Marketero · Entrevistas
I Confronted a Stranger With a Failing Business...
37 ideas de marketing sacadas de «I Confronted a Stranger With a Failing Business...», de Alex Hormozi. Sobre todo de conversión, oferta y precio y…
- 37 ideas despiezadas
- Fuente Alex Hormozi
- Dura 37 min
- Publicada en 2025
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Escribe a cada seguidor nuevo y pregúntale si viene por contenido o por ayuda
ConversiónCon 800 seguidores nuevos al mes, la instrucción es enviarle un mensaje directo a cada uno preguntando si está ahí por el contenido y el entretenimiento o porque quiere ayuda. Quien responde que quiere ayuda es un lead. Eso convierte el crecimiento pasivo en 800 leads trabajables al mes: al 5% de cierre son 40 ventas mensuales, y a 6.000 dólares cada una, 240.000 al mes solo por ese movimiento.
DM. Now, how many followers um per month are you getting? I'm getting about 800 new followers. Guess what we're going to do? Okay, so this is thing one. thing too is that for every new follower you get, I want you to DM them and say, "Are you here for free content or entertainment, whatever, entertainment or you want help?" And then every person who says they want help is a lead. So right now, if you think about that, you got 800 new leads a month that you can work. Realistically, you close 5% of those. I mean, it's 40 more sales a month. At 6K, there's 240. Mhm. That's just from that. Not…
Escúchalo en el minuto 22:04
ConversiónEn cada video conviene sembrar el mismo CTA en cuatro sitios: una inserción de 30 segundos alrededor del 30% del video, la descripción por encima del pliegue, un comentario fijado para ocupar ese espacio, y el perfil del canal, que también recibe tráfico. Los cuatro deben apuntar al mismo destino, y en videos antiguos con volumen se puede volver a fijar comentarios con el CTA nuevo.
Now, what I want you to do is I want you to have four different places that you're going to embed calls to action. All right? So, number one is at the 30% mark of every video, I want you to make a quick 30-se secondond like, "Hey, by DM me on Instagram and I'd love to help Number two is the description. All right? And you want to make sure that it's above the fold. So, you know, below So, we have a description. Now, on top of that, pinned comment, so you can own that real estate. We also have your profile on YouTube, which gets traffic as well. And so, those are four places that we can…
Escúchalo en el minuto 13:47
Regla del 5x: cobra al menos cinco veces tu costo de entrega
Oferta y precioEl piso para un negocio de servicios es 80% de margen bruto, es decir que el precio debe ser como minimo cinco veces el costo directo de entregar. Con un ticket de 5.800 dolares, el costo total de entrega tiene que quedar bajo 1.100 o 1.200: si el abogado cuesta 100 dolares la hora, el trabajo debe resolverse en menos de once horas. Sirve como prueba rapida para saber si un precio es viable antes de fijarlo.
Yeah. And that number is that um the $5,000 is that for any type of outcome? No. I mean, you'll know this better than I do, but I just want to make sure that you know uh the average ticket. Mhm. I want to I want to make sure that I'm running at at least 80% gross margins for service minimum. So, your actual cost, so your actual cost on this should be, let's see, should it should be less than call it like 1,200 bucks or I'll say 1,100. So, if you're less than $1,100 in terms of total cost uh for this to deliver that to deliver that, then you can then you charge 5,800. And so, I'm guessing your…
Escúchalo en el minuto 33:36
Cobra por el resultado, no por hora: la hora alinea mal los incentivos
Oferta y precioEl argumento de venta para dejar la tarifa horaria es que ese modelo pone los incentivos del proveedor en contra del cliente: cobrando por hora conviene tardar lo máximo posible, lo que sale más caro y demora más. Se puede decir literalmente en la llamada y pasar a cobrar por el resultado, o en su defecto un retainer, evitando quedar atado a horas.
going to sell them. And what we're going to do is we're going to sell them a package. And we're going to sell it to the outcome. And you're going to say, "Hey, a lot of lawyers lawyers like to charge by the hour. The reason that we don't do that model is because it disincentivizes us. Our basically our incentives are adverse to you. When we do it by the hour, we're incentivized to take as long as humanly possible. So it means it cost you more and it takes longer. That sucks. So what we're going to do is we're just going to charge you for the outcome. Period. That's it. for you. I do I would…
Escúchalo en el minuto 15:03
Califica por presupuesto, autoridad, necesidad y urgencia, no por vanidad
ConversiónEl filtro que usaban era la audiencia del artista en Spotify, una métrica de vanidad que no dice si alguien puede pagar. El criterio correcto es el ingreso, aplicado con los cuatro clásicos: presupuesto (¿tiene el dinero?), autoridad (¿falta alguien más en la llamada?), necesidad (¿qué tan importante es esto para ti?) y tiempo (¿qué tan rápido quieres tenerlo?). Buscas a quien tiene el dinero, decide y quiere…
How's that sound? Yeah. So we have to qualify them before they can go to the landing page because you know there's 10 pre-qualification that I would have here is just income, not like and if you Okay. That's what I figured. So yeah, because if you I I've worked with different artists that their Spotify, for example, I have a Spotify. I'm a guitar player and I have 15,000 monthly listeners. But you wouldn't take that to determine whether I can play you or not. So income, but we are currently doing it you're right. So what we're going to do is income, but we're going to do through budget…
Escúchalo en el minuto 15:30
Manda todo el tráfico al canal donde ya se cierra la venta
Canales de adquisiciónEl dueño dirigía todas sus llamadas a la acción a su sitio web, pero las ventas ocurrían en los mensajes directos de Instagram, un lugar al que nadie invitaba a la gente: llegaban solos. La corrección es abandonar el sitio y apuntar cada CTA al canal que ya convierte, porque no tiene sentido reparar algo que funciona ni sostener algo que no.
call to action in the videos and like the call to action is to go to our website, but a lot of people go to where do the sales come from then? The sales comes through DMs. So, usually they go to Instagram and they'll ask a question. So, the place that you don't intend people to go is where you make your money. Yeah. Instagram. And you don't tell people to go there. They just find you. Instagram? No. Yeah. They just Why are we doing that? Because it already works. So, I'm not trying to break it. All right. So, now everything's going to Instagram. So, instead of having the site, we don't even…
Escúchalo en el minuto 2:21
La llamada de bienvenida gratis de tu comunidad es una llamada de calificación
Retención y relación con el clienteA cada persona que entra a la comunidad se le ofrece una llamada de onboarding gratuita presentada como beneficio de pertenecer. Esa llamada funciona en realidad como setting call: sirve para derivar al servicio de pago a quien califica y para mandar a los recursos gratuitos a quien no.
your community anyways. Mhm. But you can also every single person who gets into the group, you can offer a free onboarding call as a part as a benefit of being in the community and then you can use those as setting calls to either triage them to services or just refer them to free stuff, right? Like instead
Escúchalo en el minuto 23:43
Tres fuentes de tráfico hacia una sola oferta, no una fuente repartida en tres
ConversiónEl esquema viejo tenía una única fuente de atención dividida entre tres ofertas distintas, que competían y confundían. El nuevo invierte la figura: YouTube, Instagram y la comunidad como tres fuentes de atención empujando todas hacia el mismo vehículo de monetización, el que más dinero deja, que la gente quiere y que además está bien tarifado.
also need to organize the business so that we're optimizing for this outcome, not three different outcomes and confusing everybody, right? Okay. Now, from the school and then think about it like this. This is actually be a really good visual. So your old way, let's do this in red because Michael loves way was this. You had one source of eyeballs, right? And you were splitting it between three different places. The new way is you now have three different sources of eyeballs and you're forcing all of them through the most efficient monetization vehicle because you've got your YouTube, you've…
Escúchalo en el minuto 19:02
Un video de ventas de cinco a siete minutos antes de la llamada
ConversiónAntes de la reunión conviene enviar un video corto, de cinco a siete minutos, que explique cómo trabajas y tu proceso, muestre casos y reseñas de clientes anteriores, y fije expectativas sobre los resultados posibles de la llamada. No hace falta que sea largo, y debe vender un solo servicio, no varias opciones.
is before we have the sell the outcome. So, this is kind of like on the call right here beforehand. We're going to add a VSSL. Okay. So, you're familiar with a VSSL video sales letter. Do you Yes. Okay. So, instead, I just need you to make one seven minutes, you know, five to seven minutes. Doesn't need to be long. Just explaining how you do things in your process. Okay. And the other people that you've worked with, some of the successful outcomes, reviews, things like that. And then also, I would set expectations, which is like on this call, we're going to have one of two outcomes. um either…
Escúchalo en el minuto 19:25
Deja de cobrar la consulta y llámala por su nombre: llamada de ventas
ConversiónEl negocio cobraba 250 dólares por adelantado por una consulta de una hora agendada en el calendario. El cambio propuesto es agendar la llamada gratis desde el mensaje directo y usarla para vender un paquete completo. Y ser claro internamente: esa primera reunión no es una consultoría, es una llamada de ventas.
We'll then send them to our Calendarly link. Okay. To schedule a consultation $250 for an hour. So you go DM to calendar. Mhm. Okay. And then you charge before you have the call. Yeah, man. calendar and then you charge 250 per hour and they pay on the calendar to to me on Instagram. And then from there, what I want you to do is that I want you to have them book a call without paying. you money. And the question the question would be so we would create uh from the in from the DM or the WhatsApp we would create a calendar link they go there they'll uh get the the initial consultation for free…
Escúchalo en el minuto 4:57
El curso como descenso de precio para rescatar la llamada perdida
Oferta y precioCuando alguien mintió sobre sus ingresos y llega descalificado a la llamada, en vez de perder la hora se le ofrece el producto educativo. Y ahí aparece la regla de precio: lo que se vende en una página de pago suele triplicarse cuando lo vendes por teléfono, así que un paquete de 500 más 500 en carrito se vende por 2.000 a 3.000 en llamada. Su única función es liquidar tu tiempo, no ser el negocio.
that's it when you get on the call if the person lied about their income or lied about their qualifications which does happen then you can immediately triage them and say, "So, Triage doesn't what? Um, you can tell like this isn't going to be a services sale for $6,000 plus a percentage. Instead, it's going to be, you know, a one-time uh education uh product sale, and then you can sell that." Now, right now, you have this 500, then 500. I'm going to wager that you don't need like if you're getting people to buy this in a on a checkout page, typically you can triple the price with a phone call…
Escúchalo en el minuto 20:17
Oferta y precioCuando la demanda superó su capacidad de entrega, el dueño creó cursos y plantillas baratas para atender a más gente, y terminó ganando lo mismo con mucho más trabajo y pérdidas. Con oferta escasa y demanda alta la respuesta correcta es cobrar más, no fabricar una versión de bajo precio del mismo conocimiento.
make money? Sales. Well, the reality is we started selling services in back in 2019. So in 2021, uh people we got a lot of demand. I couldn't keep up. I started selling courses so they could you know learn about how to do them themselves. And then after that um and also contract templates and then the education side just you know we started making the same amount of money on education. This is Two most important concepts in business supply and demand and leverage. So if supply is low and demand is high what happens to price? It it goes up. Is that what happened? Yeah we started doing that…
Escúchalo en el minuto 7:54
Oferta y precioCuando la demanda superó su capacidad de entrega, el dueño creó cursos y plantillas baratas para atender a más gente, y terminó ganando lo mismo con mucho más trabajo y pérdidas. Con oferta escasa y demanda alta la respuesta correcta es cobrar más, no fabricar una versión de bajo precio del mismo conocimiento.
make money? Sales. Well, the reality is we started selling services in back in 2019. So in 2021, uh people we got a lot of demand. I couldn't keep up. I started selling courses so they could you know learn about how to do them themselves. And then after that um and also contract templates and then the education side just you know we started making the same amount of money on education. This is Two most important concepts in business supply and demand and leverage. So if supply is low and demand is high what happens to price? It it goes up. Is that what happened? Yeah we started doing that…
Escúchalo en el minuto 7:54
Calcula tu tarifa de conferencista con lo que dejas de vender esos dias
Oferta y precioSi igual quieres ir a un escenario, cobra lo que ese tiempo te cuesta: si cierras tres ventas diarias de 6.000 dolares y el viaje son dos dias, la tarifa es de 36.000 dolares mas los gastos de viaje. El numero ya lo tienes porque conoces tu venta diaria. Al costo duro, las ventas que no haras, hay que sumarle el costo blando: lo que habrias avanzado en el negocio y el desgaste del viaje.
is why maybe the counterargument would be if you want us to go to the stage, you have to pay us an amount that it's worth it. It's worth it. If you know you that you generate three sales a day at $6,000 when you're there and it takes you two days, then your speaking fee is said $36,000 plus travel. Exactly. You already have the number because you have it on a dayto-day basis. Yeah. And also to be fair, the opportunity cost isn't just what you what money you would have made, but also the focus and the distraction that takes away as well. So there's hard cost and soft cost. The hard cost is you…
Escúchalo en el minuto 37:12
Deja de repartir el trafico entre destinos que pierden dinero
Canales de adquisiciónEl diagnostico no fue falta de trafico sino trafico disperso: tres fuentes apuntando a varios destinos, casi todos deficitarios. La correccion es mandar las tres al unico destino que ya demuestra ganar dinero y hacer mas de lo que funciona, en lugar de abrir un canal nuevo. La mayoria de los negocios con audiencia no tienen un problema de captacion sino de submonetizacion de lo que ya tienen.
Okay, we're going from spraying the traffic all over the place into places that lose money to pointing three different places to the one place that makes money and doing more of what already works. And we're just going to add a little bit of qualification, add a little VSSL, fix the pricing, and then we're also going to route all the new followers that come there, too. So, you're going to have a you will likely have a lot of opportunities. So, you'll add as another circle. But right now you have three more than sufficient traffic sources that you were just wildly undermonetizing and we just…
Escúchalo en el minuto 26:37
Cierra la línea que quema caja aunque tenga tracción prometedora
Estrategia y decisiones de negocioEl software quemaba 7.000 dólares al mes, costaba unos 150.000 al año y facturaba 40.000; sostenerlo era la única razón por la que la empresa entera perdía dinero. Ante la pregunta directa de por qué no cerrarlo, la única defensa fue una tracción B2B incierta que ni el propio dueño creía probable, así que la decisión fue apagarlo mañana.
of losses. So that means the software costs you 150,000 a year and makes you 40. Yes. Okay. You could say that. So why can't we be done with the software? So the software right now there's not a specific reason we can't shut it down. We we've seen traction on the B2B side software? Right now it's burning 7K a month because we before. How likely is it do you think that you're going to sell the software? I'm not sure. And the other thing is the great. Can we just shut down the software? We can do that. Wow, that was easy. Okay, great. I love this for us. Okay. So, we're gonna X this out. Let's
Escúchalo en el minuto 10:05
Dos precios: barato con porcentaje del resultado o caro sin porcentaje
Oferta y precioEn vez de un precio unico, ofrece dos formas de pagar lo mismo: 5.800 dolares mas un 5% del contrato que el cliente firme despues, o 25.000 dolares de una vez sin porcentaje. El precio bajo hace accesible la entrada, el porcentaje captura el valor real (los dos ultimos contratos promediaron unos 40.000 dolares, o sea unos 2.000 de comision) y la opcion de 25.000 funciona como ancla que hace ver barata la primera.
when that deal comes, we ask for 5%. And the reason we do that is because it makes it affordable for you at 5,800. If we didn't charge the percentage and if you're like, "Oh, I don't want to pay that percentage." Then you can pay us 25,000. So, we'll do 25,000 without the percentage or we'll do 5,800 with the percentage. Got it. Got it. And then, uh, do you think that that also gives you a very nice price anchor? Yeah, it makes it makes sense because, uh, the the percentage right now, the last two deals, the average has been like 40 something K. Okay. And the the lead
Escúchalo en el minuto 25:52
No abras canales de exposicion si tu restriccion no es la demanda
Canales de adquisiciónAnte la duda de si aceptar invitaciones a dar charlas en otros paises, la respuesta es que hablar en escenarios es una inversion de largo plazo que genera mas demanda, y ese no era el problema: solo sumaria interesados que no se pueden atender. Ademas, salir a los escenarios quita foco al negocio, y ahi si se pierde. Los escenarios seguiran disponibles despues, y con un negocio mas grande se llega a ellos en mejores…
no big deal. What's the role of for example now that we're getting invitations to go and speak to other countries? What do you think about that from the focus side? Is that something for distribution? Like because if no other lawyers are doing that, no other lawyers are publishing their books, is that something that we can use to differentiate from other particularly in service- based businesses? It's a good question. It's a tough call and the reason for that is that it's a it's for sure a long-term investment uh to speak on stages and things like that. The thing is is that you're currently…
Escúchalo en el minuto 36:20
Los errores grandes que repiten los duenos de negocios pequenos
Estrategia y decisiones de negocioHormozi revisa el negocio contra su lista de errores tipicos: falta de foco (vender a demasiados avatares distintos o tener en realidad varios negocios a la vez), sobreexpansion, compensacion mal calibrada (sobrepagar al equipo), estar subvalorado o mal preciado, y tener un solo producto sin front end y back end. El diagnostico fue que estaba cometiendo casi todos, y la lista sirve como checklist de autoevaluacion.
mispriced. So you So I have uh my little my little moniker for the six big mistakes that small business owners make. So let's make those in red. And I think you were making almost all of them, which is great. The good thing is it's only up from here. Yeah. So you were selling to too many different avatars. So that's number one. Focus, which is that you had more than one business. So you were you were hitting that one. You're hitting this one. Um you you weren't so overexpansion. Uh which I will not say that you were wrong. So we put it under focus. I'll give you a neutral on that one. Put it…
Escúchalo en el minuto 31:29
Cada video viejo es un anuncio encendido y su CTA es redirigible
Estrategia de contenidosHormozi describe su catálogo de unos 2.000 videos como mini anuncios que corren siempre, con la llamada a la acción debajo de cada uno. Eso le da una superficie de atención repartida por todo internet que puede reapuntar entera hacia donde quiera cambiando los CTA, sin producir contenido nuevo.
you have your YouTube videos. Now, all of the calls to action, the way I see my YouTube is I have, you know, 2,000 video, whatever how many videos I have, and each of them are basically like little mini ads that are always running and underneath of the video or the quality ad, I have my actual call to action, and I can I have this surface area across the whole internet that I can change and redirect all of that traffic from all of my videos to
Escúchalo en el minuto 21:20
Identifica si tu restriccion es demanda u oferta antes de decidir nada
Estrategia y decisiones de negocioToda decision de crecimiento depende de cual es el cuello de botella actual. Aqui la restriccion era la demanda, pero no por falta de gente: por arrancar y parar la publicidad, no encauzar a los interesados por el canal correcto y estar mal preciado. Corregido eso, la restriccion se mueve a la oferta (no habra suficientes abogados para atender), y conviene anticipar cual sera el siguiente cuello antes de chocar con…
So our constraint right now on your framework on the scaling workshop Yeah. is demand. Is demand. Yeah, because we're not only uh starting and stopping, but also we're not directing them through the proper channels and you were mispriced. So you So I have uh my little now. And the next thing that's going to break is you're going to run out of lawyers. So the next issue you're going to run into is supply constraint. I actually think you have probably more demand. Like you will not be able to sell through the demand that you already have without expanding supply. But if we completely utilize…
Escúchalo en el minuto 31:15
Por que un 80% de margen bruto no es codicia
Medición y experimentosSobre 100 dolares de ingreso, un 20% de costo directo deja 80, pero de esos 80 aun salen marketing, administracion y comisiones de venta, que en este tipo de negocio pueden llegar al 60%. La ganancia real queda en 20%, y operando ajustado (30% de gastos) llegaria al 50%. Quien nunca ha tenido un negocio confunde margen bruto con utilidad, y por eso el precio alto le parece abusivo.
me show you a visual. So good. So good. This is great. People say that, but let's imagine we have $100 of revenue to keep this simple. If you have a 20% gross uh sorry, uh 20% cost, but 80% gross margin business, then it's like, cool. So we already have $20 gone. So we have $80 left. But we're still going to have marketing that we got to spend. Mhm. We're going to still have admin costs, uh, you know, uh, people who are scheduling and all that stuff. We have sales, um, that we're going to have to pay on top of that. And that's going to be the majority for this business because the the labor…
Escúchalo en el minuto 34:39
VSL antes de la llamada y curso como plan B dentro de la misma llamada
ConversiónEntre el agendamiento y la llamada de venta se intercala un video de ventas que prepara al prospecto y fija sus expectativas, de modo que llegue a la llamada ya educado. En la llamada se decide si el prospecto puede comprar el servicio y, si no puede, se le baja al curso en lugar de perderlo.
once they schedule the consult the the call they go to a VSSL to prepare them. Yes. Yeah. Before the call. Before the call. Yeah. To prepare them and their expectations and everything. Then on the sales call we'll identify uh whether we can sell them our services or if not downell them to our course. Exactly.
Escúchalo en el minuto 25:04
No construyas nada nuevo: reordena lo que ya tienes y en ese orden
ConversiónEl negocio ya tenia todas las piezas, solo estaban organizadas mal, asi que el plan no agrega activos sino que redirige lo existente hacia un vehiculo de monetizacion mejor. El orden importa: primero arreglar la monetizacion, despues sumar trafico y solo despues incorporar el libro. Meter la pieza nueva antes de tiempo complica de mas algo que ya iba a funcionar.
think you have all the makings. You literally have everything in place. They were just organized wrong. That's the good news is like I don't we don't have to build anything. We just have to take what we already had, redirect it through a better monetization vehicle and that's it. And so you like this is the first step. We add traffic here as the second step and then we'll add the book as the third step later. But for now, you just need to step one and step two. We have
Escúchalo en el minuto 30:17
Una suscripción cuyo valor se entrega una sola vez se cancela sola
Oferta y precioEl software cobraba una membresía anual a cambio de acceso a plantillas de contratos, y la gente se daba de baja apenas descargaba el documento que necesitaba. Si toda la promesa se consume en el primer uso, el modelo recurrente no se sostiene: hay que rediseñar la propuesta de valor para que exija volver.
pay $1,000 a year. Before we have a $500 per year. Yeah. So it was easier. The problem is that the value proposition at first was, well, pay us and we give you the contracts. But learning that people were churning because once they have the contract they'll download it and just go away. We have a couple of decisions that
Escúchalo en el minuto 7:33
De 250 dólares la hora a un paquete de 5.800
Oferta y precioEl ticket promedio de servicios era de unos 1.500 dólares, con un acompañamiento continuo desde 1.000 al mes, entregables de unos 750 y consultas a 250 la hora; ya vendían tres meses por 4.000. La negociación en vivo pasó de 3.000 a 5.000 y cerró en 5.800 como retainer, más el porcentaje en los casos de comisión. La pregunta que destraba el precio es emocional: ¿puedes hacerlo, sentimentalmente?
give you a hint. It's more than 250. So, you're going to charge. So, the average uh ticket on the service size between the ongoing one time and the consultation is about 1,500. That's the no it's basically the the ongoing right now is about the the lower ticket is about a,000 per month. Okay. Where and this is 750 usually. So you can see you to do. I would love you to charge 5,000. I feel like that's going to be a stretch for you emotionally. So, how about we start at three? Yeah. Can you do five? We can do five. Can you emotionally do five? Yeah. We're We're selling right now three months…
Escúchalo en el minuto 17:19
Tu mercado no son los que van a triunfar, son los que pueden pagar el intento
Investigación de mercado y clienteEl dueño creía que su mercado eran los mil o dos mil artistas profesionales entre los diez millones de Spotify. Hormozi lo rebate: todos comen, tienen auto, teléfono y pagan arriendo, y como el propio dueño, gastan el dinero de su trabajo en perseguir su sueño. El trabajo del proveedor no es adivinar quién la va a hacer, sino habilitar la oportunidad para quien quiera pagarla.
million artists on Spotify. Sure. And only a thousand are professional. Maybe 2,000 are professional. So, do you see that the landing page? Yeah. But they all eat, they all have cars, they all have cell phones, they all pay mortgages and rent. We're not We don't You sell to a lot of upandcomers and newcomers. They're going to use just like you have been spending your education money that you make money on this dream that you have and losing money. We're going to have them do the same thing. They're going to take their job money and spend it on their dream and hopefully they make it. But our…
Escúchalo en el minuto 15:38
Arregla primero la monetizacion aunque eso rompa la operacion
Estrategia y decisiones de negocioCon tres vendedores a tiempo completo y una oferta de 6.000 dolares, el negocio podria facturar 18.000, 30.000 o 50.000 dolares diarios, y el problema inmediato pasa a ser que no hay equipo para entregar todo eso. La recomendacion explicita es aceptarlo: vender hasta romper la entrega, porque con el dinero que entra se financia despues la contratacion. El orden inverso, montar la capacidad antes de tener ventas, es…
need to step one and step two. We have enough leads to probably fill up your calendar plus one other person, maybe two. And if you have three people selling full-time and you have a $6,000 thing, you could be at $18,000 a day, $30,000 a day, $50,000 a day. And the next problem that's going to hit you is that you're not going to have the team to actually deliver on this stuff, which we'll cross later. But that's what this is going to do. This is going to break the business, but you'll be making money. And then we'll take that money that we're making, and then we'll solve the thing that's…
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ConversiónAl prospecto que se ve claramente fuera de presupuesto se le dice que no parece listo para ese nivel de servicio y se le regala el libro, para invertir en la relacion a largo plazo. Es una forma de cerrar la puerta sin quemar el vinculo y sin montar un embudo nuevo. Mas adelante el libro puede convertirse en fuente de trafico propia, con un equipo que llama a quienes lo compraron para ofrecerles ayuda.
to use it now I would say that you could give it to people who are unqualified. If you don't think you could like if you look at somebody's profile and you don't think they're they look like I mean you can probably tell if somebody's not qualified. Um, you could say, "Hey, um, it doesn't look like you're ready for our level of services, but because I want to, you know, invest in the relationship longterm, here's a copy of my book." I think that would be a very elegant way to not overly complexify what already will work. Long term, we could start using it as a um, a way that we would drive…
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La educación que no gana dinero puede ser tu nutrición de leads a largo plazo
Estrategia de contenidosGracias al esfuerzo educativo, la siguiente generación de artistas los busca para representarlos en el cierre de contratos: la formación alimenta directamente el negocio de servicios de alto ticket. Por eso Hormozi no ataca esa línea aunque esté en punto de equilibrio, y sugiere que a largo plazo incluso podría regalarse por completo.
Okay. Great. Because now thanks to the education um the next generation of artists are looking towards us to represent them in deal closing closing deals. Right. Okay. So from there we people if you're broke. The thing is is that the education I think long term long long term, you might end up just giving it away for free. Mhm. because people are coming from that group as well, I'm assuming. And then they buy your services. And that's why I'm not trying to attack this because this is long-term lead nurture for you. Yeah.
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Si tu proyecto de impacto no gana dinero, llámalo caridad
Estrategia y decisiones de negocioLa línea educativa se sostenía por misión: enseñar cómo funciona la industria musical en países donde ese contenido hace de universidad. Hormozi propone nombrarla por lo que es, una obra de caridad que podría operar como fundación, porque en un horizonte suficientemente largo un negocio que no es rentable deja de poder ayudar a nadie: si estás quebrado no ayudas a nadie.
right. We wanted to help more people instead of just Yeah. But the thing is is that a long enough time horizon and you'll have no one if we don't make this business profitable. Mhm. Right. Yes. So education is that it's part of we are giving back to the community and nobody else is doing this. All right. So every time thanks to the education efforts, we are traveling the world and teaching other people in Guatemala, in the Dominican Republic, in Spain how the music business works because in those places our content is the university's content. So it's it's an impact project this is a red. I'm…
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Radiografía de un negocio que factura 300.000 y pierde 100.000
Medición y experimentosUna firma legal para músicos facturó 300.000 dólares en 12 meses y perdió alrededor de 100.000. Desglosada por unidad: servicios 131.000 con apenas 10.000 de utilidad, educación otros 131.000 en punto de equilibrio, y un software que facturó 40.000 costando unos 150.000 al año. El diagnóstico solo aparece cuando se separa el P&L por línea de negocio en vez de mirar el total.
now. What's revenue? Our revenue over the last 12 months has been 300,000 profit. Uh negative. So we're losing money. Okay. How much? We lost a 100,000. Okay. Minus 100,000. Yes. Yeah. This the services. So this made and bottom line here? So we made 131,000. Okay. And we made about Okay. And then education 131 as well. Oh, how coincidental. All it. And so this is 40K. I'm just going to put this as for the software. And how much in total? I guess 100 110,000. software? In reality the education would be a break even. Okay. That the that Yeah. But but you said this is 110,000 of losses. So that…
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Vende la preparacion, no el resultado que no controlas
Oferta y precioCuando el resultado final depende de un tercero o del propio cliente, la oferta no debe prometer ese resultado sino el trabajo que deja al cliente listo para conseguirlo. En el caso comentado no se promete que el cliente firmara con una disquera, sino prepararlo para ese momento, y el porcentaje solo se cobra si el contrato llega. Asi la promesa es honesta y el negocio igual participa del exito.
Right. So our core offer is our the results, right? The outcome. That's our core offer. Yeah. And that outcome is based on your specific need and our ability to fulfill that. But we're not saying when people are coming to us because we're lawyers in this specific niche. We don't have to talk about specific outcomes. Uh no, not like you getting signed with a record label. No, no. We're going to do the work to prepare you for that. You're still going to have to do that on your own. And then
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Cuadruplico el negocio solo por enfocarse en servicios, con 90.000 seguidores sin monetizar
ConversiónEl dueno multiplico por cuatro la facturacion en un ano unicamente por concentrarse en servicios, y lo hizo todavia arrastrando las distracciones del software y la educacion. Con 90.000 suscriptores en YouTube, 23.000 seguidores en Instagram y una comunidad de fans, la conclusion es que los anos de construir audiencia no fueron desperdiciados: simplemente nunca se monetizaron bien, y eso se corrige en cualquier…
Got it. So all in all we went from sad face to smiley face. Did it great. I was aware that services was the the play when we focus on services this year and we're already making way more money. But that was you already 4x the business just by focusing on that one thing. And that's with still having the distraction. Like you absolutely can be at multiple millions a year. Like no question. Given the fact that you have a 90,000 YouTube following, you have a 23,000 person Instagram following. You have a community of people who love you and are raving fans. You have all of the foundation. So the…
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Vender el software entero a un cliente grande en vez de terminar el roadmap
Estrategia y decisiones de negocioAnte un producto de software a medio construir que los clientes pagarian a 15.000 o 25.000 dolares al ano, la recomendacion es proponerles quedarselo completo por 100.000 o 200.000 de una vez: el cliente lo obtiene practicamente a costo y se ahorra dos anos de espera, y el dueno libera toda su energia para el negocio que si genera caja. El argumento de fondo es que hacer software que funcione de verdad exige una…
companies are looking for. Yeah. If I'm not investing any energies on that, I want to know. I'll believe that when I see it. Okay. Okay. So if I'm not suppose I'm not spending energy in a in a world that doesn't exist. Yes. Yeah. Suppose that in fantasy land. Is there a way that we can create like a sunset period where we would say okay I'm going to give the team x amount of time to roll out all of the features that these companies that are saying I want to use it. I'm going to pay for it. You know 15 $25,000 per year for the software. Is there a way to create that while we're focusing on…
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5% de comisión sobre contratos de más de 500.000 dólares
Oferta y precioAdemás de las tarifas fijas, la firma cobra un 5% de los contratos que cierra para sus artistas, y ha cerrado varios por encima de 500.000 dólares de adelanto. Como la industria musical funciona por comisión, el sello también paga honorarios legales, de modo que el mismo trato se cobra por dos lados.
take a commission from the deal. Okay. So, for example, uh we've recently closed uh several deals that are above 500,000 for the artist. Amazing. And we take 5% from those. Okay. So, do you guys act as an agent for that? They're No, they're lawyers representative. Those are legal fees that the label uh will also pay us. Interesting. That's the the music industry is a comm is heavily commission based. So, they get an advance. Yeah. And the label will the services strike again in making
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Embudo web real: 7.000 visitas, 150 leads, 9 ventas
ConversiónEl sitio recibía unas 7.000 visitas y generaba 150 optins a un curso gratuito, es decir un 2% de conversión a lead. De esos 150, nueve compraban la oferta base de 500 dólares por acceso vitalicio, con un upsell de otros 500 en el mismo carrito. Sirve como referencia de qué rendimiento produce un embudo de curso gratuito con nutrición por email.
website, we generate about 7,000 uh visitors. Okay. And for example, in April, we made 150 leads this far. So 7,000 clicks. Got it. All right. And then that goes into 150. Okay. Got it. So you're converting 2%. Okay. Into optins. Yeah. They're for free course. Okay. Optin for a free course. Yeah. Got receive some nurturing emails. And then from the emails is how they buy. And So, right now we're selling about um nine nine out of the 150. Our basic offer is $500 onetime fee. So, they have forever. Okay. And then we have an upsell of another 500 to is that on a cart. Okay. Where they when they…
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