Marketero · Entrevistas
I emailed myself all of my failures for the last 5 years...this is what I learned..
41 ideas de marketing sacadas de «I emailed myself all of my failures for the last 5 years...this is what I learned..», de Alex Hormozi. Sobre todo de…
- 41 ideas despiezadas
- Fuente Alex Hormozi
- Dura 56 min
- Publicada en 2022
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Pensamiento invertido: pregunta cómo destruirlo y luego da vuelta la lista
Estrategia y decisiones de negocioEn vez de preguntarse cómo resolver un problema, se pregunta cómo destruirlo lo más rápido posible: cómo arruinaría su matrimonio, cómo hundiría su negocio. El cerebro genera muchas más amenazas que soluciones, y al invertir esa lista quedan las anclas estratégicas, es decir las prioridades reales del negocio.
But you can use and trick your brain into thinking of all of the threats that could possibly come up within a given situation. And then all you do is reverse them, right? And so if you think, how can I destroy my business, you know, as easily and as quickly as possible would I do? Then you tell yourself what those things would be, right? And then all you have to do is reverse those. And those become your strategic anchors. Those become the biggest priorities in the business that you need to do more of.
Escúchalo en el minuto 15:25
Oferta y precioSobre todo en servicios, hay que vender el resultado y no el producto: nadie quiere comprar una membresía de gimnasio, quieren comprar el cuerpo que van a tener. Vender la meta en lugar de un programa de doce semanas traza una línea clara entre la compra y el estado final deseado, y deja más clientes y más contentos.
Number two, whenever possible, especially within services, sell to goal rather than selling programs. And the reason for that is because people want to buy the outcome. They don't want to buy your program. So if someone wants to buy, you know, they don't want to buy your gym membership. They want to buy a body. They want to buy what their body is going to look like. And so sell that. It's a very interesting nuance, but it's really important when you're trying to, you know, persuade someone to take action.
Escúchalo en el minuto 17:04
Estrategia y decisiones de negocioDefine la mañana como todo lo que va desde las 4, 5 o 6 am hasta el almuerzo y la reserva entera para su trabajo creativo; después del almuerzo mete todas las reuniones y llamadas. Lo llama el hábito más determinante de su vida: si toma reuniones a primera hora se le agota el jugo creativo y ya no puede producir, mientras que al revés sí funciona.
Mornings are sacred for me. And so for me, morning is until I eat lunch. So basically 4, 5, 6 a.m. until noon is my time to do stuff. And I think that that has probably been one of the most integral habits that I have had in my life, which is that I just get all my shit done before lunch. After lunch, I do all my meetings and all my calls and all those things. Because my creative juice, if I take meetings first thing, my creative juice is spent and I can't work after. But if I do creative stuff in the morning, I still feel like I'm very effective on meetings after that for whatever reason.
Escúchalo en el minuto 44:26
Si el titular se lleva 80 centavos de cada dólar, dedícale el 80 por ciento del trabajo
Mensaje y copywritingCita a Ogilvy: cuando terminaste de escribir el titular ya gastaste 80 centavos de cada dólar de publicidad. La conclusión práctica es repartir el esfuerzo igual, dedicando el 80 por ciento del tiempo a perfeccionar esa pieza, porque en sus tests A/B la diferencia que producen los cambios solo en el titular ha sido enorme.
And if we look back on the best ads that you have, those hooks. You know, Ogilvy, I think, said, once you've written your headline, you've spent 80 cents out of your dollar in advertising. And so realizing that that frame is so important has really made me rethink a lot of the things that we think about in our ads, our copy, headlines, etc. And how much more time needs to be allocated to that. If 80% of your dollar is spent on the headline, then you should spend 80% on that piece, right? On just perfecting that.
Escúchalo en el minuto 39:04
Poner cupo, cerrarlo al llenarse y reabrir cuando se acumule demanda
Oferta y precioEn negocios de servicios conviene limitar la cantidad de clientes y decir en voz alta cuántos vas a tomar: al llegar al tope, cierras. Mientras está cerrado se acumula demanda, y cuando vuelves a abrir la puerta los cupos se llenan y cierras otra vez; eso sube los márgenes, mejora la experiencia del cliente y te deja siempre saber de dónde viene el próximo trato.
And a lot of us, we better serve just limiting the amount of people and actively saying, I'm only doing this. Once that cap is met, being done. It's amazing how good it feels to say like, I have hit, like I, we are, we are where we need to be. That is all. We don't, there is no need for more. We have enough. Right. And then when you so choose to, you have built up sufficient demand that when you open up the door, the slots fill back up and you can close it again.
Escúchalo en el minuto 48:40
Es más fácil mover el precio limitando la oferta que persuadiendo
Oferta y precioLa demanda se puede influir siendo persuasivo y canalizándola hacia ti, pero influir la oferta es todavía más fácil: basta con poner límites. Va contra el instinto, porque creemos que limitar hace ganar menos, y sin embargo un drop de merchandising limitado factura más que tener la camiseta siempre disponible en la web.
It's even easier to influence supply. And so it's so interesting to put limits on things. And again, it's very counter-human, right? We think if we limit things, we will make less money. But a lot of times when we limit things, we make more money. Which is why unlimited swag drop makes more money than always have the t-shirt on your website. And so creating and imposing limits creates clarity of thinking. It creates clear value.
Escúchalo en el minuto 46:59
Mensaje y copywritingDean Graziosi grabó con Larry King un infomercial de una hora que le parecía perfecto y fracasó. Comparándolo con sus mejores piezas concluyó que el problema estaba en las dos primeras frases, así que hizo volver a Larry King, remontó todo el set y pagó los gastos solo para regrabarlas. Ese mismo infomercial terminó vendiendo más de 100 millones de dólares.
And then it bombed. And he's like, and he watched the whole thing, and he knew it was going to be awesome. He didn't get it. So he flew Larry King live out because he looked at all of his best winning infomercials, and he looked at his, and he thought that the first two sentences of the one hour long segment needed to be changed. And so he flew him back out. He did, he redid the entire setup of Larry King live, covered all the expenses, just so he could rerecord the first two sentences. And he rerecorded the first two sentences, and then that infomercial did $100 million plus in sales.
Escúchalo en el minuto 38:00
Canales de adquisiciónUno de los hallazgos que les funcionó para crecer fue adaptar el formato a cada plataforma en lugar de reciclar el mismo material. Para lograrlo, o aprendes la plataforma usándola tú mismo, o buscas a alguien que ya la use.
Next one was you want to be platform specific for formatting. That's something that we, you know, we found out like you just, you got to be platform specific. And so either learn the platform by using it or find someone who does. That was very helpful for us.
Escúchalo en el minuto 22:20
Las cuatro C del apalancamiento
Estrategia y decisiones de negocioEl dinero que ganas es directamente proporcional al apalancamiento que consigues emplear. Renombró las cuatro palancas de Naval con C para acordarse: colaboración (gente), capital (dinero ajeno), código (software) y contenido o medios. Código y contenido se replican prácticamente sin coste adicional, da igual si te usan dos personas o cien, si te ven mil o uno.
The amount of money we make is directly proportionate the amount of leverage that we are able to employ. You know, Naval has his four that he talks about. I renamed them as Cs so I could remember it. But you've got collaboration, which is employing other people. You've got capital, which is using other people's money. You've got code, which is using software. And you've got content or media. Right.
Escúchalo en el minuto 49:40
Estrategia y decisiones de negocioDescubrió que los lunes son su día de reuniones y desde entonces bloquea el lunes entero para eso, sin discutirlo. Así el resto de la semana queda limpio.
So I've realized that for me, meetings on Mondays work great. So I just always just throw Mondays up as like this is the day that I do for meetings. That's that, right? I just accepted that as a reality for me. So people ask me about how my life looks. That's how it looks.
Escúchalo en el minuto 44:13
Documenta en vez de crear: nadie puede negar tu verdad
Estrategia de contenidosRetoma el documenta, no crees de Gary Vee: capturar lo que estás atravesando hace que nadie pueda acusarte de decir falsedades. Si hiciste algo o ayudaste a un cliente, eso es cierto y nadie puede negarlo, y además aporta tu experiencia única en lugar de repetir lo que leíste en un libro.
And so that is kind of in accordance with the whole document don't create concept from Gary Vee, which is very difficult to operationalize. But at least just capturing the things that you're going through, no one can, no one can, no one can claim that you are speaking false truths. Like no one can negate your truth of what you just did. Right? If you did this thing or you helped this client, that is true. There's no way that anyone can say that you didn't do that.
Escúchalo en el minuto 20:46
Estrategia y decisiones de negocioSu método es ponerse una meta que sea imposible no alcanzar, aplastarla a la mitad del trimestre y volver a fijar otra. Prefiere encadenar metas cumplidas que fijar metas y fallarlas, porque metas más razonables producen un crecimiento más consistente y una mejor empresa.
And so I have been a big proponent of how can we set a goal that's impossible for us to hit? And then let's crush it halfway through the quarter and then reset the goal. Because I feel like it's better to just keep setting goals and keep crushing goals than to set goals and then miss them. Everyone has different psychologies around this. But for me, I like to make a commitment and stick with it and know that I'm going to hit it. That has been very helpful. And I think as I've gotten older in entrepreneurship, I have set more and more reasonable goals. And I think that as a result of that, we…
Escúchalo en el minuto 42:10
Medición y experimentosTrabajando con empresas de internet de más de 3 millones ve que casi todas se ponen metas gigantes: quieren duplicar cada 90 días, algo que no es realista, y siempre se quedan cortas. Si estiras el horizonte de tiempo, crecer 10 o 20% por trimestre es increíble y se acumula muy rápido.
One of the things is like now that we work with, you know, a lot of portfolio companies that are in internet businesses that are doing, you know, 3 million plus, et cetera. We set goals with them a lot, right? And a lot of times I see the goals that they want to set and they're just these massive goals. And the thing is, is that when we extend the time horizon, if you can get a 10 or 20% per quarter growth, that's unbelievable. And that adds up very, fast. But everyone wants to double every 90 days and that's just not realistic. And so they always fall short.
Escúchalo en el minuto 41:45
Documentar lecciones y fracasos, y hacerlo en público
Estrategia de contenidosDurante cinco años se envió a sí mismo por email cada lección aprendida junto con la circunstancia en que la aprendió, y de ahí salen estos videos anuales. Al mudar ese hábito de un hilo de correo privado a Twitter, el material creció mucho más justamente por ser público en vez de privado.
For the past five years, I've kept a documented email chain that I've called Lessons and Failures. And in that chain, whenever I have like a lesson that I feel like I've learned, I would email it to myself with kind of the circumstance and, you know, the lesson so I could document it. And I've been doing that for five years. This may be the last year that I do that because I've kind of transitioned to documenting my thoughts on Twitter rather than email chain to myself. And so that's actually grown a lot because they were public rather than private and then consolidated.
Escúchalo en el minuto 0:00
Auditar el teléfono para depurar tu círculo
Estrategia y decisiones de negocioRevisa los mensajes de la última semana en tu teléfono y marca cuáles de esas personas estaban intentando sacarte algo. Ve sacándolas poco a poco y quédate solo con quienes te dan energía; si perder el teléfono te haría más feliz, algo anda mal con para qué lo tienes.
And so I don't know where you're at and the people, but I think if you can take inventory of like, and I just feel like the easiest Lippman test is look at your phone, look through your last week of texts. And then think about which of these people were trying to take something from you. And if you can slowly phase those people out and only have more of the people who energize you, I think life is just better, right? Because if you lose your phone and you're happier as a result of it, it makes you really wonder why you have a phone.
Escúchalo en el minuto 40:20
La gente huele la intención: si vas a vender, dilo de frente
Marca y posicionamientoSomos muy buenos detectando por qué alguien quiere algo y quién miente, porque evolutivamente convenía no dejarse engañar. Por eso la forma más fácil de que te crean es decir la verdad, y si quieres vender, avisar que estás vendiendo: en sus empresas decía abiertamente que estaba ahí para venderles cosas y ganar dinero.
And so I think we have very good intuition to who is lying. Right. And so the easiest way to get people to believe you is to tell the truth. And if you do want to sell people stuff, just tell them you're trying to sell them shit. Right. Like, in the companies, when I like when we were selling stuff, I was like, I'm here to sell you shit. I want to make money.
Escúchalo en el minuto 23:08
Estrategia y decisiones de negocioPoner excusas sobre por qué a otro le va mejor (que no tiene tu ética, que tiene mejor genética) no sirve de nada; es el ego frágil el que impide aprender de quien lo hace mejor. Él lo hacía mucho y solo mejoró cuando abandonó las excusas y reencuadró la envidia como curiosidad: cómo lo están haciendo, y por qué yo no lo estoy logrando igual.
It doesn't serve you. And I say this as somebody who used to do that a lot. And so I realized that I was not getting any better by giving up all my excuses for why I wasn't achieving what someone else was achieving. And so the biggest goal was to reframe my envy into curiosity, which is how are they doing that? And how am I not doing as well as them?
Escúchalo en el minuto 52:10
Estrategia y decisiones de negocioPoner excusas sobre por qué a otro le va mejor (que no tiene tu ética, que tiene mejor genética) no sirve de nada; es el ego frágil el que impide aprender de quien lo hace mejor. Él lo hacía mucho y solo mejoró cuando abandonó las excusas y reencuadró la envidia como curiosidad: cómo lo están haciendo, y por qué yo no lo estoy logrando igual.
It doesn't serve you. And I say this as somebody who used to do that a lot. And so I realized that I was not getting any better by giving up all my excuses for why I wasn't achieving what someone else was achieving. And so the biggest goal was to reframe my envy into curiosity, which is how are they doing that? And how am I not doing as well as them?
Escúchalo en el minuto 52:10
Habla solo de lo que sabes o has vivido
Estrategia de contenidosLo que más le repele del contenido ajeno es ver a alguien regurgitando ideas de otros: eso ya se dijo, no suma al cuerpo de conocimiento y solo diluye la versión original. El contenido tiene que ser verdadero porque lo hiciste tú, o al menos verdadero para ti; si recién empiezas, tu verdad es que lo estás intentando.
Number one is only talk about stuff that you know or that you have experienced or that real for you. I think one of the things that I see that at least turns me off when I see other people's stuff is I see people clearly regurgitating other people's content. And it's like this has already been said. And you're not adding to the body of knowledge. You're just, you know, diluting down your version of it. And it's just not that useful. Right? It's just, it's not value additive.
Escúchalo en el minuto 20:15
Cuatro años estancado en 30 millones por ponerse él en el centro
Estrategia y decisiones de negocioEstuvo casi cuatro años atascado alrededor de los 30 millones de dólares porque insistía en ser él el centro de todo. Salió de ahí cuando entendió que el crecimiento tenía que venir de otros líderes, los jugadores A, y de diseñar incentivos donde esa gente pudiera ganar en grande y no solo un poco.
And like once you get stuck at like 30 ish million and I've said this, said this and I will say it again. I was stuck there for almost four years. Right. And the thing that that got me out of that was realizing that I was kept being me. I kept trying to make me the center. But it had to be everyone else. It had to be other leaders. It had to be other people driving the growth and setting up the incentive such that like they can win big time, not just little time, but big time.
Escúchalo en el minuto 34:30
Estrategia y decisiones de negocioSiempre hay alguien a quien le va mejor que a ti, así que conviene tener varias métricas de éxito a la vez: cuerpo, matrimonio, finanzas, negocio, equipo, hijos. Con una sola vara el marcador siempre pierde.
Success must be measured through multiple metrics. So this was a huge one for 2021 for me is that, and this is a quote from Charlie Munger is that someone is always doing better, right? Someone's always doing better than you. And so in one aspect. And so I think it's useful to have multiple metrics for measurement. So you can have your body, you can have your marriage, you can have your finances, you can have your business, you can have your team, you can have your kids, you can have whatever. Like multiple metrics for success.
Escúchalo en el minuto 40:42
Si algo está explotando, no creas que es por ti, pero entra con todo
Estrategia y decisiones de negocioCuando aparece la bola fácil hay que batear fuerte porque no sabes cuándo vendrá la próxima. Su consejo es doble: si algo está funcionando muy bien no asumas que es mérito tuyo, y aun así ve con todo. El mercado explica buena parte del éxito y uno se siente listo o tonto sin que tenga nada que ver con uno.
The thing is, is that when those occasions do happen, swing hard at that fat pitch because you don't know when the next one's going to come. And so I think that that was something that we did well. But I would urge you that if you are in something and something is crushing it, don't think it's because of you, but do go all in. And I think that you will be very happy with the outcome. The market makes a lot of our success. We feel smart or dumb and it has nothing to do with us the entire time was the little email thread that I left to myself.
Escúchalo en el minuto 28:52
Reescribió su libro cuatro veces de punta a punta
Estrategia de contenidosLa distancia entre bueno y excelente es enorme y la gente subestima cuánto tiempo cuesta cruzarla. Reescribió su libro de ofertas cuatro veces completas, y del libro de leads iba por la sexta versión sin terminarlo porque el tema es más complicado; a veces el trabajo simplemente hay que hacerlo.
And the difference between good and great is vast. And so when we're making products, I share this story because I think it will resonate with someone. Like writing this book took me a really long time, right? And that's why I think it ended up being pretty decent because we spent so many times rewriting it. Like I rewrote this book four times end to end. The Leeds book, I've now – I'm on my sixth version and it's still not done yet because it's honestly a more complicated topic. And it just takes – it just takes work. Sometimes the work just needs doing for it to be excellent.
Escúchalo en el minuto 45:47
Mejor fichar a alguien que ya batea .400 que enseñarle a batear
Estrategia y decisiones de negocioPrefiere encontrar gente que ya es muy buena y orientarla, antes que enseñarle a alguien a hacer el trabajo. Reconoce que al principio quizás no puedas pagarlo, pero ese es el ideal: Steve Jobs fue sobre todo un ensamblador de grandes personas alrededor de una misión común.
Next one was, in terms of finding talent, it is now been my, it's now my feeling that it's better to find a 400 batter than to teach someone how to swing, right? I would rather find people who are really, really good already and then orient them rather than try and teach someone how to do the thing, right? Now, you might not be able to afford that at a certain point in your business career, but that is still the ideal that I would, that I would go towards. And if you look at what, you know, Steve Jobs, you know, was able to do in his, in his career, he was really the assembler of great people…
Escúchalo en el minuto 32:51
En la venta el tono pesa más que las palabras
ConversiónVio en directo a alguien entregar un pitch malo y después a otra persona decir prácticamente lo mismo con el tono correcto: la segunda versión arrasó. Esa comparación le mostró cuánto pesa la intención detrás de la acción por encima del guion.
Tone, like in selling, matters more than words. And that was something that I got to see firsthand. I saw someone deliver a pitch that was really bad. Someone else basically go up and say the same thing with the right tone. And that was where the intention came in and it crushed. And I think that seeing that juxtaposition just showed me how much more the intention in the heart behind the action.
Escúchalo en el minuto 23:36
El horizonte temporal más largo es una ventaja competitiva inmediata
Estrategia y decisiones de negocioLas personas más exitosas que conoce son las que manejan los horizontes temporales más largos, y en teoría de juegos gana quien tiene el horizonte más largo: esa es la diferencia entre jugador finito e infinito. Decidir que vas a durar y construir con eso en mente da ventaja inmediata y saca de la mesa todas las jugadas cortoplacistas.
And the most successful people that I know have the longest time horizons. And in game theory, the person with the longest time horizon wins. It's the difference between finite and infinite players. And so you can literally give yourself an immediate competitive advantage simply by thinking I will outlast, I will endure it, and I will be here for a long time. And you build with that in mind. Right? And so what happens is you just get rid of all the short-term plays.
Escúchalo en el minuto 26:02
Quien más gana es quien habla en horizontes de tiempo más largos
Estrategia y decisiones de negocioSin excepción, la gente que más dinero gana que él conoce habla en los horizontes de tiempo más largos, y la que menos gana habla de hoy, mañana, esta semana o este mes. Si solo puedes pensar en cuánto facturamos hoy, hay que estirar el horizonte: pensar largo es pensar bien, y te lleva a jugar juegos en los que si esperas, ganas.
I think an acceptance of a different view on time has been something that shaped my life for the better. And I can tell you the people unequivocally that make the most money that I know all speak in the longest time horizons. And the people who make the least amount of money unequivocally talk in the shortest time horizons. The people who talk about today, tomorrow, next week, this month make less money than the people we're talking about five years from now. Without fail. And so if that's all you can think about, which is what are we making this month? What are we making this week? What are…
Escúchalo en el minuto 55:00
Si le consigues el dinero al cliente, encuentra la forma de comprar
Oferta y precioEl financiamiento está subvalorado: si le facilitas a la gente el dinero para pagar, se las arreglan para comprar. Sostiene que la industria educativa existe en buena medida por los créditos y préstamos estudiantiles, y que en sectores donde prestar es fácil se vende a más gente y a precios más altos.
If you can find people the money to pay, they will find a way to make it work. And so I think that financing is something that is underrated. I think the entire education industry at large exists because government gives basically free money to anyone who wants to get educated through student debt and student loans. And so that whole industry probably would not exist if, you know, if that student loan thing didn't happen. And so if you can find yourself in industries where there is easier lending, you will sell more people at higher prices.
Escúchalo en el minuto 16:35
Invertir solo en lo que ya sabes hacer
Estrategia y decisiones de negocioÉl y Layla se comprometieron a invertir únicamente en aquello que conocen, por eso trabajan con negocios de internet: es el terreno que dominan. Limitaron su cartera inmobiliaria justamente porque no tiene skill ni experiencia ahí, y consigue retornos desproporcionados haciendo aquello en lo que ya es bueno.
The next one is from an investing standpoint. Layla and I have really committed to just only investing in things we know, which is why we work with internet businesses because it's the businesses we know, right? And so sticking with that as our primary thesis. So like there's something that you do know better than other people. Stick with that. For us, we limited real estate. We still have, you know, a portfolio in real estate, but it's limited due to the fact that like I don't have skill or experience in that. And I can get outsized returns doing the thing that I'm good at, right?
Escúchalo en el minuto 43:25
Para atraer talento nivel 10 necesitas una oportunidad nivel 10
Estrategia y decisiones de negocioTomado del libro de Schwarzman: para atraer talento de nivel 10 tienes que ofrecer una oportunidad de nivel 10, y la mayoría de la gente no persigue oportunidades así, solo intenta ganar algo de dinero. Además cuesta lo mismo y toma lo mismo lograr una meta grande que una pequeña, así que conviene ir por la grande.
In order to attract level 10 talent, you have to have a level 10 opportunity. And most people are not actually pursuing level 10 opportunities. They're just trying to make some money. And so if you want to attract the best people and work with the best people, you have to be going after the big stuff, the big goals. Right. And it is just as hard to accomplish a big goal as it is a little goal. And it takes just as long. So you might as well go big.
Escúchalo en el minuto 34:58
Haz el contenido para ti y asume que nadie lo verá
Estrategia de contenidosHace contenido principalmente para sí mismo, como documento de lo que pensaba en cada etapa para releerlo de viejo. Cita a Grant: asume que nadie lo va a ver nunca y hazlo igual. Cuando algo se hace para conseguir algo, sale peor y la gente lo percibe.
And I think I alluded to the beginning of this video, but like making stuff, there's obviously making stuff for, you know, the audience. But I think for me, it's making it for me. I'm making it to document so that when I look back and I'm old and gray and baggy and saggy, I can be like, oh yeah, that's what I used to think about when I was at that point. And it'll help me document my, what I'm thinking about at that time. And hopefully maybe for you, if you can shift that frame, I think it would be helpful. And I heard this from Grant that I really liked. He said, assume no one will ever see…
Escúchalo en el minuto 21:48
Dejar huecos libres en el calendario paga, aunque de forma volátil
Estrategia y decisiones de negocioCuando tiene cada minuto agendado se estresa y se siente menos productivo. El tiempo libre para pensar y crear da retornos desproporcionados, solo que volátiles: un día libre puede no producir nada y otro puede ser espectacular, pero en conjunto rinde más que no tener nunca días libres.
I want all of my – I like having space to do free things on my calendar. And so when I have everything, every minute booked – and this has changed over time for me and maybe it'll change again in the future. But I stress out and I feel like I'm less productive. And so having free time to think and create ultimately produces outsized returns. It's just not as reliable or at least rather as it is more volatile in nature. So I might have a free day and not get anything done. And then I might have a free day and crush it. But I know that having free days makes me more than never having free days.
Escúchalo en el minuto 45:08
Estrategia y decisiones de negocioSi consigues 10x sobre una décima parte de tu dinero, tu retorno sobre el total sigue siendo 100%. Por eso, ante la inflación no hace falta proteger todo el capital: con retornos enormes sobre el 20% del dinero se cubre el patrimonio entero, siempre comprando con margen de seguridad para mitigar la caída.
And an interesting thing is like if you get 10x on one tenth of your money, you still have 100% IRR, right? And so if you're worried about inflation for all of your money, it's like if you get crazy returns on 20% of your money, it still covers your whole net, right? And so I think that's always making sure that you have the downside mitigation you buy with a margin of safety, right? Which is, again, Uncle Warren.
Escúchalo en el minuto 43:50
Esperar sin hacer nada también es una decisión activa
Estrategia y decisiones de negocioNo vender es una decisión activa, igual que esperar: no es que no estemos haciendo nada, es que estamos haciendo nada, y esa es la decisión que elegimos. La prueba está en los mercados, donde la gente no logra contenerse. Algunas cosas simplemente toman su tiempo: no puedes embarazar a nueve mujeres un mes para tener un bebé.
The last piece is seasons of waiting. Waiting and inaction are active decisions. Charlie Marber talks about this when it comes to investing. He's like, not selling is an active decision. All you have to do is look at the markets because people cannot hold themselves back. It's not that we are doing nothing. We are doing nothing. Get the difference?
Escúchalo en el minuto 54:21
Perry Belcher: sus mayores éxitos fueron tendencias que no sabía que estaba montando
Investigación de mercado y clientePerry Belcher le contó que sus tres o cuatro grandes éxitos los atribuía a su talento, pero al mirar atrás vio que cada uno venía de subirse sin saberlo a una tendencia. Vendía oro por pulgada, metal chapado en oro, solo porque el oro estaba carísimo y la gente buscaba alternativas; hoy vende contadores y asistentes virtuales offshore porque los salarios en Estados Unidos se dispararon.
And he said, and every time he did it, he thought it was because he was doing so well. He said, but when he looked back on it, it was because he had hopped on a trend that was happening that he was unaware of. And he's like, he was selling gold by the inch at some point, like in his first big, you know, home run thing. And it was because it was a, it was gold plated metal, but it was because the cost of gold was so expensive. And so he happened to hop onto a trend that he was unknowing of. And so people wanted alternatives to gold. Right. And so he was selling something that capitalized on a…
Escúchalo en el minuto 28:01
Canales de adquisiciónEn 2021 llevó TikTok, Instagram y YouTube a más de 100.000 seguidores o suscriptores cada uno en un solo año, y Twitter a 20.000 en 90 días, sin conocer previamente ninguna de esas plataformas.
That being said, in the same 2021, we grew TikTok, Instagram, YouTube, all to over 100,000 into subscribers, followers, et cetera, in a year. And grew Twitter to 20,000 in 90 days, all of which without really any knowledge of these platforms. So I'll share some of the things that worked for us if that is of interest to you guys.
Escúchalo en el minuto 2:01
Oferta y precioMucha gente les escribe para entrar en su portafolio, pero sus retornos son altos precisamente porque no tienen ninguna necesidad de aceptar a nadie: eligen solo las empresas que quieren, sin meta arbitraria de corto plazo que llenar. El horizonte largo es lo que les permite sostener esa escasez.
And so like for us, you know, acquisition.com, we're taking on internet businesses. It's like we have a lot of people who reach out. And we just, the reason that we have such high returns with the companies and they grow so well is because we have no need to take anyone. I don't, we don't need to do any of it. And so we just get to pick the ones that we want to do for a long time because we want to do it. And because we think we can absolutely kill it. And I think that having that, I don't, like there's no need. There's no scarce, there's no, there's no vacuum that needs to get filled.
Escúchalo en el minuto 47:33
Un año mediocre en ingresos puede ser excelente en otra métrica
Estrategia y decisiones de negocioEn 2021, sin contar la venta de la empresa, su ingreso directo fue un año medio; en cambio su matrimonio fue extraordinario, dice que lo triplicaron. Antes solo se fijaba metas financieras, y ese cambio a mirar más métricas fue lo que le permitió contar el año como positivo.
And in 2021, in my direct income, not including the sale numbers, it was a medium year for me. But for my marriage, it was an amazing year. And I'd say it's like, we, you know, we three X'd our marriage last year, but it was a great, great year for our marriage. And so I think that, and I think about 85 year old me looking back, it's like, yes, good. Like multiple metrics for success. And so I think measuring those things has been helpful for me when I think about a year of lessons and failures. That was a good, that was a plus in the plus column because I didn't used to do that. The only…
Escúchalo en el minuto 41:05
Quitarse el calendario de publicación le hizo producir más
Estrategia de contenidosDescubrió que no quiere calendario de publicación porque no es creador de contenido sino inversionista en negocios de internet. El calendario le resultaba muy limitante y, sin él, terminó produciendo más contenido, no menos. Lo presenta como algo que le funcionó a él, no como regla general.
So what I mean by that is like I don't want to have a schedule for posting stuff. I'm not a social media creator. I am a business guy. You know what I mean? Like we take investments in e-learning and really internet businesses is what we focus on. So, you know, that's where I make my money. The schedule felt very constraining to me. And when I didn't have the schedule, I ended up making more.
Escúchalo en el minuto 21:25
Invertir a contracorriente del ciclo
Estrategia y decisiones de negocioHay que estar dispuesto a hacer lo impopular e ir contra el ciclo: cuando todo el mundo está comprando a precios inflados, toca aguantar y esperar. Como señal apunta que Warren Buffett, el mejor inversor de la historia y el que ha visto todos los ciclos, tiene el 25% de sus activos en efectivo.
So you must be willing to do the unpopular thing to be against the cycle, right? When everyone's worried, right? Like when everyone's buying and buying inflated prices, that's when you have to hold and just wait. I look at Uncle Warren and he's got 25% of his assets in cash right now. Like that's a little interesting to me. Best investor of all time. He's seen every cycle imaginable. He understands stuff better than anyone.
Escúchalo en el minuto 42:58
Cardone y el banco: más fácil que te ahorren a que te inviertan
Estrategia y decisiones de negocioAnaliza a Grant Cardone y ve tres de las cuatro palancas: colaboración, capital y contenido; le falta código. Predice que su próxima jugada será abrir un banco, porque es más fácil conseguir que alguien ahorre a que invierta: con los depósitos de su audiencia puede ir a la Fed, apalancarse a tasas bancarias y comprar mucho más, pagando a la gente mejor retorno que un banco normal.
And the next move that I think he's going to make is around starting a bank. And I think it'll be one of the most brilliant moves that he makes because what's even easier than getting someone to invest? Just get someone to save. And what'll be cool is that what is going to happen is he's going to have so many deposits into Cardone Bank that he can then use that money to go to the Fed. And he can lever bank rates of leverage and then buy way more stuff to get returns on that. Because people are still too chicken shit to make investments for themselves. So they're just going to bank. And he'll…
Escúchalo en el minuto 53:00
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