cuesta el mismo tiempo, pero lo que era una nota privada pasa a ser contenido público que además se puede medir.
try and come up with my content ideas. But what I discovered was I could use Twitter as my brain dump and take basically the same amount of time as I would to email myself with the context and whatnot but I could just do it on Twitter and then what would happen is what used to be a private you know communication became a public thing. So I was able to share something that otherwise wasn't
Escúchalo en el minuto 2:26
Estrategia y decisiones de negocioSi el plazo tácito del equipo es te lo paso el viernes, un proyecto con siete idas y vueltas tarda siete semanas. Declarando que el nuevo estándar es fin del día salvo que se diga otra cosa, ese mismo proyecto sale en una séptima parte del tiempo: lo que a alguien le cuesta dos meses, a otro le cuesta cuatro días.
this thing to me? They say cool I'll get you by end of week. Right? End of week that's the default. Everyone's okay with that. Right? But let's say because you want to become a master of wealth and you understand that time is huge is one of the is one of the biggest components of wealth. You then say no guys the new default is end of day for all activities unless stated otherwise. That becomes the new norm. And so let's say that this project that we had originally has seven back and forth interactions. They get something to you. It takes a week. You get them something back. It takes a week…
Escúchalo en el minuto 31:38
ConversiónCuando un vendedor se cae, todo el esfuerzo va a levantarle la convicción: darle testimonios y subir a clientes en vivo a contar cómo cambió su vida. Literalmente: oye Dan, te acuerdas de Johnny, al que le vendiste hace dos semanas, aquí está y su vida es otra. A partir de ahí Dan siente que el próximo al que llame es otro Johnny.
all of the effort goes towards raising their conviction, educating them on all of the things that we're doing to help our, our prospects succeed, giving them the testimonials, having live clients hop on and talk about how their life has changed saying, Hey Dan, remember how you sold Johnny two weeks ago? Well, here's Johnny and his life's totally different. Johnny, can you share your experience? All of a sudden, Dan now feels like the next guy he gets on the phone with is just like Johnny. And that is how you can fix someone's sales without even having to get into the nitty gritty.
Escúchalo en el minuto 46:19
Las tres preguntas que se necesitan para tomar la decisión
ConversiónCuando el prospecto no sabe cómo decidir, hay que enseñarle: son tres cosas. Crees que el producto va a resolver tu problema de la forma en que quieres resolverlo, sí o no? Quieres trabajar con nosotros, sí o no? Conoces a alguien o tienes acceso al dinero para empezar, sí o no? Si las tres son sí, la decisión ya está tomada; solo queda qué tarjeta usas.
great. Do you know what it takes to make the decision? And usually they'll say no. And you're like, great. There's three things that you need to figure out. One is, do you think the product is going to help you solve the problem that you have the way that you want it to be solved? Yes or no? Yes. Great. Do you want to work with me and or us? Yes or no? Great. Do you know someone or have access to the amount of money to get started? Yes or no? If they say yes, then you're like, great. We just made the decision. What card do you want to use? You have to help them make the decision. And if…
Escúchalo en el minuto 54:35
El modelo de cinco pasos con el que producen todo su contenido
Estrategia de contenidosEl proceso completo es: testear las ideas en Twitter, grabar en video solo lo que funcionó, añadirle llamadas a la acción que dirijan el tráfico donde uno quiera, adaptar cada pieza a la plataforma donde se publica y, por último, distribuir con mucho volumen.
make it contextual to the platform. And I think that's been helping. And so that's step four. So test on Twitter. Record. Shorts as short as long as long as. Add the call to actions to drive the action. Drive the action. Drive the action you're looking for. Drive the traffic wherever you want. Four is you contextualize the platform that you're distributing on. And then step five is to actually distribute it.
Escúchalo en el minuto 7:02
El podcast pasó de 20.000 a 400.000 descargas al mes por pedir reseñas
Estrategia de contenidosLo único grande que cambiaron fue empezar a decir en los episodios: si te gusta esto, deja una reseña y compártelo con un amigo. Las descargas mensuales pasaron de unas 20.000 a 400.000. Es la misma mecánica de llamadas a la acción que ya llevaba dentro su libro.
the game podcast if you didn't know we have a podcast has just grew from like 20,000 downloads a month to 400,000 downloads a month which is like insane. So you guys are awesome. I love you. I'm glad that it's providing value. But the biggest thing that we did to get the growth was literally just saying like hey if you like this like leave a review and share a friend. Share a friend. Share a friend. And so we started doing that and then that's when everything just blew up which makes sense because like the book for
Escúchalo en el minuto 3:41
De 7 a 80 publicaciones semanales: el crecimiento se multiplicó por diez
Estrategia de contenidosPasaron de siete publicaciones a la semana (tres videos de YouTube, tres podcasts y un post de Instagram) a ochenta entre todas las plataformas. No se multiplicó por diez el alcance por pieza sino la tasa de crecimiento: los primeros 180.000 seguidores costaron doce meses y llegar a 1,2 millones tomó seis.
And so what ended up happening is we went from posting seven times a week which was three YouTube videos a week which three podcasts a week and one Instagram post. That was all I was doing. And we went from seven times a week to 80 times a week across all platforms. And so it was a 10x increase in content. But here's what's interesting. We didn't get a 10x increase in quantity. We got a 10x increase in growth rate. So the actual net result went from 180,000 which had taken us 12 months to build to getting to 1.2 million in six months of building. And so the rate of growth 10x. And so…
Escúchalo en el minuto 7:55
Estrategia de contenidosDe todo lo publicado en Twitter se mira cuál tuvo mejor engagement y solo eso se graba. Los hilos se convierten en videos largos y los tuits cortos en shorts.
and whatnot. And so from those we see the best performing content and then that is what I then use to create to basically record videos off of. So tweets turn into videos. The threads turn into long videos. The short tweets turn into shorts. And then that becomes from there we record those things.
Escúchalo en el minuto 3:06
Adaptar miniatura y texto a cada plataforma antes de publicar
Estrategia de contenidosEl mismo video corto sale en TikTok, YouTube Shorts e Instagram, pero con miniatura y texto propios de cada plataforma. Republicar el archivo con la marca de agua de TikTok y el mismo pie de foto se nota: la gente percibe que no hiciste ese esfuerzo extra.
that short TikTok I have a YouTube shorts version and I have an Instagram version. And the thumbnail and the text are contextual to the platform. And so you guys have probably seen people who like take a TikTok and then just like post it the same thing with the TikTok watermark on Instagram. Or they take the same TikTok watermark and they put it on YouTube shorts and they have the same like caption and whatnot around it and same thumbnail. I think that people feel that like you didn't take that extra little bit. And this could be me judging. I don't know. I'm just sharing what worked for us…
Escúchalo en el minuto 6:31
Que lo gratuito tuyo sea mejor que lo que cobra la competencia
Estrategia de contenidosEn vez de concluir que el contenido no funciona y bajar cada vez más la calidad, dar la vuelta a la pregunta: qué pasaría si lo que regalo fuera más valioso que lo que mis competidores cobran. Eso significa regalar de verdad las listas de comprobación, las plantillas, los recursos visuales, los videos y las formaciones a fondo que uno metería en un curso de pago.
You say content doesn't work. And so you keep putting out shittier and shittier content because you keep saying that it doesn't work. I think if you can flip the script and say hey what if I made all of the stuff that I have that's free more valuable than what my competitors are currently charging for? What if I make my free stuff better than their paid stuff? And if you really truly try and do that. Not just like say that but live that. Look at think about all the deliverables that happen. Think about all the the checklist and the and the and the cheat sheets and the visuals and the videos…
Escúchalo en el minuto 27:02
Repartió 300 flyers y concluyó que el canal no servía
Canales de adquisiciónSu mentor no testeaba con menos de 5.000 flyers y, una vez encontrado un ganador, repartía 5.000 al día: 150.000 al mes frente a los 300 que él había repartido en total. Confundió un problema de ejecución con un problema de estrategia.
nicely and get him off the phone. And he's like well what was your test size? I was like what do you mean? He was like well how many did you put out? I was like oh I put 300 out. He's like 300? Well yeah. It's like dude I don't even test for less than 5,000 flyers. I was like oh well that explains it. He's like and then we do 5,000 a day once we have a winner. It's like oh. And so that wasn't even like 2x or 5x or 10x. It was 20x. And that was a per day not in total. So if you did at the end of that month you would have put up 150,000 flyers and I put up 300. And so I'm looking at the…
Escúchalo en el minuto 9:31
Los tres trabajos de un equipo de ventas: reclutar, entrenar y gestionar
ConversiónUn equipo de ventas se construye con tres piezas y en este orden: primero reclutar a la gente correcta, luego entrenarla alrededor del prospecto y no del producto, y por último gestionarla apuntando a una sola variable, la convicción.
we're training, so first we recruit the right people, we pick right, right? So the championships are won in the draft, right? Not in the off season. Number two is that we train around the prospect, not the product. And number three is that we manage around the values of the team and the headspace, and we manage towards one key thing, which is conviction. Because if you have somebody who's
Escúchalo en el minuto 42:13
ConversiónEl prospecto empieza siempre por la excusa más liviana, la más fácil de soltar: no tengo tiempo, no tengo dinero, no me encaja. Un círculo más adentro están las otras personas (la pareja, los hijos, los empleados) y en el centro está la evasión pura: lo tengo que pensar. Hay que pelar la cebolla de fuera hacia dentro, y una objeción de circunstancias puede esconder dos niveles más debajo.
time. So, so big picture, you have these big concentric circles from the outside. People will start with the lightest bullshit because it's the easiest thing to cast your power to. I don't have time. I'm too busy. I don't have the money. You know, this doesn't sound like a perfect fit for me. Those are the easy things, right? And we go one, one step closer to that, which is then is other people, right? And then we say, Hey, it's about asking for support or permission,
Escúchalo en el minuto 56:35
Ante el tengo que consultarlo: estás pidiendo permiso cuando deberías pedir apoyo
ConversiónCuando el prospecto dice que no puede decidir por su pareja, la pregunta es: si adelantamos el reloj dos años, a quién vas a culpar de la vida que tengas, a ti o a la persona a la que le diste el poder? Evidentemente a ella, y eso no es justo para la relación. El reencuadre es que está pidiendo permiso cuando debería estar pidiendo apoyo.
make this decision. And there's a fundamental flaw in this. And the big flaw is this, is that if we fast forward the clock two years, who are you going to blame for the life that you have? Yourself or the person that you're giving all the power to? Of course, them. And that's not fair to the relationship that you're going to have. And so what you're doing is you're asking for permission when you should be asking for support. Real talk. And so the thing is, is obviously there's
Escúchalo en el minuto 50:39
Regalar los secretos y cobrar por la implementación
Oferta y precioSe puede publicar todo lo que uno sabe sin miedo, porque el valor real del servicio no está en la información sino en la implementación, en la exigencia de cuentas, en resolver los problemas que aparecen y en la perspectiva desde la que se enfoca el problema. Guardar el material tras un muro es legítimo, pero no es ahí donde está el valor.
this at least a belief that I have which is give away the secrets sell the implementation. And so a lot of people have info behind walls and that's fine. I'm not saying there's anything wrong with that. But the real value add for the service is the implementation the accountability the troubleshooting and the perspective from which to solve the problem. So I'll give you an example. So let's say you want to get
Escúchalo en el minuto 23:08
La gente compra por el valor que ya recibió, no por el prometido
ConversiónLas decisiones de compra se toman sobre el valor que la persona ya recibió gratis, no sobre el que se le promete. Por eso funciona la reciprocidad: si alguien recibe mucho, siente casi físicamente que debe devolver algo, y esa es una de las fuerzas persuasivas más potentes que existen.
consumes it. Which one do you think you're gonna make more money on. People make their purchasing decisions based on the value they've already received not the value that they're going to receive. Like it's a really big point that took me way too long to learn. One of the strongest persuasive powers in existence is reciprocity. If people get something they feel almost like it's like sick to their stomach they have to give something back. Right. It's just
Escúchalo en el minuto 24:33
Cuando el valor entregado iguala al precio, se acaba la relación
Oferta y precioEn el escalón de cien mil dólares mucha gente entrega justo cien mil de valor: cierra la brecha entre precio y valor y se queda con un cliente satisfecho en vez de un fan, y ahí termina la relación. Tener siempre más demanda de la que se puede atender depende de entregar bastante más de lo que se cobra, no un poco más.
hundred thousand dollar thing. And this is the part where people fuck up. Is that at the hundred thousand dollar thing they get a hundred thousand dollars of value. And then what they have done is now they have now completely squeezed the price to value discrepancy. And what they have is not a a raving customer but a satisfied customer. And then that is where the customer relationship ends. And so the idea of being able consistently and always have more demand than you can fulfill is predicated or is based on the ability to always provide not just a little bit more
Escúchalo en el minuto 25:57
Describir el dolor con precisión compra la credibilidad de todo lo que digas después
Mensaje y copywritingCuanto más exacto seas describiendo el dolor que alguien está viviendo, más entras en la conversación que esa persona ya tiene en su cabeza, y más creerá lo que digas a continuación. Si describes su situación a la perfección, no hace falta explicar el producto: asume que si entiendes tan bien el problema, la solución funcionará.
that the prospect is suffering from? Because at the end of the day, the more accurately you can depict the pain someone is experiencing, the more you can enter the internal conversation and dialogue that's happening in their mind, the more they will believe whatever you have next. And so if I can perfectly describe what your situation is right now, just imagine that I was able to describe your life and the things that you suffer from right now perfectly. If I said, if I just described it all to you, you'd be like, geez, it's like this guy like knows everything. I'd be like, and that's why I…
Escúchalo en el minuto 41:28
La diferencia de volumen no es 2x, son órdenes de magnitud
Estrategia y decisiones de negocioUn seguidor le escribió orgulloso de haber llegado a cien contactos en ocho semanas, cuando la regla de 100 pedía unos 56.000 en ese plazo. La distancia entre un resultado normal y uno extraordinario no son dos o tres veces más esfuerzo, sino 100x o 300x.
literally message me and said hey I've been doing the rule 100 I just crossed 100 I started eight weeks ago. I was like what do you mean you started eight weeks ago and you crossed 100? He was like well I mean I've done 100 you know reach outs over the last eight weeks. I was like bro. So seven times eight is 56 times 100 should have been 56,000 reach outs in that same period of time. And hopefully you're catching the drift here that it's not these like 2x 3x increases in volume. It's typically multiple orders of magnitude. It's not 10x it might be 100x or 300x in the case of the flyers or…
Escúchalo en el minuto 10:59
El objetivo de la venta no es que compren, es que decidan
ConversiónEl punto de una venta no es conseguir que el prospecto compre, sino que decida. Decidir viene del latín y significa literalmente cortar, así que la pregunta al prospecto es cuál futuro estamos cortando hoy: el que se parece a los sueños que persigue o el pasado del que intenta salir.
make a decision. And the objective of the sale, I'm going to say this, I'm going to just fucking inscribe this in everyone's hearts, is that the point of the sale is not to get them to buy. The point of the sale is to get them to decide. And so if you guys don't know, the definition of decide comes from Latin, which is decadere, which means to literally cut off. And so the question you ask the prospect is, that's what this word means. And so the question is, which future are we cutting off today? Are we cutting off the future that is more aligned with the dreams that you're trying to…
Escúchalo en el minuto 52:08
Quemarte dos veces: desactivar el mal recuerdo de un intento anterior
ConversiónCuando el prospecto dice que ya intentó algo parecido y no funcionó, la secuencia es: saliste con alguien en el colegio? Estás casado con esa persona? Juraste no volver a salir con nadie de ese género? No, porque eso sería dejar que esa mala experiencia te queme dos veces: una cuando la pagaste y no funcionó, y otra cuando te impide encontrar lo que buscas.
they've had past mistakes they've had. So a simple example is like, Hey, I did something like this in the past that didn't work. I'm afraid of the same thing happening again. Right? I call this the burn you twice, which is, Hey, did you ever date anybody in middle school? Yes. Are you married to them? No. Did you swear off the entire gender because you had a bad experience? No. Well, because if you did, then you'd be allowing that bad experience to burn you twice. Once when you paid for it and didn't have it work out. And second, when it prevented you from being the love of your life. And so…
Escúchalo en el minuto 53:08
Twitter y TikTok aguantan diez publicaciones al día; Instagram no
Canales de adquisiciónTwitter y TikTok funcionan como campo de pruebas rápido porque se puede publicar diez veces al día sin castigar la cuenta y las dos están hechas para compartir. En Instagram la audiencia se satura y con una publicación al día basta.
being utilized. And then the added benefit was Twitter and like TikTok I would say are similar in that they're very fast testing like you can post 10 times a day and it doesn't like hurt your account whereas you know Instagram people were like hey man I've seen enough of your stuff like one post a day is fine or whatever. And so on there you can post plenty of times and then you get to see the engagement because both of those platforms are very like viral ready. It's so easy to share
Escúchalo en el minuto 2:44
En ventas, elegir bien pesa más que entrenar
ConversiónEl rendimiento de un equipo de ventas se decide mucho más en la selección que en el entrenamiento. Llevar a alguien de un 2 a un 5 cuesta tres veces más tiempo que llevar a un 7 hasta un 9, así que conviene invertir el esfuerzo en fichar talento natural en vez de intentar corregir a quien no lo tiene.
let me just save you a lot of time. It comes down to much more of the picking than it does to the training, right? Cause it's much easier to take somebody who's naturally graded baseball and get them better than get somebody who has zero eye hand coordination and try and get them to become a pro. You can, it'll, it'll take you three times as much time to get someone from a two to a five than it takes someone to take a seven to a nine. All right. So number one is being able to spot your
Escúchalo en el minuto 40:37
Al escalar ventas, ficha a alguien que venda en un entorno igual al tuyo
ConversiónLo mejor es contratar un jefe de ventas que ya lo haya hecho antes; si no puedes, aprende a vender tú primero y recluta a alguien con historial, ética de trabajo, inteligencia y franqueza. Y que venga de un entorno de venta parecido: si haces venta transaccional de alto volumen busca a alguien de alto volumen, y si tu ciclo es largo y de empresa, busca un granjero, no un cazador.
So when scaling a sales team, best option is to hire an experienced sales manager who's done this before. If you can't do that, then you need to learn how to do the sale yourself, recruit someone who has the already ideally track record work ethic, intelligence candor to sell. And ideally in a selling environment that's similar to yours, if you're doing high volume transactional sales, then you want somebody who's done high volume transactional sales. If you're doing, you know, enterprise level sales, then you want somebody who's done a long sales cycle, who's probably more of a farmer than a…
Escúchalo en el minuto 45:39
Un lead es información que puedes apalancar para crear una transacción
Investigación de mercado y clienteSu definición de lead: información que puedes apalancar para crear una transacción. Un suscriptor de YouTube no es un lead; un seguidor de Instagram sí, porque puedes usar esa conversación para crear la transacción. Si el de YouTube comenta y le pides el teléfono, ahí sí tienes la información y ahí sí se convierte en lead.
lead? What makes it not a lead? I'll tell you the definition that I have in the book, which is information that you can leverage to create a transaction. That is a lead. So if I got a subscriber on YouTube, that is not a lead. If I get a follower on Instagram, that is a lead, right? Because I can leverage that conversation to create a transaction. Now you might say, well, the follower on YouTube would maybe buy something. Yes. But after something else happens, right? If they commented and I said, Hey, give me your number. Now I have the information to
Escúchalo en el minuto 1:05:33
Marca y posicionamientoEl coach de relaciones de 18 años o el experto en citas de 21 resultan ridículos porque no responden la pregunta tácita que toda audiencia se hace. Mucha gente no consigue crecimiento ni autoridad porque apoya la escalera en la pared equivocada: intenta construir algo que todavía no tiene derecho a presumir.
you gotten you know seen the 18 year old relationship coach who's on your newsfeed trying to sell coaching for relationships? Right? The dating expert that's 21 years old. Right? Have you guys seen this? Can I get like some hearts or some thumbs going if you guys have seen this? Right. It's ridiculous. Why is it ridiculous? Because there's an unspoken question that must always be answered in my opinion. Which is why should I listen to you? And so I think the common reason that people are not experiencing
Escúchalo en el minuto 13:06
ConversiónSi alguien fue bien reclutado y entrenado en los dolores del prospecto, la única razón por la que deja de vender es que perdió convicción: le llegó un mensaje, una queja, algo pasó. Se detecta porque estaba caliente y se enfrió; no olvidó vender, dejó de creer que está ayudando, y por eso se retira ante la primera objeción.
been recruited well, and they've been trained on the pains of the prospect, the only reason someone's not going to be able to sell is because they lack conviction. Something happened. They got a text, they got a call, somebody's complaining about something, and all of a sudden their conviction drops. And you can see this because if someone was hot and then goes cold, it's not because they don't know how to sell because they were hot. They already know how to sell. It's because they stop feeling motivated to close. And so when someone gives them the initial objection, they shrink away because…
Escúchalo en el minuto 42:36
Cierre por la razón: la excusa que te dan es la razón exacta para hacerlo
ConversiónUn cierre de uso casi universal: sea cual sea la razón que te den, respondes que ésa es precisamente la razón por la que deberían hacerlo. No tengo dinero para empezar el programa, ésa es exactamente la razón por la que necesitas este programa. No tengo tiempo, ésa es la razón. Funciona con cualquier objeción.
them for your sales team. Number one is called the reason close. And the reason close is whatever reason they give you, you say, that's the perfect reason you should do this. So if they're like, dude, I don't have the money to start the program. Like that's the exact reason you need to do this program. If they're like, I don't have the time to start the program. Like that's because like, this is the very reason you need to do the program, right? It doesn't matter what the thing is. You just say, that's the very reason you need to do this, right? So it's called the
Escúchalo en el minuto 57:36
ConversiónTomas el obstáculo que te ponen, sea tiempo o dinero, y preguntas: si eso no fuera un problema, lo harías? En cuanto dicen que sí ya tienes un sí hipotético, y lo único que queda es igualar en el mundo real las condiciones de ese sí. Luego les haces generar la respuesta a ellos: y cómo se vería tener ese tiempo?
happens with the hypothetical close, you basically take their object, their obstacle, and you just say, cool, if that obstacle didn't exist, would you do it? Because the thing is, is once they say yes, you got a hypothetical yes. So all we have to do is match the conditions of the hypothetical yes in the real world. And then we close the deal. And so those are two of the strongest, like multi-use closes that
Escúchalo en el minuto 59:47
La objeción de dinero no es de recursos, es de recursividad
ConversiónAnte el no tengo dinero, el argumento es que la diferencia entre alguien quebrado y un billonario que lo perdió todo y lo reconstruyó no son los recursos, es la recursividad: ambos partieron de cero. La pregunta que lo aterriza es concreta: si mañana necesitaras una cirugía de 50.000 dólares, cómo conseguirías el dinero?
The second for circumstances is money, which is not about money. It's not about resources, about resourcefulness. So what's the difference between somebody who's broke and a billionaire who lost everything and then builds it back again? Well, both people have ground zero at one point, but the difference is that one person is resourceful, the other person isn't. And so it's not about resources, about resourcefulness. So right now, if you are broke, every self-made billionaire who was broke, you were in the exact same position as them. So which means it's not an excuse, which means
Escúchalo en el minuto 48:07
Ninguno de los grandes referentes necesitó su audiencia para ganar dinero
Marca y posicionamientoAndy Frisella, Gary Vee, Patrick Bet-David o Ed Mylett no necesitaban los seguidores que tienen para ganar lo que ganan. Tienen autoridad para hablar de negocios por lo que ya hicieron antes, y ese es el orden correcto: primero el resultado, después la marca.
have the authority to presume. And so for example if you wanted to build a business brand. Right? If you look at the biggest influencers in the business space. So you look at Andy Frisella. You look at Gary V. You look at Patrick McDavid if you're a YouTuber. You look at you look at you look at Ed Milet. Right? You look at these guys. A really important question is how many of them needed the social media following they have in order to make the money they make? None. And so they have the authority to talk about business because of the shit they have already done. And so it's kind of like and…
Escúchalo en el minuto 13:45
ConversiónLa razón por la que alguien no compra no es que no quiera comprar: es que tiene miedo de cometer un error. Y ante ese miedo lo que hace es entregar su poder de decisión a otra cosa. Cerrar de forma ética consiste justamente en devolverle ese poder al prospecto.
shows you an ethical approach to closing, which is about giving the power to the prospect. Because the reason that people don't buy isn't because they don't want to buy, it's because they're afraid to make a mistake. And so what they do is they give their power away. And so there's three ways to give their power away from the outside end, they give it to their circumstances first. So that's time, that's
Escúchalo en el minuto 47:30
Todo contenido debe ser válido y útil, y de propina entretenido
Estrategia de contenidosEl filtro que usa para publicar cualquier cosa tiene dos requisitos y un extra. Válido significa que es correcto en un gran número de escenarios, idealmente en todos. Útil significa que si haces lo que dice consigues el resultado, aunque la explicación del porqué sea falsa. Decir que algunas cosas funcionan y otras no es cien por cien válido y cero útil.
two things, ideally three, but two that are requirements is that it must be valid and it must be useful. Valid means that it's correct in a large number of scenarios, ideally in all scenarios. That means it has a high degree of validity. Useful means that if I actually do this thing, I will get the desired end goal, even if the why is not true. But if I do these things, I get the end goal. And so I'll give you an example of both. So something that is valid,
Escúchalo en el minuto 1:03:33
Los tres rasgos de la gente ultra exitosa
Estrategia y decisiones de negocioUn estudio que cita encontró tres rasgos comunes: complejo de superioridad, es decir, creerse en algún sentido mejor y merecedor de más; una inseguridad enorme y miedo al fracaso, la sensación de que nunca darán la talla; y control de impulsos. El tercero es el que casi todos fallan, porque es lo que impide perseguir el siguiente objeto brillante.
they found that made people who were ultra successful and ultra successful. I wish I had the definition for what they defined as ultra successful, but we'll just leave it at that. They said they have a superiority complex and they think that they are in some way better than other people and deserve more than others. Number one. Number two, they have massive insecurity and fear of failure. They, they never think that they will measure up or be good enough. Interesting paradox. And then number three is they have impulse control. And so think about this from a bigger picture
Escúchalo en el minuto 35:01
Estrategia y decisiones de negocioEl fallo no es malo, es un requisito del éxito: si no estás fallando ahora mismo, no vas a llegar. El problema es la etiqueta que le pusimos de niños, que fallar significa ser un fracasado. Si hubiera siete pasos hacia el éxito y estuvieras en el cuarto no te sentirías mal, y el cuarto paso es justamente fallar: un intento, un aprendizaje y un paso más cerca.
failure and we were told that failure meant that we were a failure. And that's false because failure is a necessary part, is a requisite for success. And so here's the thing. This is something I can promise you. If you are not failing right now, you are not going to succeed. It is a requisite. It's a requirement for success. And so how do I feel not bad about failure? Well, if I told you that there was seven steps to success, let's just say, and you were on step four, would you feel bad? Of course not. But let's just say that step four is failing. All it is, is just unpacking the label
Escúchalo en el minuto 1:01:24
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