Marketero · Entrevistas
How to Get Ahead of 99% of People
42 ideas de marketing sacadas de «How to Get Ahead of 99% of People», de Alex Hormozi. Sobre todo de estrategia y decisiones de negocio, estrategia de…
- 42 ideas despiezadas
- Fuente Alex Hormozi
- Dura 56 min
- Publicada en 2023
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Estrategia y decisiones de negocioUna vez que el proyecto paralelo iguala tu sueldo, manténlo seis meses antes de cortar. En esos meses cobras doble, con lo que puedes triplicar o cuadruplicar el ahorro, y compruebas que no fue un mes bueno por estacionalidad: un negocio chico que vende dos clientes al mes se queda en cero ingresos el mes que no vende ninguno.
until you've matched at least, at least matched your income. And then once you've matched the income, I would say sustain it for six months. Two reasons. One is because now you're going to be making double time. You're going to be making money on your job. You're going to be making money on your, so you're going to be doubling your actual income, which means you might be like three or four X in your savings. And the second is so that you don't just quit on the one good month you had because you sent out three clients. Okay. We want to make sure that it's not seasonal. We want to make sure…
Escúchalo en el minuto 46:21
Retención y relación con el clienteHormozi recibe a diario mensajes del tipo te hago cien videos gratis si me contratas, o te hago la web a cambio de un trabajo: eso no es dar, es pedir con envoltorio. La forma correcta es dar, dar y seguir dando hasta que la otra persona pregunte qué puede hacer por ti; ese es el momento de la petición, y es justo donde la mayoría se rinde y por eso no gana.
said, Alex, I want to make you a hundred videos for free. If you're willing to employ me the amount of times that I get this request, whether it's, I want to make you this website in exchange for a job, the point of Mosey nation, the point of everything that I do at acquisition.com that I hope to live by example is that you give first without asking you're doing it wrong, right? You think, cause like, and the, I was like, Hey, in the spirit of most, it's like, you're not doing in the spirit of Mosey nation. You're doing the spirit of John, right? You're doing the spirit of you. The way that…
Escúchalo en el minuto 38:45
Retención y relación con el clienteHormozi recibe a diario mensajes del tipo te hago cien videos gratis si me contratas, o te hago la web a cambio de un trabajo: eso no es dar, es pedir con envoltorio. La forma correcta es dar, dar y seguir dando hasta que la otra persona pregunte qué puede hacer por ti; ese es el momento de la petición, y es justo donde la mayoría se rinde y por eso no gana.
said, Alex, I want to make you a hundred videos for free. If you're willing to employ me the amount of times that I get this request, whether it's, I want to make you this website in exchange for a job, the point of Mosey nation, the point of everything that I do at acquisition.com that I hope to live by example is that you give first without asking you're doing it wrong, right? You think, cause like, and the, I was like, Hey, in the spirit of most, it's like, you're not doing in the spirit of Mosey nation. You're doing the spirit of John, right? You're doing the spirit of you. The way that…
Escúchalo en el minuto 38:45
Si aún no puedes educar, documenta lo que estás haciendo
Estrategia de contenidosLa etapa intermedia antes de educar es documentar: decir esto es lo que estoy haciendo ahora, míralo. Hormozi se lo aplica a sí mismo: puede enseñar sobre ocho cifras al mes porque las vive, pero no sobre nueve porque no ha llegado; cuando llegue, su contenido cambiará para hablar de construir un portafolio de mil millones.
is because on some level they believe it. So if you want to be an educator, then I think that the middle ground, the pre-education stage is the documentation stage where you just say, this is what I'm doing now. Check it out. Like right now I can't educate really on nine figures. Not really. Excuse me. I can't educate on nine figures a month. Haven't been there. I know what eight figures a month
Escúchalo en el minuto 23:31
No dejes el empleo hasta que el proyecto paralelo iguale tu sueldo
Estrategia y decisiones de negocioEl side hustle solo tiene sentido como transición hacia el negocio principal, no como ingreso extra permanente: acumulas caja, lo arrancas y lo sostienes hasta igualar tus ingresos actuales. Eso puede significar 40 horas semanales en el trabajo más otras 40 en el proyecto, y la respuesta de Hormozi es que sí.
I'm pro them as a way to transition. Again, this is how I play the game. I'm a maximizer. Like I want to win big. And so I think if you follow my stuff that you probably want to win big too. And so if you're doing a side hustle, it's because you wanted to eventually become your main hustle, not because you're just looking for side income. I'm just not that guy. There's other guys who will talk about that. It's just not me. All right. And so you stack the cash. You can start your side hustle and you keep doing this until you have a matched your income. So you start your side hustle and you…
Escúchalo en el minuto 45:21
Vive por debajo de tus medios para poder arriesgar en el negocio
Estrategia y decisiones de negocioMientras menos riesgo tomas en tu vida personal, más puedes tomar en la del negocio. Con 10 millones de utilidad al año y 400.000 dólares de gastos personales quedan 9,6 millones para jugar a la ofensiva y tomar apuestas grandes; si los gastos fijos se disparan en hipotecas, autos y aviones, un tropiezo puede hundir la empresa.
live below your means. The less risk you take in your personal life, the more risk you take in your business life. Let's say that I own a business that does $10 million a year in profit. Okay. If my living expenses are $800,000 a month, then I'm not leaving much for the business to weather a storm. And let's say that it's all fixed. It's like mortgages and cars and jets and all the other stuff that I do. Well, if there's a hiccup, the business might go under, but if I live on 400,000 a year, then I have 9.6 million every year that I can go on the offensive and I can take huge swings.
Escúchalo en el minuto 44:22
ConversiónLo primero que hizo Hormozi para pasar de menos de un millón a más de un millón, y después al 0,4% de los diez millones, fue aprender a vender. Es el primer término de la ecuación, número de ventas por valor de vida del cliente: si nadie compra, da igual lo bueno que sea el valor de vida, el resultado es cero.
which is like, what was the first thing I did to get myself out of this million dollar or below million dollar category to the above million dollar category. And then to eventually the 0.4%, $10 million category. And it was actually just learning how to sell because if you can't sell anything, you can't make money. It's the first part of the equation, number of sales times. If you have no sales, it doesn't matter how good the lifetime value is. If no one buys it zero.
Escúchalo en el minuto 55:47
Quedarse solo con la habilidad más valiosa: cerrar
ConversiónHace diez años Hormozi solo hacía lo más valioso que sabía hacer, que era cerrar ventas. Tenía entrenadores que entrenaban por él, dedicaba dos o tres horas a la semana a crear y gestionar los anuncios y otra persona hacía las llamadas y los mensajes, así que todo su tiempo era sentarse en las citas y cerrar.
very different than what I did 10 years ago, right? Like what I did 10 years ago was the highest value skill I had then, which was just closing. Like it's all I did. I had consults all day because I got trainers to train for me. I knew how to run the ads and that didn't take me that long. It took me two, three hours a week to run the ads, make, make them and manage them. The rest of my time was sitting in appointments and closing. And I had somebody else make the phone calls and text for me. So I would just sit there and close because that was the highest value thing I could do at the time.
Escúchalo en el minuto 54:15
Documentar, demostrar, duplicar: los tres pasos para transferir una habilidad
Estrategia y decisiones de negocioPara traspasar una habilidad hay tres pasos: documentarla, demostrarla delante de la otra persona y que ella la duplique. Los dos primeros los hace quien enseña; el tercero es intransferible, porque el que aprende tiene que tomar el material y ejecutarlo.
demonstrate it. And the third piece is duplicate. You do it in front of them. So document, demonstrate, duplicate. Now I can do this and I can do this, but you have to do this. I can't duplicate it for you. You have to take the stuff and actually execute on it. And so if you're like, okay, Alex,
Escúchalo en el minuto 40:23
Dile explícito a tu jefe qué habilidad quieres aprender ahí
Estrategia y decisiones de negocioEl primer nivel es decirlo claro al empleador: estas son las habilidades que aporto, esta es la que quiero aprender, ¿es este un lugar donde puedo hacerlo? A cualquier dueño de negocio le gusta la comunicación clara y uno bueno te va a apoyar; si te contesta que su trabajo no es enseñarte, es el lugar equivocado.
to do that, awesome. Level one is you communicate to them. This is the skill that I would like to learn upon working for you. And so you're like, these are the skills that I bring to the table. This is what I would like to learn. Is this a place that I can do that? Any business owner loves clear communication. It's like, if you want to learn that, and if they're a good business owner, they'd be like, let me help you support. Now, if they're like, my job isn't to teach you wrong place.
Escúchalo en el minuto 42:30
Mil dólares en el S&P dan 1.100; en un curso de ventas pueden dar 180.000
Estrategia y decisiones de negocioInvertir 1.000 dólares en el S&P 500 rinde el 9 o 10% histórico: 1.100 al cabo del año, y no puedes hacer nada para mejorar ese número. Los mismos 1.000 en un curso de ventas que además te revise las llamadas pueden llevar tu ingreso de 40.000 a 220.000 al año, 180.000 extra, y además se repite cada año porque la habilidad solo mejora.
on my, on my move set. Okay. Now we have our thousand dollars. We get 10%, meaning at the end of the year, we're at $1,100 roughly. Okay. Or let's say you buy a sales training course. They teach you how to sell and you get implementation from that where they review some of your calls so that you can improve. And all of a sudden you take your income from 40,000 a year to 220,000 a year. Okay. Well, what does that mean? That means that that thousand think about this return. All right. In scenario one, you have $1,100 in scenario two. And here's the crazy part. You have an extra 180,000. All…
Escúchalo en el minuto 33:11
La gente abandona una industria cuando en realidad abandona una función
Estrategia y decisiones de negocioMientras más subes, más se parecen todos los negocios: marketing, ventas, producto, éxito o soporte del cliente, tecnología, finanzas y legal existen en casi todos. Mucha gente dice que una industria no era para ella cuando en realidad lo que no le gustaba era el rol; la salida suele ser quedarse en la misma industria y cambiar de función.
Right. But the higher up you get in business, the more all businesses are the same, right? You're going to have marketing. You're going to have sales. You're going to have product. You're going to have customer success or customer support. You're going to have it. You're going to have finance. You're going to have legal, like all these departments are going to, these functions will more or less exist in every business. And so my advice is like a lot of people quit industries when they really actually just quit a function of a job. And so like, they're like, oh, entertainment wasn't for me…
Escúchalo en el minuto 53:04
Estrategia y decisiones de negocioSegún Hormozi, uno de los mayores arbitrajes del mercado es que pagar un 25% más por un jugador A frente a uno B te da cinco veces la producción. Si el mercado paga 100.000 al año, pagar 125.000 y obtener cinco veces el resultado es un intercambio que no tiene sentido rechazar.
person. Like one of the biggest arbitrage opportunities, side note, this is me talking to business owners, that's out there in the marketplace is that you can pay 25% more for an A player versus a B player and you get five times the output. So like you think about value arbitrage, like instead of paying a hundred a year, if that's the market, pay 125 and get five times the output, why would you never make that trade? Once you've done this, here are the three steps
Escúchalo en el minuto 43:57
No cambies de industria: haz medio pivote
Investigación de mercado y clienteY Combinator solo se interesa por empresas de mil millones, pero dos de sus criterios sirven a cualquiera: experiencia en la industria y experiencia personal con el problema que quieres resolver. Si llevas seis años en el negocio hipotecario, no te metas en pérdida de peso; haz medio pivote dentro de la misma industria, porque esos seis años son muy difíciles de recuperar.
mind you, they're only interested in billion dollar companies. So if that's not you, then you could totally be a single founder, but it's just harder to be successful with one person's skills versus three. The second interesting thing that they have, they have many things they select for, but one of them is industry experience. And so if someone says, Hey, I want to get into this industry. If you don't have any experience in that industry. And then second to that is personal experience. Like you suffered from whatever problem you're trying to solve, then they're not interested. And so you…
Escúchalo en el minuto 26:47
Pasar de ganar a aprender puede costar bajar de 100.000 a 30.000 dólares al año
Estrategia y decisiones de negocioPara aprender una habilidad nueva puede que tengas que bajar de 100.000 dólares al año a 30.000: cambias ganar por aprender. Por eso mantener bajos los gastos de vida es justamente lo que te permite dar ese salto sin quebrar.
And as an aside, the reason that keeping your living expenses low is so important is because if let's say you make a hundred thousand dollars a year now, you're like, Alex, I've got a pretty good white collar job right now, but I really want to get into this. Then it might mean that you have to go from a hundred thousand dollars a year to $30,000 a year to learn the skill. Because right now you go from earning to learning. All right. And like, I want to, I want to tell you, like I walked this
Escúchalo en el minuto 41:10
La deuda de ignorancia: lo que te cuesta cada año no saber ganar más
Estrategia y decisiones de negocioA una mujer del público que decía no tener dinero para invertir en sí misma, el ponente le contestó que llevaba pagando 950.000 dólares al año por no saber ganar un millón: ese es el costo de su ignorancia, una deuda que arrastra hasta que aprenda a hacerlo. Hormozi dice que él paga 950 millones al año por no saber ganar mil millones, y que la pregunta es con qué rapidez amortiza esa deuda.
And so he asked the lady, he says, okay, so what would make you not want to invest in this? And she says, well, I don't have the money. And he said, well, it's probably, you probably don't have the money because you've been paying a really expensive bill every single year. And she's like, what do you mean? He's like, well, right now you've been paying $950,000 a year, not knowing how to make a million dollars. He said, this is the cost of your ignorance. This is the debt that you carry for the rest of your life until you learn how to make a million dollars. And so the reason I'm so heavy on…
Escúchalo en el minuto 29:00
Separa los límites que sabes explicar de los que ni sabes que tienes
Estrategia y decisiones de negocioLos límites conocidos son las razones que uno puede enunciar: no puedo porque no soy el número uno, porque la app no carga bien, porque solo estoy en una plataforma. Los peligrosos son los unknown unknowns, las opciones que ni se te ocurre considerar. Desencadenar a un emprendedor empieza por hacerle listar todas las razones que da para no hacer algo.
unchaining an entrepreneur is figuring out the reasons they give for why they can't do something. Those are known limits, right? Well, I can't do it because of X. That's the things that you know, because you can even explain it. I can't do it because I'm not number one. I can't do it because I'm not in good enough shape. I can't do it because the app doesn't load well enough. I can't do it because it's only on one platform. I can't do it because insert whatever, right? Now the dangerous ones are the unknown unknowns. All right. That's an N. My whole goal when I started my chain of gyms
Escúchalo en el minuto 5:05
Busca que te paguen por aprender
Estrategia y decisiones de negocioHormozi se declara muy partidario de tener un empleo, aunque hoy suene tabú, porque es cobrar por aprender. Si el sitio donde trabajas no te enseña nada, la respuesta no es aguantarse sino postular a otros trabajos y cambiar las condiciones.
what does that actually look like in my life? I'm actually a big, big proponent of having jobs. And I think that's probably taboo nowadays, but yeah, why not get paid to learn shit? And if you're like, well, the place that I work at doesn't teach me anything, then you should absolutely go apply for other jobs, like change your conditions. All right. So I'm all about get paid to learn.
Escúchalo en el minuto 40:43
El apalancamiento es la diferencia entre lo que pones y lo que sacas
Estrategia y decisiones de negocioCon el mismo input de 100 llamadas en frío, el novato agenda una cita y el que domina la habilidad agenda diez: tiene diez veces más apalancamiento sobre el mismo esfuerzo. Por eso adquirir habilidades es en sí mismo una forma de apalancamiento, no un paso previo a él.
in and what you get out. That's it. So let me give you an example in the real world. If you are really skilled at cold calling, skill itself is leverage because if somebody who doesn't have the skill makes a hundred phone calls, that's their input. And somebody who does have the skill puts a hundred calls down. And the guy who has, doesn't have the skill gets zero appointments set. And the guy who's amazing at it gets 10 appointments set. He has, well, let's just say the first guy had one for sake of math. He has 10 times the leverage on that skill compared to the newbie. Getting and…
Escúchalo en el minuto 11:12
Estrategia y decisiones de negocioEscala de apalancamiento en ventas: vender tú mismo 40 horas a la semana; gestionar dos horas a un vendedor que vende 40; o dedicar una o dos semanas, una sola vez en la vida, a reclutar al mejor reclutador de vendedores, que después mete gente nueva cada semana. Esas dos semanas rinden cien vendedores a lo largo de esa contratación.
you have the influence on someone else. I trade me selling for 40 hours a week to me managing a salesman for two hours who then sells for 40 hours a week or higher leverage. I spend a week or two weeks recruiting the best sales recruiter. And then I do that one time in my life for two weeks. And then that sales recruiter works 40 hours a week to get new salespeople in every single week on my behalf. And then those salespeople on my behalf, then sell every single day. And so I did two weeks of work for a hundred salespeople over the lifetime of that one hire more leverage. I get more for what…
Escúchalo en el minuto 14:34
Los cuatro apalancamientos: colaboración, capital, código y contenido
Estrategia y decisiones de negocioTomado de Naval Ravikant y renombrado con cuatro C: colaboración es que otros trabajen para ti; capital es usar el dinero de otros, como levantar mil millones y quedarte con el 20% de la ganancia sin haber trabajado por ellos; código es escribir el software una vez y que lo use un millón de personas; contenido es grabar un episodio y que lo escuchen millones, como Joe Rogan.
All right. Then you've got capital, which means other people worked for you and gave you the fruit of their work so that you can invest it on their behalf. So for example, if I get people to give me a billion dollars, which I could do, just raise the money. And then I invest that money. And I say, I get 20% of the gain. I didn't have to work all the time to make a billion dollars, but I still get 20% of it, right? That's the idea of using leverage of other people's money. So capital. So you've got collaboration, capital, you've got code and content. If I'm a genius coder and I could build one…
Escúchalo en el minuto 13:49
El negocio de servicios cuesta cero empezarlo y te enseña el resto
Oferta y precioHormozi prefiere los negocios de servicios porque arrancar no cuesta nada más que tu tiempo y no hay gastos fijos al principio. Escalan peor, pero durante el proceso aprendes muchas otras habilidades: dice que sin haber operado los gimnasios no habría podido montar Gym Launch, así que conviene ver ese primer negocio como un peldaño.
I'm a big fan of service businesses because it costs you nothing to start. It's just your time. You have no overhead in the beginning. Those ones are harder to scale, but you'll usually learn a lot of other skills during that process. Like I learned more from running a gym that allowed me to do gym launch. Like if I hadn't run the gyms, I don't think I would have been able to do gym launch. And so think of whatever this is as the stepping stone. And again, we're still trying to get learned. Like that
Escúchalo en el minuto 47:37
Estrategia de contenidosEn contenido hay entretenedores y educadores. MrBeast creció a los 15 años siendo divertido, no enseñando negocios; en cambio quien a los 22 enseña a hacer flipping de casas sin haber hecho muchas no tiene credibilidad. Sin experiencia y pruebas detrás, cuando llegue el odio del público te hundes, porque en el fondo tú también te lo crees.
But what they do is like, in my opinion, you've got entertainers and you've got educators. The thing is, is that a lot of people who haven't done shit are trying to educate on things they haven't done. And so they have no credibility. And so the thing is, is that like the reason Mr. Beast was able to get so big is that when he was 15 years old, he wasn't teaching people about business. He was being funny and being cool. People are like, oh, I want to be like him. And so then they say, oh, I'm going to educate people on house flipping, but they're 22 years old and they haven't flipped that…
Escúchalo en el minuto 22:36
Nivel 10 de habilidad metido en una oportunidad nivel 2
Estrategia y decisiones de negocioHormozi presentó en una sala de pago cómo llenaba sus seis gimnasios y el líder del grupo le dijo que no debería estar en el negocio de los gimnasios: tienes un skillset nivel 10 y una oportunidad nivel 2, deberías enseñar a otros lo que acabas de explicar. El diagnóstico no fue sobre sus habilidades sino sobre el vehículo donde las estaba metiendo.
explaining all the stuff that I do. And, uh, he stops and he's like, Alex, um, I don't think you should be in the gym business. And I remember hearing that it was like time slowed down. Cause I felt like he like punched me in the gut. Cause this was like my whole plan, my whole dream. This is what I was going towards. Um, but I like paused and just like heard him out and said, you have a level 10 skillset and a level two opportunity. I don't think you should be running gyms. I think you should be teaching people how to do what you just walked through.
Escúchalo en el minuto 6:42
Separa tu identidad del negocio para poder tomar decisiones duras
Estrategia y decisiones de negocioLa mayoría de los emprendedores monta más de un negocio en su carrera: tú estás por encima del negocio. Mientras más separes tu identidad y tu autoestima del valor de la empresa, mejor te va a ir, porque empiezas a verla como un activo que se puede vender y puedes tomar decisiones duras en vez de preguntarte qué va a pensar la gente de ti.
in, right. Most entrepreneurs start more than one business over their career. You are above the business. The problem is that people identify so closely, like their identity is their business, but you have to just think about it. And this is me just trying to give you like a, you know, big brother, what do you want to call it? Piece of advice. But like the further you can separate your identity and your self-worth from the worth of the business, the better off you'll be as an entrepreneur because you also start to see you as an asset that can be sold, can create value in the asset. You can…
Escúchalo en el minuto 49:31
Una sola publicación duplicó los ingresos de una app de fitness
Estrategia de contenidosUn competidor de CrossFit no promocionaba su app porque creía que, al no haber ganado nunca, no merecía tener una. La app era tan buena que la gente la compartía sola; una clienta suya, marketera, lo convenció de hacer una única publicación y pasó de 20.000 a 100.000 dólares al mes. Ya tenía el producto y la habilidad de marketing: solo estaba eligiendo no mostrarse.
insane. But he had a belief that if he wasn't the winner, he didn't deserve to have an app. Like think about how crazy it is, but he didn't question that. That was just what he believed reality to be. He was like, well, of course, of course I wouldn't want it. And so he built this app for himself and just the members of his gym, but the app was so good that people started sharing it. And finally, a client of his was a marketer and said, you need to start marketing this. You need to start posting about it. And he wouldn't post. And finally she convinced him to just make one post and he like…
Escúchalo en el minuto 4:17
Cuando dejes de aprender en el puesto, pide formación pagada antes de irte
Estrategia y decisiones de negocioCuando ya no queda nada por aprender en el cargo, hay que comunicarle a la empresa que tu aprendizaje se frenó: puede abrirte otra oportunidad interna o pagarte 10.000 dólares al año en programas, talleres, seminarios o certificaciones. Las grandes corporaciones tienen programas fuertes de reinversión precisamente porque quieren que su capital humano se revalorice.
fucking caveat. Once you have nothing left to learn from the current position, you communicate to them that you feel like you're learning is slowed down. And then they may give you another opportunity to learn more. And if they feel like they can't actually teach you internally, they might say, I'll pay $10,000 a year for you to go through these programs or workshops or seminars or whatever. So you can, or certifications, so you can continue to level up your skill. A good employer will do that. And if you look at big corporate America, as much as people shit on them, they usually have pretty…
Escúchalo en el minuto 43:12
Estrategia y decisiones de negocioHormozi pasó de gimnasios propios a un servicio done-for-you volando por el país, y de ahí a licenciar el método cuando alguien le pidió comprar todo el material para hacerlo por su cuenta y resultó ser puro margen. En los tres casos sabía hacer exactamente lo mismo: marketear y vender un gimnasio local. Cada salto fue solo más apalancamiento.
fly around the country model, that took the same skills that I had as an entrepreneur and put them in a better vehicle. And then even from doing the gym turnaround business for two years, I accidentally fell into the licensing model because I didn't want to fly out. Somebody asked me if I could show them all the stuff that I did so they could do it for themselves. And then at that point he bought it and it was all margin. And I was like, holy cow, this is insane. That's when everything took off like a rocket. And so I had my brick and mortar gyms and then I scaled to a done for you turnaround…
Escúchalo en el minuto 9:12
Estrategia y decisiones de negocioHormozi pasó de gimnasios propios a un servicio done-for-you volando por el país, y de ahí a licenciar el método cuando alguien le pidió comprar todo el material para hacerlo por su cuenta y resultó ser puro margen. En los tres casos sabía hacer exactamente lo mismo: marketear y vender un gimnasio local. Cada salto fue solo más apalancamiento.
fly around the country model, that took the same skills that I had as an entrepreneur and put them in a better vehicle. And then even from doing the gym turnaround business for two years, I accidentally fell into the licensing model because I didn't want to fly out. Somebody asked me if I could show them all the stuff that I did so they could do it for themselves. And then at that point he bought it and it was all margin. And I was like, holy cow, this is insane. That's when everything took off like a rocket. And so I had my brick and mortar gyms and then I scaled to a done for you turnaround…
Escúchalo en el minuto 9:12
Aguantar 45 años en el mismo vehículo hace muy difícil ser malo
Estrategia y decisiones de negocioEl dueño de Panda Express lleva 45 años haciendo pollo a la naranja. Aunque no sea el vehículo de mayor apalancamiento, la permanencia desbloquea multiplicadores sobre el apalancamiento que ya tiene. La conclusión práctica es que muchas veces no necesitas más tipos de apalancamiento, sino más del que ya vienes usando.
like, well, how did he do it? He's been making chicken and orange chicken and Kung Pao chicken for 45 years. So even though he might not have been in the highest leverage vehicle, he was able to stick with that vehicle for 45 years. And being able to stick with something for 45 years makes it really hard to suck. And when you do that, you start unlocking multipliers on the leverage you have rather than thinking, I need more leverage in terms of more types of leverage. Maybe you just need more of the one that you've been using since you started with. Remember, I gave
Escúchalo en el minuto 20:42
Cada habilidad nueva sube tu piso de ingresos
Estrategia y decisiones de negocioEl piso de lo que puedes ganar sube con cada habilidad: con solo ventas, dice, sería de los mejores vendedores de autos y ganaría 400.000 o 500.000 al año trabajando 12 horas diarias. Al juntar marketing y ventas su mínimo pasó a un millón al año, porque podía sentarse frente a cualquier negocio local, conseguirle leads y cerrarlos, y ya no puede bajar de ahí.
strip at night because I had the skill of being in shape. Right. And so your baseline continues to grow. Like being the best car salesman, make 400, 500, maybe even a million a year at some of the best dealerships. Like if you're an absolute savage and I would consider myself an absolute savage if I was going to do that. Right. If I lost it all, I'd be there 12 hours a day for sure. And then once I learned how to market, marketing and sales together, my new minimum was a million bucks a year because I knew that I could sit in front of any brick and mortar business and I could get them leads…
Escúchalo en el minuto 54:52
Juego finito contra juego infinito
Estrategia y decisiones de negocioUn juego finito tiene jugadores conocidos, reglas acordadas y un final; un juego infinito tiene jugadores conocidos y desconocidos, sin reglas acordadas, y su objetivo es que el juego siga. El error de la mayoría de los emprendedores es entrar a un juego infinito con marco finito: son Estados Unidos invadiendo Vietnam y pierden siempre frente a quien juega con marco infinito.
All right. And so the difference between a finite infinite game is that a finite game has known players, agreed upon rules and an outcome and an end. That's why it's finite. An infinite game has known and unknown players, has no agreed upon rules. And the point of the game is to keep the game going. And so the problem that most entrepreneurs have is they approach an infinite game with a finite frame. They are the United States trying to invade Vietnam and you will lose every time because there will be
Escúchalo en el minuto 50:31
El día que empiezas a jugar ganas y el día que paras pierdes
Estrategia y decisiones de negocioNadie ha sido el hombre más rico del mundo de todos los tiempos, así que en los negocios no se gana ni se termina: quien intenta llegar primero razona desde un marco finito. El día que empiezas a jugar es el día que ganas y el día que dejas de jugar es el día que pierdes, por eso el objetivo es encontrar juegos que no quieras abandonar.
metric on what time period? Has there anyone who's been the richest man in the world for all time? No, of course not. Which means that anybody who would try to do that is coming from a finite frame. And so, but there have been people who've won the game of business in my perspective because they played their whole lives. If you want to be a stronger player and be somebody who can succeed as an entrepreneur, then the day you start playing is the day you win. And the day you stop playing is the day you lose. And so the goal is to find games that you don't want to quit. That's where learning
Escúchalo en el minuto 51:33
El contenido lo llevó a siete cifras al mes y el capital a ocho
Estrategia de contenidosHormozi se quedó estancado en seis cifras mensuales tanto con los gimnasios como con el negocio de turnarounds, porque el apalancamiento era el mismo: gente haciendo el trabajo. Saltó a siete cifras al mes cuando licenció, es decir cuando hizo el material una vez y muchos accedieron a él. Llegó a ocho cifras al mes en Acquisition.com al sumar capital, usando el contenido para atraer las empresas.
didn't change leverage. I changed how I was structuring it, but fundamentally, like it was people doing the same work. So this was both me being a gym owner with six locations and me doing the turnaround business with other people. You're like, how do you go from six figures a month to seven figures a month? Then you started licensing. Now, what is that? I made content fundamentally, and then I made it once and then many people could have access to it. And so when I did that, I went to seven figures a month. Now the question is, how do I get from seven figures a month to eight figures a…
Escúchalo en el minuto 16:57
Cada cambio de vehículo te devuelve a cero
Estrategia y decisiones de negocioEl año cuatro de un negocio crece más que el año uno de uno nuevo, así que el salto de apalancamiento tiene que ser desproporcionado para compensar el reinicio. Hormozi admite que si se hubiera quedado con los gimnasios quizá tendría cien locales y ya estaría en ocho cifras al mes, y que no hay forma de saber si el cambio fue la mejor jugada.
And so, and let me, let me like reverse the clock here. If I had just kept my gyms from the time I started my gyms until now, I might have a hundred locations and I might also already be doing nine figures, not nine figures. I probably be doing eight figures a month from the gyms. And so you're like, well, wait a second. So was it the best move? I can't go back and replay time. I don't know. But that's where, to me, this is why the game gets interesting is that every time you switch vehicles, you start at zero again. So the pace that the leverage affords you for each step you take has to be…
Escúchalo en el minuto 18:53
Estrategia y decisiones de negocioMucha gente se pone una presión inútil esperando que su próximo proyecto sea una empresa de un billón de dólares, cuando la probabilidad de que eso pase es mínima. Casi cualquier negocio decente te saca de la pobreza y te sube de clase; además no vemos a los millones de no-Zuckerbergs que lo apostaron todo a su red social y no funcionó.
thing, the side hustle. And they're like, but this isn't Facebook. Like this isn't sure it's not. But I think a lot of people put undue pressure on themselves by expecting their next thing to be a trillion dollar company. And the likely that it happens super, small. But again, it's like, what are your goals? If your goals are just like, get out of poverty, get above the middle, middle class, get above, get into the upper class. Like a lot of businesses can get you there. If you want to be a trillionaire, there's only a few. And also what we don't see is the zillions of not Zuckerbergs who put…
Escúchalo en el minuto 47:02
Estrategia y decisiones de negocioEl padre de Hormozi huyó de la revolución iraní con mil dólares y sin hablar el idioma, y logró revalidar su formación médica en Estados Unidos. Unos parientes ricos, dueños de la lotería iraní, perdieron todo cuando el gobierno les confiscó los activos y nunca se recuperaron porque eran segunda y tercera generación sin habilidades; los que sí eran empresarios en Irán volvieron a serlo en Los Ángeles.
revolution in Iran. And he said, the one thing that no government can take from you and no wife can steal from you in a divorce and you can't get sued out of is your education. They can't take it from you. And he had, uh, relatives who were actually really well off who actually owned the lottery in Iran. So you get, it was a private company. So they made a lot of money, but they were like second and third generation and they hadn't learned the skills. And so when they fled during the revolution, they could only take what they could carry because all of their assets got seized by the…
Escúchalo en el minuto 34:24
Estrategia y decisiones de negocioMientras los demás cumplen su horario, tienen su BMW serie 3, salen a cenar y siguen su liga de fantasy, tú trabajas dos veces al día y no tienes nada de eso. Como tu tasa de input es mucho más alta que la de ellos, los alcanzas y los superas aunque hayas partido por detrás.
willing to do this. And then you come from behind, right. And you do Kobe and you work twice a day. And while they're working their job and they have their three series BMW and they're, you know, going out to dinner and they have the football on the weekends and their fantasy league. And you have none of that. Just know that you're doing your, your two days during the summer or your three days during the summer. But because your rate of input is so much higher than theirs is, you will catch up and you will surpass them. And that's if you want to compare.
Escúchalo en el minuto 48:47
Mató una agencia rentable y 30 meses después facturaba 2,5 millones al mes
Estrategia y decisiones de negocioEn una empresa del portafolio de Hormozi decidieron cerrar la agencia que ya ganaba mucho dinero para pasar a un modelo híbrido en el que ellos son dueños de todos los locales. Tardaron seis meses en ajustar el modelo y 30 meses después el negocio hacía 2,5 millones de dólares al mes con más de 30 ubicaciones.
stuff. I was like, what if we just owned all of them with like a hybrid model? We actually took the agency from what it was doing, which for most people watching, this would be a very good business for you to zero to start this next thing. We had such good rapport that he's like, if you really think so. And we walked through the math and he's like, I mean, this makes sense, but like, I'm going to kill something that makes a lot of money. I was like, yeah, but I think it's going to be for something that's going to make way more. And then for the next six months, we worked and tweaked the…
Escúchalo en el minuto 8:22
El 90% de los negocios nunca llega al millón de dólares al año
Estrategia y decisiones de negocioEl 90% de las empresas nunca factura un millón de dólares anuales, el 9% cruza ese umbral y solo el 0,4% (uno de cada 250) supera los 10 millones. En Instagram no lo parece, pero esa es la distribución real del mercado.
And so this is just a visual, put this in context. 90% of businesses never hit a million dollars a year in sales. 90%. It doesn't look that way on Instagram, but this is the vast majority of businesses, right? Now, 9% of businesses cross this million dollar threshold, right? And then only 0.4%, which is one in 250, do 10 million plus. It's so rare. And so the nice thing is that success does
Escúchalo en el minuto 0:30
De consultor con acreditación top secret a entrenador por 14 dólares la hora
Estrategia y decisiones de negocioHormozi dejó una consultora de estrategia en Washington, donde a los 20 años tenía acreditación top secret, para trabajar de entrenador personal en un gimnasio por 14 dólares la hora. Pasó de un departamento propio en altura a alquilar la pieza de una casa por 400 dólares al mes, de trajes Hugo Boss a poleras, y a llegar a las 4 de la mañana; tuvo que tragarse el orgullo porque lo que quería era aprender.
walk. So I was a management consultant at a boutique strategy firm in DC. Like we did, like I had a top secret clearance. I was 20, like I did, I did shit that people could brag about. All right. And then I went and became a personal trainer at a gym for $14 an hour. Think about that. I went from a high rise condo that I owned to renting someone's bedroom for $400 a month in their house. All right. And I went from having, you know, Hugo boss suits to wearing beast mode engaged t-shirts. All right. And showing up at 4am, like ready to teach Nancy how to lose the last five. You know what I…
Escúchalo en el minuto 41:31
Estrategia y decisiones de negocioEn 2021 Panda Express facturó 3.700 millones de dólares en ventas brutas con 27% de margen neto, unos 935 millones de ingreso para el dueño, que posee el 100% del negocio sin inversores externos. Además paga muy poco impuesto sobre eso porque es dueño del terreno de la mayoría de los locales independientes y deprecia esos activos contra el ingreso.
Panda Express in 2021 did 3.7 billion in top line sales. And he owns 100% of it. No outside investors with his wife, Peggy. And they took home 27% net margins on brick and mortar food. All right. So let's do the math. That's 935 million in income. Like that was his distributions from owning this thing. Now, if you're like, wait, but did he pay taxes on it? Sure. Didn't. Why? Because he owns all the land in the dirt for most of the locations that he had that are freestanding. So he depreciated all of that against his income. So he took all of that tax free. So point being, he did this and…
Escúchalo en el minuto 20:04
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