Marketero · Entrevistas
How I Scaled My Sales Team [Compensation, Recruiting & Training]
42 ideas de marketing sacadas de «How I Scaled My Sales Team [Compensation, Recruiting & Training]», de Alex Hormozi. Sobre todo de estrategia y…
- 42 ideas despiezadas
- Fuente Alex Hormozi
- Dura 1 h 09 min
- Publicada en 2022
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Un apretón de manos, no un traspaso: video personalizado al momento de cobrar
Retención y relación con el clienteEn cuanto pasa la tarjeta el cliente siente remordimiento, así que en vez de un traspaso a éxito del cliente montaron un apretón de manos: la siguiente persona graba de inmediato un video personalizado nombrando lo que el cliente dijo que quería lograr y anunciando la reunión del día siguiente. Eso refuerza la decisión y hace que la empresa se sienta legítima.
customer journey, we transitioned to having, instead of a handoff, it is a handshake between sales and customer success. And so the point here is that the moment they close, the moment the card goes through, they're going to have immediate remorse. And so our goal is to totally reinforce the decision, personalized video from the next person. Be like, Hey, just got off the phone with John. I hear it. And this is an important point from an operational standpoint. It's like, Hey, I heard
Escúchalo en el minuto 39:41
No hagas todo lo que hacen los mejores: haz lo que hacen todos ellos
Medición y experimentosDespués de la mesa redonda, reorganiza las notas y busca los puntos en común. La regla no es hacer todas las cosas que hacen los mejores, sino solo las que hacen todos. Su lista para reducir el churn tenía 180 ítems entre todos los participantes, y solo las cinco que hacían absolutamente todos entraron en la solución.
and this is the qualitative process, is that you write down everything that each of them says. Step 2 is that you reorganize the notes and find the common commonalities. And the point here is not to do all of the things they do, but to do the things that all of them do. And so a lot of like the list that I had for reducing churn was like 180 items between all the guys. But the one thing that the five things that all of them did is the only five that I took to make the solution.
Escúchalo en el minuto 55:02
Cuatro niveles por puesto con hitos cada ocho semanas
Estrategia y decisiones de negocioCada rol tiene cuatro escalones (junior, associate, el nombre a secas y senior) y se sube cumpliendo un hito objetivo: el primero son 50 citas asistidas, unas ocho semanas de trabajo, el siguiente 100, y así. El aumento de sueldo entre escalones es casi simbólico, de 50 a 55 dólares, pero funciona porque la gente ve estatus y una medida objetiva de su progreso.
And so what we did is that we created milestones, which are those qualifiers on the right, where if you hit a, an objective qualifier, you move up. And so if as a junior, it would probably be 50 showed appointments, which will take you about eight weeks. After that, it'd be a hundred. And then, and each one of these increases, and you'll know for your business, it might be a little different, but the point is that you want to pace it. So it's about eight weeks of production between each one. Now, each one of these gives them a bump in title and a bump in pay. The pay bump is virtually…
Escúchalo en el minuto 23:34
Proceso beta: mesa redonda con el 1% mejor de tus clientes
Medición y experimentosPide a los clientes sus problemas y deja que voten cuál les duele más. Coge el que afecta a más gente, corta por el 1% de mejor rendimiento (con 1.000 locales son 10 personas; mueve el corte hasta tener entre 10 y 20) y reúnelos en una mesa redonda. El intercambio es claro: ellos se llevan un mastermind extra gratis contigo y tú te llevas sus secretos por escrito.
You take the ones that are plaguing the most people. And then you say, hey, who here is doing really well with this? And then you draw a line. And ideally, depending on the client size, for us, we look at the top 1%. So we've got 1,000 locations. Top 1% is 10 people. So I want a group of 10 to 20 that are in the top echelon. So cut the percentage wherever you want to get 10 to 20. And then we do a round table. And so the benefit to them is that they get to kind of get a bonus
Escúchalo en el minuto 54:32
Presentar al closer en vivo por altavoz para que el prospecto no falte
ConversiónTardaron dos meses en resolver que los prospectos no llegaban a la llamada de cierre. Probaron mensajes a tres bandas y varias cosas más; lo que funcionó fue llamar al closer en vivo durante la llamada, con un diálogo guionado que el prospecto escucha por altavoz. El closer entra al Zoom solo a presentarse y crear afinidad, no a vender.
for 15 minutes. Guy hops into the zoom, makes the introduction. And the goal here is not to sell them. The goal is just to connect them and build rapport. That's all it is because we could not get the S and this took us like two months to figure out. We could not get the SDS to show for the close calls. Like those, the qualified appointments, we couldn't get them. They would set it, they wouldn't show up. And so we tried doing three-way texts. We tried, like we tried a bunch of things, but if you do the face-to-face where they hop on the call, then they're like, yeah, perfect. Well, I got to…
Escúchalo en el minuto 18:46
Valida la solución con el 10% peor durante 30 días y no intervengas
Medición y experimentosUna vez consolidada la solución, entrégasela al 10% inferior y a algunos clientes medios exactamente igual que a cualquier cliente, por el portal, sin ayudarles: si metes mano, contaminas el resultado. Les dices que la recorran y que se reporta a los 30 días, con una cadencia de una o dos veces por semana, y después mides los resultados.
And so once you have that, you consolidate the solution. And then you take the guys who are the bottom 10% and some middle guys. And you say, hey, I have now productized the solution and you deliver it the same way you would to your customers, which is through a portal and blah, You don't do anything actually, because if you did, then it would fuck up the results. You say, I need you to go through this and we're going to report back in 30 days, right? And you can have a cadence with them, once or twice a week, whatever. You then measure the results. Here's what's cool about this.
Escúchalo en el minuto 55:27
ConversiónCasi no entrenan objeciones de precio; entrenan la convicción, porque a quien hay que cerrar es al vendedor, no al prospecto. Cuando tenía gimnasios llenaba la agenda de citas de venta justo los días en que los clientes celebraban sus resultados, para que el equipo vendiera apestando a convicción. Y no es binario: la pregunta no es si tu equipo cree en el producto, sino cuánto.
We don't drill price stuff that much. We drill the sales team on their conviction. So has anyone here ever had like a client event and had all these people there and get testimonials and like your sales team was there yesterday? Right. Well, I'll bet you for the next couple of weeks, your closing percentage is going to be fucking sky high. I can tell you that when I had my brick and mortar gyms, I would do way out days, which is like when challenges and stuff would end and people would be losing weight and crying and all that stuff. I would stack as many sales appointments as I possibly could…
Escúchalo en el minuto 36:26
ConversiónCasi no entrenan objeciones de precio; entrenan la convicción, porque a quien hay que cerrar es al vendedor, no al prospecto. Cuando tenía gimnasios llenaba la agenda de citas de venta justo los días en que los clientes celebraban sus resultados, para que el equipo vendiera apestando a convicción. Y no es binario: la pregunta no es si tu equipo cree en el producto, sino cuánto.
We don't drill price stuff that much. We drill the sales team on their conviction. So has anyone here ever had like a client event and had all these people there and get testimonials and like your sales team was there yesterday? Right. Well, I'll bet you for the next couple of weeks, your closing percentage is going to be fucking sky high. I can tell you that when I had my brick and mortar gyms, I would do way out days, which is like when challenges and stuff would end and people would be losing weight and crying and all that stuff. I would stack as many sales appointments as I possibly could…
Escúchalo en el minuto 36:26
El guion de la llamada en frío: regalar, no vender
Mensaje y copywritingEl pitch del BDR es: estamos llamando gimnasios de la zona, sabemos que sufren con X, Y y Z; si los gimnasios no existen nuestra empresa no existe, así que queremos regalarte lo que le está funcionando a los demás, esto normalmente lo cobramos. Y cierra agendando la cita con el especialista para el día siguiente. En la primera llamada no se menciona lo que la empresa vende.
What it's about? So our, our whole pitch is basically like, Hey, we've been calling some gyms in the area. They've been struggling with X, Y, Z, you know, biggest concern one, two, and three. And so what we're doing is like, if gyms don't exist, our company doesn't exist. And so we'd like to just give you some of the stuff that's working well for them. Is that okay? This is from our private client thing, which normally we charge for, but we just want to help gyms out. Cool. Okay. So what I'll do is I'll set you up with an appointment with Sean tomorrow, and he'll run through each of these…
Escúchalo en el minuto 13:06
Cien llamadas, veinte que contestan, dos citas que asisten
Medición y experimentosLa matemática diaria de un BDR es 100 llamadas, 20% que contesta el teléfono y 1 o 2 citas que efectivamente asisten. Solo se les compensa por las citas que asisten, que es por eso que ese es el único número que el dueño se sabe de memoria. Al principio será una cita, no dos.
rates are going to be shit. All right. So from there, you'll get your a hundred dials. You'll get 20% to pick up. So it's a hundred to 20 from the 20. We will have two who schedule and show. I only know the two because that's the only thing we compensate them on. All right. And so the expectation is that they get two in the beginning. It'll be one. Yes. All right. A hundred to 20 to two. What's the
Escúchalo en el minuto 11:47
Al llegar arriba no te ascienden: ganas el derecho a ser ascendido
Estrategia y decisiones de negocioCuando alguien llega al último escalón de su puesto no obtiene el ascenso, obtiene la posibilidad de ser ascendido cuando se abra la vacante del nivel superior. El efecto secundario es que elimina las conversaciones de recursos humanos sobre sueldo: la respuesta siempre es este es el camino, está a la vista de todos.
I got another raise. Once they get to the top of this ladder, this is the key, key nuance. You don't get promoted. You get the ability to pre-promote. Yeah. This is when you get to here. Senior. Yeah. Yeah. Once you're a senior BDR, you now have the ability to be promoted. The benefit of this is it also eliminates all the HR conversations for, I want more money. We're like, here's the path. That's it. This is the career path. It also helps people become career salespeople for you. So if you have issues of
Escúchalo en el minuto 24:36
Sustituye tu cara con expertos por silo, nunca con un generalista
Marca y posicionamientoPara quitar la dependencia del fundador no pusieron a un generalista, porque un generalista te reemplaza entero: o creas otra cara que tampoco hace vendible el negocio, o creas a alguien que puede irse y convertirse en una amenaza. En su lugar formaron expertos aislados por especialidad, subject matter experts: uno de ventas, otro de nutrición de leads, otro de anuncios, otro de páginas.
So first thing is we edified customers into specialists. And the key nuance here is that we don't make generalists because generalists means they can replace you. And you actually either have the problem of having another face that's not yours, or you have the risk of that face walking, but either way, it's either a face that doesn't make it sellable, which is the same weakness, or you have a face that becomes a threat to the business, right? Either way, it's not good. And so we make siloed experts, which we call subject matter experts that specialize in a specific
Escúchalo en el minuto 52:59
El guion de cierre CLOSER se construye con preguntas, no con parlamentos
ConversiónTodos sus guiones de cierre siguen la secuencia CLOSER, siempre basada en preguntas: clarificar por qué vino, etiquetar y fijar lo que dijo, repasar el dolor pasado, vender las vacaciones (el resultado, no el programa), explicar y disolver las objeciones, y reforzar la decisión. Las preguntas sirven porque si el prospecto se va por las ramas, otra pregunta lo trae de vuelta.
There might be something you'd steal. Yeah. So we make sure that every script, uh, follows closure sequence. Um, it's always a question-based framework. So we like questions because people can just like say, get off into Jupiter and you just ask them another question that brings them back. Um, each of these is kind of a milestone along the path. So C is clarify why they're there.
Escúchalo en el minuto 29:21
Turnos de cuatro horas para los que llaman en frío
ConversiónLos BDRs trabajan solo cuatro horas al día en bloques de llamadas. El razonamiento del gerente de ventas: nadie es productivo ocho horas llamando en frío, si pagas ocho horas te dan cinco y media de llamadas, así que mejor paga cuatro y obtén tres y media. Además el turno corto atrae buenos vendedores que quieren un segundo trabajo.
calls a day. The way that we structure this is that they get four hours to work per day, all right? And we purposely set it up that way so that we can have good salespeople who want to moonlight. So they've got extra hours and they do call blocks. The other reason is because the sales manager that I hired to build this entire team, his experience was that people cannot be productive for eight hours straight cold calling. He said, if you give them eight hours of pay, he's like, they'll do five and a half hours of calls. He's like, so you might as well do four hours of pay and get three and a…
Escúchalo en el minuto 10:43
Dos dependencias que arreglar: tu cara en los anuncios y un único canal
Canales de adquisiciónTenían dos problemas distintos. El del nombre lo resolvieron metiendo poco a poco a otras personas en los anuncios hasta que solo salían ellas y él desapareció del inbound. El de la dependencia de un solo canal lo resolvieron montando el equipo de outbound para tener varias vías de entrada.
we slowly introduced other people in the ads until eventually it was just that in the ads, right? And then additionally, we obviously started the outbound team so that we had multiple channels. So there was like name was one issue, which we solved by getting me out of the inbound. And then channel dependence was the other issue, which we solved through outbound, right?
Escúchalo en el minuto 56:31
Manda algo una hora después de cerrar para matar el arrepentimiento
ConversiónUna hora después de firmar, el cliente recibe algo que le hace pensar «me siento bien con esta decisión». Ese refuerzo inmediato posterior a la venta reduce los arrepentimientos, las bajas de última hora y los pagos que se caen.
thing. And an hour later, I get this thing. I'm like, okay, this is cool. I feel good about this decision. And that's what we want them to think. I feel good about this decision. And we're like, great. And then it decreases the, cold feet and walkouts and backups.
Escúchalo en el minuto 40:31
Estrategia de contenidosLo que más les costó resolver fue conseguir que la gente asistiera a la segunda llamada, y la clave fue que el regalo se percibiera como valioso de verdad. Los lead magnets típicos no sirven. Si lo único valioso que tienes no es escalable, entrégalo de forma no escalable primero y luego busca cómo sistematizarlo.
We need to make sure that the thing that you were giving them, they truly perceive as valuable. And this is probably one of the biggest things that I can, that I can, if I can, this one took us longer to figure out is, and I don't think like lead magnets and stuff like that is valuable. Like it's got to be like, it has to be something that people really want in your space. So even if it's something that's unscalable, do it unscalable and then figure out a system to scale it. Once you get the, once you get the flow go, right? Cause in the beginning, you're gonna have
Escúchalo en el minuto 14:16
Estrategia de contenidosLo que más les costó resolver fue conseguir que la gente asistiera a la segunda llamada, y la clave fue que el regalo se percibiera como valioso de verdad. Los lead magnets típicos no sirven. Si lo único valioso que tienes no es escalable, entrégalo de forma no escalable primero y luego busca cómo sistematizarlo.
We need to make sure that the thing that you were giving them, they truly perceive as valuable. And this is probably one of the biggest things that I can, that I can, if I can, this one took us longer to figure out is, and I don't think like lead magnets and stuff like that is valuable. Like it's got to be like, it has to be something that people really want in your space. So even if it's something that's unscalable, do it unscalable and then figure out a system to scale it. Once you get the, once you get the flow go, right? Cause in the beginning, you're gonna have
Escúchalo en el minuto 14:16
El outbound solo cuadra con tickets de 15.000 dólares para arriba
Oferta y precioSi vas a montar outbound manual, tu ticket tiene que ser de al menos 15.000 dólares; por debajo de eso la unidad económica no da margen. En su caso lo más barato que venden son 20.000 dólares y el LTV es de 40.000.
20,000 is the cheapest thing we sell, which is a great point bill. So thank you for bringing this up. If you want to do outbound, your ticket has to be at least 15,000. Like the, unit economics don't really work. I guess they do. I just prefer to have lots of margin, but in theory, it should be 15,000, 15 K or more. Right. And so for us, our LTV is $40,000 at current right now
Escúchalo en el minuto 6:32
Iguala las condiciones: describe tu vida post-venta y móntala sin vender
Estrategia y decisiones de negocioSu amigo más cercano le preguntó qué problema estaba resolviendo con la venta: había empezado el proceso por dolor, pero ese dolor ya no existía. La propuesta fue igualar las condiciones, describir tácticamente cómo sería su vida después de vender y construir esa vida ahora, quedándose la empresa. Así el trabajo de CEO muy bien pagado se convierte en un activo vendible que además soporta deuda.
process, I was in a ton of pain. He was like, okay, are you paying now? And I was like, well, not really. He's like, well, what do you think is going to happen post-sale? He's like, it's, he's like, fuck the sale. He's like, match the conditions. He's like, what does your life look like after the sale tactically? Yeah. Is there a way that we can make your, life look this way before the sale and keep the damn thing? Yeah. And so then we started looking at it from, can we match the conditions? And so if you can do that, then you, we build the thing instead of a
Escúchalo en el minuto 51:13
El organigrama de ventas en árbol de navidad: BDR, SDS y closer
ConversiónEl equipo tiene tres roles apilados: BDRs que hacen el primer contacto en frío, SDS (sales development specialists) que califican y entregan el valor prometido, y BC (business consultants) que cierran. Cada nivel tiene la mitad de gente que el de abajo, así que el organigrama parece un árbol de navidad.
each of them. So we've got BDRs as level one level two, we've got SDS, which is sales development specialist. These guys qualify the leads and provide the value that the original person was promising. The third person is what we call BC. So business consultants, and these are the closers, right? We technically have a fourth for, we have another team that does all of our ascensions that sells the 40 K product, but this is, and it looks like a Christmas tree. If you were to look at the org chart like this, right? You got the base of BDRs who feed half as many SDSs, who then feed
Escúchalo en el minuto 9:08
Al closer nuevo se le dan diez oportunidades y dos semanas
ConversiónCuando ascienden a alguien a closer le dan dos semanas y diez oportunidades de cierre; si no cierra al menos una de esas diez, vuelve a su nivel anterior. El razonamiento tras haber escalado muchos equipos de ventas: hay mucha gente que arranca fuerte y se apaga, pero nunca ha visto a un crack que arranque frío y luego se vuelva bueno.
the bigs. And then they, and then it's, it's try or die. Like they've got two weeks to show us if they can close. If they can't close in two weeks, they drop back down. They get 10 deals. If everyone's curious, you get 10 deals to try. You don't close one out of 10, you're out. Realistically, you should close more, but their first 10, they got to close one. Yep. And the reasoning behind that is I've, run and trained and scaled a lot of sales teams. I have yet to find a killer who doesn't close in the first two weeks. Yeah. Not once. Yeah.
Escúchalo en el minuto 27:17
Medición y experimentosPagan 50 dólares al BDR por cada cita que asiste y cierran el 10% de esas citas, así que cada cliente cuesta unos 500 dólares en comisiones de BDR. Con un LTV de 40.000 dólares, el número funciona cómodo. Tratar el cold calling como si fuera el gasto publicitario permite compararlo con los anuncios.
And so for us, the cost, uh, to acquire a customer from an advertising, I'll use cold calling as the advertising here is they get, they get, uh, they get 50 bucks for every show. So it's $500. Right. So it's 500 bucks in, in BDRs per close, which for a $40,000 LTV is pretty cool. And so that
Escúchalo en el minuto 20:18
El outbound es previsible porque empieza en una constante: 100 llamadas
Canales de adquisiciónA diferencia de los anuncios, que suben y bajan según el día o según si la campaña pega, el outbound arranca de una constante que tú controlas: 100 llamadas. De ahí todo es fórmula: 100 llamadas dan unas 2 citas que se presentan, y de cada 5 de esas iteraciones sale 1 cierre.
doing a hundred, and the nice thing is that here's the cool thing without bound is that it's reliable ads. You've got some days you got more, some days you got less, maybe this campaign's hitting, maybe it's not outbound. It starts with a constant. You make a hundred calls. Yeah. And everything after that is, just formula, right? A hundred calls means, we should get two people to show two people show. We should get five of those iterations to get one deal and so forth. And so
Escúchalo en el minuto 41:10
Ficha como responsable de producto al cliente que quiere salir de su propio negocio
Retención y relación con el clienteCoge a los mejores clientes que quieren salir de su negocio y aman tu marca y proponles dedicarse todo el día a hablar del tema que les apasiona, ayudando a tus clientes. Pasan a ser el responsable de producto y sustituyen tu experiencia de producto, que es justo lo que ata el negocio al fundador.
the, the customer support, but like with special specialization beyond that, you take some of the better customers you have who want to exit their business and just love your brand. And you say, Hey, wouldn't it be cool if all you did was talk about this all day? And they're like, dude, this is all I want to talk about. I don't even like, I don't like dancing anymore. I want to talk about dance, right? And what if we just helped you just help our clients better. And then they become the head of product, right? Because if you think about the things that we're probably doing,
Escúchalo en el minuto 53:36
Para pasar del millón sueltas la entrega; para llegar a 10 dejas de vender tú
Estrategia y decisiones de negocioCada salto de facturación exige soltar algo concreto. Para pasar del millón hay que ceder la entrega y el éxito del cliente. Para ir de 1 a 10 millones hay que dejar de vender uno mismo: necesitas un equipo que venda por ti, lo que obliga a aprender a enseñar a vender, a reclutar vendedores, a gestionarlos y a mantenerlos rindiendo, que es una habilidad distinta de saber cerrar.
Yeah. To get past the million, you have to give up everything with fulfillment. So customer success, customer fulfillment, right? Yeah, exactly. Yeah. Life fulfillment. You have to give up your fulfillment. I mean, that's the, that's the, key part. You're also giving up. If you're going one to 10, you can't sell anymore, right? You need someone, you need a team of people who are selling on your behalf. So it's, you have to not only be able to sell, you have to teach people to sell. You have to know how to recruit salespeople. You have to know how to manage salespeople. You have to know how to…
Escúchalo en el minuto 1:06:17
No se atrae talento con el sueldo de entrada sino con el techo visible
Estrategia y decisiones de negocioUn BDR gana como máximo 40.000 dólares al año cumpliendo todas sus comisiones, y con eso no atraes a nadie bueno. Lo que atrae es que vean a los que ganan 200.000 arriba y sepan, por el camino de niveles publicado, que pueden llegar ahí en nueve a doce meses sin título universitario, porque los números no mienten.
important point. You probably heard what I said about the BDRs. They do not get paid very much. They don't. They're on target earnings. If they hit all the commissions is 40 grand. Yeah. Wow. Right. Now, how do you attract someone who can do this job well for $40,000? You don't. You attract them because they know that the guys who win the lottery make 200 grand a year. And they know because they have a clear career path in front of them that if they hit their metrics, they could get there in nine to 12 months. So I'm like, what job in the world can you go from zero to 200,000 a year in nine…
Escúchalo en el minuto 25:11
El outbound crece lineal, no exponencial: 1, 2, 4, 8, 12, 16 ventas al mes
Canales de adquisiciónSu canal de outbound hizo 1 venta el primer mes, 2 el segundo, 4 el tercero, luego 6 u 8, después 12 y 16. La curva es lineal, no exponencial, porque solo sube si sigues agregando personas al equipo. Quien espera un despegue exponencial abandona a los 90 días.
pipeline. Right. So we did two, we did four. The next month we did, I think it was six or eight. And then we jumped to 12 and then we jumped to 16 and then we jumped to, and you'll notice that this isn't a quadratic. So it's not exponential. What you will see there is that it's more linear in
Escúchalo en el minuto 6:05
Poner ex clientes en la llamada de valor para demostrar pericia
ConversiónEl puesto de SDS lo llenan casi exclusivamente con ex clientes. Su única obligación es entregar de verdad lo que se prometió y soltar dos o tres detalles profundos que hagan pensar al prospecto: esta gente sabe de lo que habla. La demostración de expertise es lo que abre la puerta al cierre.
Now, here's the key point is that we want to show expertise. So the SDS for us almost exclusively is ex-clients. Now we may be in a situation where, you know, our clients are able to do that. Like these, especially around this thing. And the idea is if we can show a couple of like really in-depth nuggets that are like, shit, I didn't think about that while they're going through the process, they're like, fuck, these guys know what they're talking about. And so what happens is we, we,
Escúchalo en el minuto 15:50
Dejaron de filtrar candidatos a BDR porque probarlos no cuesta nada
Canales de adquisiciónUno de los grandes cuellos de botella del negocio era encontrar BDRs, y descubrió que su equipo estaba filtrando demasiado sin que el responsable de ventas lo supiera. Cambiaron a dejarlos entrar a todos y ver cómo rinden: la rampa son dos días y, más allá del scraping de datos, no hay coste por lead, así que ponerlos a trabajar leads no cuesta prácticamente nada.
business was finding that. And I found out it took me, I made a whole YouTube video about this, but basically my team was screening way too hard for BDRs and my sales manager didn't know. And so we're like, no, just let them all in and we'll see how they do. Cause the cost, cause it takes two days to ramp them up and we don't really have any cost per lead. Yeah. I mean, besides the data scraping, which is not that hard. And so we just let them prove themselves because it doesn't really cost us
Escúchalo en el minuto 42:48
ConversiónCuando los closers salen del sistema de outbound, su tasa de cierre en leads inbound pasó de un 20-25% a un 60%. La explicación es que nunca fueron malcriados con leads calientes: se curtieron recibiendo insultos y cuelgues, así que un lead que ya sabe quién eres y pide información les parece un regalo.
right? Is that the, the human resource training system itself becomes an asset to the business, because we know that when someone works their way up from being a BDR all the way to a BC, they know how to fucking close because these people were never spoiled with inbound leads. They got hung up on and cussed at. And so you guys want to know an interesting stat, our inbound closing percentage, and we were considered pretty good at sales before this went from 20, 20 to 25% to 60%. Yeah. Wow. Cause they were, they cut their teeth at the bottom.
Escúchalo en el minuto 21:57
Rangos de OTE del equipo comercial: 40k el BDR, 60k el setter, 120-220k el closer
ConversiónEn su equipo los BDR ganan alrededor de 40.000 dólares al año, los setters unos 60.000 en un rango estrecho de 55 a 70, y los closers de máximo nivel se mueven entre 120.000 y 220.000, llegando los mejores a 225.000. Se lo presentan a los vendedores como OTE, los ingresos al alcanzar objetivo.
bigs, they make the, on the, on the, like, if they're doing great, they make like 225. Yeah. The target earnings. A loose range for each. That's probably the, yeah. 150 to, I'd say 120 to 220 is the range there for, for triple A or at the SDS, they make 60 ish. And that's a much tighter range, probably like 55 to 70. You know what I mean? Like, but I don't think anyone says it's like 55 to 65. It's a 10 gig range. And then, and then the, the BDRs are like around 40 grand.
Escúchalo en el minuto 41:48
Las tres debilidades que los compradores ven antes de valorar un negocio
Estrategia y decisiones de negocioAl preguntar a banqueros y fondos de private equity qué debilitaba su negocio, le nombraron tres cosas: el churn de clientes, que su nombre personal fuera la marca, y que el 100% de las ventas dependiera de Instagram y Facebook. Esas tres son las que hunden la valoración al momento de vender.
asked them for people. And I was like, what do you see as the weaknesses in our business? Like, how can we make this better? And the two big, the three big things they said were churn, uh, in terms of how long customers stayed, they said, my name being the brand and the fact that we were channel dependent on Instagram and Facebook. And that was it. And that was a hundred percent of our, of our sales sales plan. And so we kind of set out to fix that. And so, um,
Escúchalo en el minuto 4:15
A los 14 meses el outbound aportaba el 60% de las ventas
Canales de adquisiciónCatorce meses después de arrancar el canal de llamadas en frío, este generaba unas 45 ventas al mes, algo más del 60% del volumen total de ventas de la compañía. Construir un segundo canal que iguale al primero es cuestión de más de un año, no de un trimestre.
mortar gyms because we're brilliant. Right. So if you continue this thing out, um, it took, so we're now we passed, we're at, we're at month 14 from when we started. And now, uh, 14 months in, uh, it does about 45 sales a month, which for us is roughly 60% of our sales volume. So we, hit the halfway point and now we're a little more than half,
Escúchalo en el minuto 7:01
El comprador pone el 30% y el banco el 70%: puedes hacer lo mismo sin vender
Estrategia y decisiones de negocioQuien compra tu empresa por una cifra grande no la paga de su bolsillo: pone alrededor de un 30% de entrada y financia el resto con un banco, igual que con una casa. Si el negocio es tuyo al 100%, puedes ir tú al banco, hipotecarlo al 70% y sacar ese dinero, que en Estados Unidos sale libre de impuestos.
self. And I also got a greater understanding of how the debt system works. So if someone's going to buy your business for a big amount of money, they're not actually going to pay for your business, right? They're going to put 30% down like you do for a house. And then they're going to get a bank to, finance the rest, right? You have a house that you own a hundred percent in cash. You can go to the bank and get the 70% mortgage on your house and just take the money
Escúchalo en el minuto 44:59
El teléfono genera el 75% del resultado del outbound; el email y el SMS solo acompañan
Canales de adquisiciónSu marcador lleva incorporados el email y el SMS de seguimiento, pero el 75% de lo que produce el outbound viene de las llamadas. El correo frío es complemento, no el motor.
emails that are called calls? Yeah. I'm pretty sure a phone burner has follow-up email, uh, and text thing that goes with it. But I'll be honest with you guys. Like the phones are the thing that, that drive it 75% of it comes from the phones. Yeah. I love it. Okay. So Alex, when I said,
Escúchalo en el minuto 43:22
Sacar tu nombre de la puerta es un proceso de tres años
Marca y posicionamientoDespersonalizar la marca, dejar de ser la cara del negocio, no se resuelve con una campaña: en su caso fue un proceso de unos tres años y avisa de que lleva mucho más tiempo del que uno espera.
to, to get exitable is to take the name off the door. Yeah, totally. So the name off the door, I just want to prepare everyone is like a, is like a three-year process. So it takes a lot more time than you think it will. This is, I would just share the things that work for us. All right.
Escúchalo en el minuto 52:30
De 10 a 30 millones sueltas el marketing; de 30 a 50, el liderazgo
Estrategia y decisiones de negocioEn su opinión, el tramo de 10 a 30 millones obliga a soltar el marketing, y a partir de 30 o 50 millones hay que soltar el liderazgo, que es lo más difícil. La secuencia completa es dejar de hacer, pasar a gestionar, luego a liderar y por último a decidir; el exit de verdad es que otros tomen decisiones en tu nombre.
You still run a business. Yeah. So you got to stop selling. It's my opinion that 10 to 10 to 30 ish is you have to give up the marketing. You have, you really have to get beyond that. And then at going 50 plus, you know, 30 to 50 plus, it's like, you have to give up the leading, which is difficult. Right. And the, and the zero to one, I'm just, I'll throw it in there for fun. It's like, you got to stop doing, then you go to managing and then you go to leading and then you go to decision-making. And so you can say leading and decision-making decision-making is above leading. That's kind of the…
Escúchalo en el minuto 1:07:09
Los más ricos compran, construyen y refinancian; solo se vende si la fiesta se acabó
Estrategia y decisiones de negocioLo que observa en la gente más rica es que compra, construye y refinancia, no vende. La única razón sensata para vender es creer que el negocio o la categoría ya no va a existir dentro de diez años; si apuestas a que los gimnasios, o tu sector, seguirán ahí en diez años, no hay motivo para soltarlo.
and I'm stealing this from Sharon, is they buy and they build and then they refinance. So you don't need to sell. And the only reason that you would sell is because you think the party's over. You think that this thing is no longer going to be a thing anymore. Long-term. Yeah. But if I make a bet that gyms are going to be here in 10 years, which I do think gyms are going to be here in 10 years, right? Or your business, whatever the space is, is going to be there in 10 years. Well, then what's the reason for selling? So, and I got this from my closest
Escúchalo en el minuto 50:41
Estrategia y decisiones de negocioEl vecino que vive justo encima de él factura 3.800 millones de dólares al año, es dueño del 100% de su empresa y tiene un 26% de margen neto, lo que le dejó 935 millones de ingresos el año pasado. Cuando le preguntó por el secreto de su éxito, respondió que lleva cuatro años haciendo exactamente lo mismo.
I learned from the guy who lives above me. So the guy literally lives right here. He does 3.8 billion a year in revenue. He owns his company a hundred percent outright. And he does 26% net margins. Privately held. That means he took home $935 million in income last year. The secret to his success. He said, I've been doing the same thing for four years,
Escúchalo en el minuto 50:12
Estrategia y decisiones de negocioEl titular de «vendí por 100 millones» casi nunca es lo que se cobra. Lo habitual es unos 60 millones por adelantado, una nota del vendedor de 10 millones financiada a cinco años, un earn-out de otros 20 millones sujeto a cumplir objetivos durante uno o dos años, y un 10% que reinviertes como participación en la nueva sociedad.
Well, here's, here's an interesting one for you. Say you have a hundred million dollars sale, right? Everyone talks about it. It's so amazing. Well, most of the times it's not a hundred million dollars, right? What it is, is they'll probably give you, you know, 60 million upfront, and then you'll have a $10 million seller note that you finance for five years. And then you'll have a, you'll have an earn out, right? For another 20 million that if you hit X, Y, and Z over the next year or two, right? Or earn outs can be as long as they want. Right. And you're going to roll another 10% in equity…
Escúchalo en el minuto 46:25
Estrategia y decisiones de negocioSobre los 60 millones que sí se cobran hay que descontar los bonos que quieres dar al equipo, un 3 o 4% de comisión del broker, la retención en escrow y un 20% de impuesto sobre plusvalías en Estados Unidos. La venta de 100 millones acaba siendo unos 40 millones reales.
So now we've got 60 million. Well, you probably have some bonuses that you want to give to your staff. You're going to have a broker that you'll probably have to pay three or 4% to. So let's, let's do it. So 4% of 60. Now we're down to 57, right? And I'll just wrap in some of the bonuses on top of that. Depending on how your, your equity structure, your a hundred percent, whatever, then you have your capital gains tax. You have an escrow fee. So capital gains for us in the States, at least is 20. So now we have 20% off of the, you know, let's say 55 after the escrow, that would be actually at…
Escúchalo en el minuto 47:08
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