Marketero · Entrevistas
I Just Learned This After 14 Years of Business
31 ideas de marketing sacadas de «I Just Learned This After 14 Years of Business», de Alex Hormozi. Sobre todo de estrategia y decisiones de negocio…
- 31 ideas despiezadas
- Fuente Alex Hormozi
- Dura 34 min
- Publicada en 2025
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Calcula el LTV sobre beneficio bruto, no sobre ingresos
Medición y experimentosLa literatura de LTV viene del software, donde el margen bruto es casi 100%, y eso engaña al resto. Si un cliente paga 100 dólares al mes durante 10 meses, el LTV no es 1.000: si cada envío te cuesta 20 dólares, el margen es 80 y el valor real de vida es 800. Hormozi lo llama LTGP (beneficio bruto de vida) para forzar la distinción y evitar decidir la inversión en adquisición con cifras de facturación.
to have both. Number three, I've been is basically how much does it cost you to customer versus how much money you get from that customer over the lifespan, specifically in gross profit, say LTGP, which is a mouthful, is in the software world. And software tends to be virtually 100% gross margins me for 10 months, they pay $100 a month, therefore my lifetime value is $1,000." Well, that's only true if you sell businesses don't have that. If you sell this cost you 20 bucks for every $100 shipment, your lifetime value is not $1,000. So, we have our hundred bucks, revenue. What we're looking at…
Escúchalo en el minuto 10:58
El 3:1 de LTV/CAC solo vale si todo está automatizado; si es manual, apunta a 20:1
Medición y experimentosLa regla de 3 a 1 nació en software y solo aplica cuando las tres funciones del negocio están apalancadas: atracción por anuncios pagados, conversión por página de pago y entrega por software sin límites de capacidad. Si en cambio prospectas a mano, vendes uno a uno y entregas servicio concierge, Hormozi quiere 20:1 o más, y él ha construido la mayor parte de su patrimonio operando a 30:1. El mínimo que sugiere para…
I had, which is in the software world, the big rule of thumb is 3 to one. it. So, let me explain. This is actually kind of three functions, the extent to which you need to have high LTV to CAC is predicated on how manual each of If you have paid ads, which I would Cool. That's number one. If we had a conversion process that's through a then third is let's say that we have pretty much it just works. If you're in absolutely can be at 3:1 LTV to CAC over the middle. If I had instead of paid ads, I had manual then from a conversion process, I've got sales. And then from a delivery process…
Escúchalo en el minuto 12:28
Retención de ingresos vs retención de logos, medida a 12 meses
Medición y experimentosLa métrica que miran en cada negocio en el que invierten: de los clientes que tenías el 1 de enero, qué porcentaje sigue comprando el 31 de diciembre. Si de 100 quedan 50, la retención de ingresos es 50%. Es distinta de la retención de logos: puedes bajar de 100 a 25 clientes y aún así crecer en ingresos si esos 25 gastan el doble. Ellos priorizan la de ingresos.
perspective for that lesson. The big thing I would just want to measure is what percentage of customers that I have at the beginning of this year that 12 months later are still buying from me. have a 100 customers at the beginning of the year and at the end of the year 50 31 how many of them are still buying? If I have 50 versus the 100 then I have 50% revenue retention. Now you can have logo retention which is a second nuance of this. Logo retention is of the 100 customers do I have 50 customers or did I go from 100 customers to 25 customers but those 25 customers really like me retention…
Escúchalo en el minuto 8:33
Medición y experimentosFramework tomado del mundo inversor para priorizar iniciativas: impacto (cuánto movería el negocio si funciona), confianza (qué tan seguro estoy de que funcione) y facilidad (recursos y plazo que exige). Se puntúa cada idea en los tres ejes y se suma. Ante la duda, gana una apuesta mediana con alta confianza sobre una grande con baja confianza.
tactical framework that you can kind of which is called ICE. All right. And so it's an acronym I stands for impact which is like how big that's that 20% if this works it's going to do this. The second is well how confident am I that it's going to work? That's the C which is what's my confidence level? So I got this big thing with low high confidence. I'll probably take then the third is ease, which is going to come into a combination of how many to do this? And also what's the timeline impact, confidence, ease. And so we use is ICE impact confidencees. All
Escúchalo en el minuto 3:13
No abras otro negocio de 3 millones: averigua por qué el tuyo no llega a 10
Estrategia y decisiones de negocioCuando solo sabes llevar un negocio a 100 mil, a un millón o a tres millones al año, la tentación es replicar ese techo abriendo más negocios iguales en vez de romperlo. La pregunta que hay que confrontar es por qué tu negocio de tres millones no es de diez, y resolver eso es el trabajo difícil que la mayoría evita duplicando estructuras.
love of God. And the reason and the thing is is that you have made up some number because some person you know makes a certain amount of money or some person you know thinks that this amount of revenue is cool. And so you're like, why would it be cool? So I want to hit that amount of revenue. And because you don't know how to grow the business you're in, you only know how to get to $100,000 a year. You only know how to get to a million a year. Only know how to get to $3 million a year. Then your way of growing is doing more $3 million businesses. When the reality is that you have to confront…
Escúchalo en el minuto 31:25
Solo cambia lo que promete más del 20% de mejora
Medición y experimentosSi el cambio cuesta un 20% seguro de rendimiento, una mejora esperada del 5% no compensa: se cambia una pérdida garantizada por una ganancia potencial pequeña. La consecuencia práctica es aceptar que el negocio nunca será perfecto y dejar sin tocar decenas de mejoras chicas, porque perseguir la perfección empeora el negocio actual.
If I say, well, I think it maybe get us a 5% improvement. Well, if I have a guaranteed 20% decrease or decrement in performance and I have a 5% incremental increase in performance, do I want to take a 20% guaranteed loss to have a potential for a 5% gain? Probably not. happens is some of these things I just just have to accept that the business will not be perfect, but your chase of perfection will actually make your current business worse because you're to make a change, make sure it's worth making sure that you are only taking bets that have 20% or higher upside to
Escúchalo en el minuto 1:21
Antídoto al apuro: mira la versión definitiva de tu negocio
Estrategia y decisiones de negocioPara frenar las ganas de abrir un negocio nuevo, estudia a quienes van veinte años por delante en tu mismo rubro y define cómo se ve la versión máxima de lo que ya tienes: dos mil locales, una agencia de cinco mil millones, una franquicia. Esa imagen casi nunca incluye tres negocios distintos arrancados al mismo tiempo, y eso solo se descubre mirando el estado final.
the counteraction, like how do you how do you counter the rush? How do you counter the rush? And I think the way that I have countered the rush is to look at the people who have the ultimate version of my business. Who are the people who are 20 years ahead of me? What do their businesses look like? And what's interesting about this is that the vast majority of them have one massive business. And in seeing that, I was like, huh, almost none of them have multiple massive businesses they do you counteract the idea of rushing? You have to look at the end state of the business. What is the…
Escúchalo en el minuto 27:28
Dos condiciones para que exista boca a boca: sin desincentivo y con alta frecuencia
Canales de adquisiciónPara que un producto se recomiende solo hacen falta dos cosas. Primero, que el cliente no tenga un desincentivo para contarlo: en B2B, si sirves a competidores entre sí, nadie quiere revelar su ventaja. Segundo, que exista densidad de comunicación entre tus clientes y otros compradores potenciales; el dueño de un taller metalúrgico especializado casi no habla con otros talleres iguales. Si hay desincentivo y baja…
nuance of understanding that's kind of some companies like especially B2B there's sometimes disincentives for a customer to bring in a competitor of literally a disincentive to tell people pressure on word of mouth. The second there has to be some sort of density in terms of the frequency of communication that your customers have with other potential customers. So, if I've got a help them with, why is he going to be products are meant to be viral. But if one a disincentive to share and a high frequency of interactions between your buy a product. If these two things are you have a high…
Escúchalo en el minuto 6:33
El pantano de 1 a 3 millones: 400.000 de utilidad contra 250.000 de sueldo
Estrategia y decisiones de negocioLa matemática que explica por qué ese rango es el más difícil: un negocio de 2 millones con 20% de margen deja 400.000 dólares al año de utilidad. Traer a alguien realmente bueno cuesta como mínimo unos 250.000 al año de compensación total, es decir más de la mitad de esa utilidad apostada a una sola persona. Si no rinde, perdiste la mitad de tu ganancia anual y sigues en el mismo lugar: necesitas la ayuda pero no…
But this is the math that I just realized is why it's so hard. So let's say you've got a a $2 million business. right. But let's say we've got a $2 million business, okay? And let's say that they're doing 20% margins. All right? So they're doing $400,000 per year in eBay or profit. Okay? So we got $400,000 here. Now, Here's the tough part. If you have $400,000 in profit that's left over, if you want to bring in a stud who's going $250,000 per year in all-in comp kind of at a minimum to bring somebody who's a is for this business. You're looking at risking more than half of your income on one…
Escúchalo en el minuto 20:29
Si los números dan 5:1 u 8:1, no escales: sigue afinando el modelo
Oferta y precioCuando la economía unitaria queda en 5 a 1 u 8 a 1, Hormozi no intenta escalar: se queda con una sola ubicación y sigue toqueteando el modelo y la oferta hasta conseguir la relación que permite crecer. Los períodos en que sí escaló con 30 a 1 son los que le generaron la riqueza; los intermedios fueron de ajuste.
wealth that I've accumulated has come in but in the times in between instead of trying to scale something that's at you know 5 one or 8 one I'm just going to continue to tinker I'm going to start I'm going to stick with my one location I'm going to keep working on the model and just keep tinkering with it until eventually we get the economics that we need in order to scale what if I'm doing whatever your goals are. I really do believe that you can just keep tinkering with the business, keep tinkering in the offer and find a way to get it so that you can have a huge discrepancy between these…
Escúchalo en el minuto 15:03
Una hoja de ideas para no ahogar al equipo con tus ocurrencias
Estrategia y decisiones de negocioEl equipo no aguanta el ritmo de ideas del fundador. Hormozi mantiene una planilla llamada GROWTH donde vuelca y desarrolla por escrito cada idea grande: así se rasca la comezón sin lanzarla a ejecución. Cuando el equipo tiene ancho de banda, vuelve a esa lista, la ordena por impacto, confianza y facilidad, y elige qué se hace.
actually do this like I have this massive sheet that it's called growth and I have it in all caps. And this is probably be the second big tactic is that I have every big idea that I want to try and I have to like get it out and spell it out and say all the things that I want to do and I just put it somewhere because the team can't handle the amount team can't either. You have to just like by documenting so I don't forget it and then whenever the team has more bandwidth I go back to that list and I'm like all right let's order this. which going to be the easiest? We tabulate this is the one…
Escúchalo en el minuto 3:58
Cambiar algo cuesta un 20% de rendimiento inmediato
Medición y experimentosHormozi estima que cada vez que se cambia un proceso en el que participan personas (onboarding, ventas, prospección) la función pierde de inmediato alrededor de un 20% de efectividad. No aplica a cambios automatizables como un test A/B de titular, sí a todo lo manual. Es un costo garantizado que hay que descontar antes de decidir el cambio.
that I get about a 20% decrease in effectiveness across any function that I'm going to change especially if it's manual. Now if you split test a headline we're changing our onboarding process or we're changing our sales process or we're changing our outbound process or decrease immediately of 20% in a guaranteed cost of change, which is about 20%, I was able to quantify what
Escúchalo en el minuto 0:35
Decidir viene de cortar: elige uno y acepta la vida que no vivirás
Estrategia y decisiones de negocioLa palabra decidir viene del latín decidere, cortar: no hay decisión sin eliminar opciones. La probabilidad de llevar cuatro proyectos al extremo empezándolos a la vez es cero, así que hay que elegir uno y aceptar que existe una versión futura de tu vida que no vas a poder vivir; decir que sí a lo que ya tienes es decir que no a todo lo demás.
pick. And you could have had four other timelines where you could have done each of these other things all the way to their extreme. But the likelihood that you're going to do all four of those to the extreme when you start all four of them at the same time is zero. It's not going to happen. The first business is built on hard choices. Business is built on the amount of nos that you're able to make if you can't say no at the beginning of like I'm not going to just pick one of these paths. Right? One of my favorite little definitions of d uh deciding comes from the Latin decaderee which means…
Escúchalo en el minuto 30:47
Salir del pantano: trabajar de más para poder fallar dos o tres contrataciones
Estrategia y decisiones de negocioAnte la disyuntiva de trabajar el doble o apostar la mitad de la utilidad a un fichaje, Hormozi elige ambas: entra en sobremarcha haciendo cosas poco escalables que generen más utilidad, justamente para financiar dos o tres intentos de contratación sabiendo que el primero probablemente falle. Así gana igual: con más utilidad rápido, o con menos utilidad pero avanzando.
help. And so, you either just got to go overdrive and go nutso mode, right? or you make a huge bet proportional to what hard. And so, if you're in the swamp right now, my encouragement to you is this. I have almost always been the like I'm going to go into overdrive and I'm going to hire the person because the idea is what if I just do things that are more unscalable but still generate higher profits for the business so that I can afford to take two or three shots business knowing that I'm not going to hit it out of the park on the first want to win either way. And so either I'm going to win…
Escúchalo en el minuto 22:35
Lo difícil no desaparece, muta: las tres dificultades por etapa
Estrategia y decisiones de negocioLa dificultad es constante y solo cambia de forma: al principio nadie sabe que existes y te sientes irrelevante; cuando logras que te conozcan, nadie te quiere pagar; cuando por fin pagan, aparecen las quejas porque tu producto no es tan bueno. La gente se estanca porque aprendió a superar un tipo de dificultad y no el siguiente, y el ego inventa cien razones para decir que lo suyo no es difícil sino distinto.
hard changes." So the heart is constant, but the nature of it changes. Just like suffering as a human being is constant. It's not going to go away. There's nothing wrong with you because you're suffering while you're in business. It's just that the nature of the suffering changes. In the beginning, no one knows you exist and that's tough because you feel ignored and irrelevant. And then you start to let people know about your stuff. And then as soon as that happens, you have a different kind of hard which is that no one wants to give you money. And then all of a sudden people start giving you…
Escúchalo en el minuto 32:28
Canales de adquisiciónAl ir hacia audiencias más frías el grupo de compradores potenciales crece, pero convierte un porcentaje menor, o sea que cada cliente sale más caro. Además, vender a más gente obliga a sumar capas de gestión que no siempre aportan valor. Con esas dos fuerzas en contra, hace falta una diferencia enorme entre lo que cuesta un cliente y lo que deja, para aguantar el temporal mientras se crece.
applies to you. As you go into colder and colder markets, you will convert a smaller percentage of customers. These purchase from you, but you have a bigger trade-off. But when you go to those colder colder markets, smaller percentage convert, meaning it costs you more to get those customers. Basically, you sell more people. You're going to have more infrastructure that has to get built into the business. So you have layers of management that will start additive. With these two things that are working against you, you have to have this very large discrepancy between what it cost you to get a…
Escúchalo en el minuto 16:03
El margen extra paga los baches de contratar gente nueva
Medición y experimentosLa razón de exigir un ratio tan alto en negocios manuales es la irregularidad al escalar: los prospectadores nuevos no rinden al principio, los vendedores nuevos pierden oportunidades mientras cobran sueldo, y a veces después de todo ese gasto tampoco funcionan. Se pierde tres veces. A 3 a 1 ese colchón desaparece de inmediato, y cuanto más rápido escalas, más ineficiente eres.
that's entirely automated? The main reason is lumpiness. You have to bring people in for outbound that are not going to be proficient. So, you're gonna have to incur the cost of new SDRs that work out. So, you have to incur that and then also incurring the cost of new salespeople who actually going to be trying to convert those prospects and to be paying them while they literally close fewer sales for you. So, you lose twice. And then also sometimes you spend aren't. So, they just lost you money have this lumpiness of of people that aren't going to be effective. And if you at 3:1, boom…
Escúchalo en el minuto 17:07
Retención de ingresos siempre; viralidad solo si el producto la permite
Retención y relación con el clienteHormozi corrige su propia postura de que todo negocio puede crecer por boca a boca: pegajosidad y viralidad son ejes distintos. La retención de ingresos (que compren de nuevo, por suscripción o por recompra tipo Coca-Cola o internet) es el estándar de oro para cualquier negocio, B2B o B2C. La viralidad se da sobre todo en consumo, y hay negocios que nunca la van a tener, sin que eso sea un problema.
business. But I've thought more and more about this and I think that it's a it's an it depends answer. Now there are some Either of those are things that are recurring. They have high revenue retention. But that is different than virality, right? That's very different. So on one level you have does it stick? On the other level you have do people that's just not always the case. The gold standard should absolutely be revenue retention bar none. Full stop. you're in for B2B, your B TOC, you want to be able to get recurring or revenue. But the virality typically is going to be more on the…
Escúchalo en el minuto 5:53
Diez años estancada en un millón porque duplicar era 'inconveniente'
Estrategia y decisiones de negocioUna dueña llevaba diez años facturando un millón de dólares al año con un modelo claro y sin haber intentado llegar a tres. Al preguntarle por qué no duplicaba lo que ya hacía, respondió que era incómodo y le exigía más tiempo, es decir, difícil: nos cuesta admitir que simplemente no estamos dispuestos a hacer lo difícil.
That is the hard work. I talked to a lady yesterday. She was stuck at a million dollars a year for 10 years. I I said, "Why haven't you gone to $3 million a year? Like what's what's stopped you?" Because she had a very clear model. I was like, "Why don't you just double how much you're doing?" And she was like, "Well, it's a pain." And I was like, "Oh, cuz it's hard." Cuz it's hard. She's like, "No, no, it's not cuz it's hard." And I was like, "Well, then why haven't you done it?" And she's like, "Well, it's just like it's just like it's inconvenient and there's like it's more it's more time…
Escúchalo en el minuto 31:55
Clientes volátiles hacen un negocio volátil
Investigación de mercado y clienteLos clientes grandes son pegajosos y los pequeños se van rápido; si tu cartera es volátil, tu facturación también lo será, y un negocio volátil no aguanta las crisis, no dura y por lo tanto nunca llega a ser grande. La elección de a quién le vendes determina tu capacidad de sobrevivir, no solo tu margen.
Why? because they're sticky. Because if you have volatile customers, you'll have a volatile business. If you have a volatile business, you're not going to be able to weather the storms. If you can't weather the storms, you're not going to last long. If you don't last long, you're not going to get big. How
Escúchalo en el minuto 29:23
De cero a un millón solo hay que promocionar y vender
Canales de adquisiciónPor debajo del millón de facturación no hay debate estratégico: nadie sabe que existes, así que toca promocionar, anunciar y aprender a vender. Las discusiones sobre viralidad o boca a boca vienen después; en esa primera etapa el trabajo es hacerse conocer.
career. Uh, you know, and especially if you're, you know, sub a million, you just got to promote, right? You just got to let people know about your stuff. No one knows you exist. You got to advertise, right? You got to learn how to sell. Cool. That's zero to a million. No questions asked. That's what it is.
Escúchalo en el minuto 5:34
Investigación de mercado y clienteNo existe una agencia que atienda pymes a 1.000, 1.500 o 2.000 dólares mensuales y facture más de 100 millones al año; todas las grandes (Ogilvy, VaynerMedia, NP Digital) subieron de mercado y hoy sirven a la Fortune 500. Si tu ticket es de pyme, el techo del modelo está puesto de antemano.
businesses. But if you're like, well, I'm only dealing with small SMB restaurant owners for my agency. Show me one one agency that service SMBs in that,000 $1,500 maybe $2,000 a month mark who has a $100 million plus business. Even just re like revenue. Just show me one. Why doesn't it happen? Because it's a bad model. Every single agency goes up market and they serve enterprise and that's become really big. Look at Ogulvie. Look at Veayner, right? Like look at Neil NP digital. All of these are massive massive companies that only service really the Fortune 500.
Escúchalo en el minuto 28:49
Estrategia y decisiones de negocioEl miedo a perderse oportunidades no viene del mercado sino de una fecha límite arbitraria que uno se fija y contra la que después se mide para sentirse fracasado, gane lo que gane. Si el plazo es inventado, el apuro también lo es, y con él desaparece la urgencia de lanzar cosas nuevas antes de tiempo.
didn't have FOMO? It's actually because the idea of rush is where the fear of missing out comes from. It's the arbitrary timeline that I set for myself that I just grab from thin air and then I measure myself against this thing that I made up to make myself miserable at all times from whatever success I'm achieving. In thinking about that, I I have I've coined the term for myself, which is that rush is imaginary. It's made up. It's completely made up.
Escúchalo en el minuto 25:18
El primer millón deja más margen que los tres siguientes
Oferta y precioLos primeros 500.000 a un millón al año suelen ser más rentables que los siguientes dos a cuatro millones, porque a partir de ahí hay que instalar infraestructura. La alternativa a montar esa estructura es subir precios en vez de perseguir volumen: solo si decides que ese es el precio al que quieres servir y quieres más clientes, te toca construir.
as you're scaling up, that first, you know, 500, 800, sometimes million dollars a year is actually in some ways somewhere more profitable than the next 2 3 4 million because you have to install this level of infrastructure because you're like, I just can't do it anymore. Now, you can always just keep jacking prices and that's fine and I'm a big advocate of that. But if you're like, "No, I think this is the price that I want to service at and I want to do more volume." Then you're going to have to put put in more infrastructure.
Escúchalo en el minuto 20:06
Cambiar siempre te deja permanentemente 20% abajo; no tocar nada da 5% gratis
Medición y experimentosSi al terminar un cambio se empieza otro, el negocio arrastra ese 20% de castigo de forma permanente y nunca opera donde debería. Al revés: sin tocar nada, un equipo mejora solo alrededor de un 5% al año porque la gente se vuelve más eficiente en lo que ya hace. Por eso a veces la mejor decisión es dejar respirar a los negocios que van bien.
starts going back up. But what happens if you at the same time say, "Oh, well basically, you incur this permanent 20% decrease because you're always changing something. So you're always 20% below where you should be in the business. 20% is a lot. Often times in the business, my business has done exceptionally well and I just let them breathe. Because you. If you change nothing, you get about a 5% guaranteed improvement. Think about how crazy that is. If you change justupup 5%. You can book it. Think see that across all businesses that if you just let people do stuff, they just get better at…
Escúchalo en el minuto 2:18
Estrategia y decisiones de negocioLas firmas de reclutamiento cobran entre 25% y 30% del salario del primer año para colocar a una persona de alto nivel. Con un sueldo de 300.000 dólares al año, son unos 80.000 dólares solo por conseguir al candidato, antes de saber si va a rendir y sin contar el onboarding.
again, recruiting itself can be a super expensive task. Like there's recruiting firms. And if you want to recruit a high level person, it usually cost you 25, sometimes 30% of their first year pay. And if you're paying someone $300,000 a year, it's like you're going to pay 80 grand just to get somebody, let alone hope that they're proficient. And you still have all this onboarding. So you
Escúchalo en el minuto 17:55
Estrategia y decisiones de negocioUna dueña con un salón de uñas que funcionaba muy bien se asoció con distintas personas para abrir tres o cuatro locales más, y hoy su mayor freno para crecer son esas sociedades desordenadas. La alternativa era exprimir el local existente, ahorrar la caja y abrir el segundo local 100% suyo; la única razón para no hacerlo fue el apuro.
I was talking to Anie Trrog and she has um she has nail salons, okay? And so, she has uh one core nail salon that worked really well and then she decided to partner with other people doing like three or four other nail salons. And the biggest issue she has for growing right now is that her partnerships are kind of a mess. I'll just put it like that. Why did you do these partnerships? She said, "Because if I had more locations, I'd make more money." And I said, "Why didn't you just make more money with your existing location, save up the cash, and then open a second location all for yourself?"…
Escúchalo en el minuto 26:23
La etapa de escalado la marca el número de personas, no la facturación
Estrategia y decisiones de negocioAl mapear en qué punto se atascan las empresas de su portafolio, descubrieron que las etapas no se ordenan por ingresos sino por cantidad de empleados. Dos negocios que facturan lo mismo, entre uno y tres millones, pueden estar en etapas completamente distintas según el tamaño del equipo y la naturaleza del negocio, y por eso necesitan cosas distintas para avanzar.
scaling road map. So when we looked at our whole portfolio and the companies that we worked with over the years, right? And when we put it all together on a map, what we realize that it actually isn't by revenue, it's by headcount. You might be doing $1 to $3 million a year and be here, or you might be doing $1 to $3 million a year and be at level five product size, right? So, it really depends on the nature of the business that you're in. If you want to
Escúchalo en el minuto 23:32
Los segundos negocios llegan tras décadas: Bezos y Panda Express
Estrategia y decisiones de negocioBezos lanzó Blue Origin después de 35 años de Amazon, y el dueño de Panda Express compró el hotel Cosmopolitan tras 45 años del restaurante, que sigue siendo su vaca lechera. Salvo excepciones como Musk, casi todos los de la lista Forbes hicieron una sola cosa durante toda su carrera: el segundo proyecto es premio del primero, no su reemplazo.
started. Elon is, of course, the one exception that everybody wants to bring up. And if you're Elon, you alreadying you if you haven't done that yet, then maybe consider every other person on the Forbes list that just did one thing for the entirety of their career. And it's like Basos has Blue Origin. Yeah. After 35 years of Amazon, you've got Mr. Panda still doing. It's like, but wait, he owns he owns the Cosmo. Yeah, but he also did that after 45 years of Panda Express. And Panda Express is still his cash cow. Okay,
Escúchalo en el minuto 27:53
Estrategia y decisiones de negocioSolo tiene sentido crecer a toda velocidad si el negocio tiene un efecto de red fuerte y el mercado es de ganador único: ahí sí hay que capturar la red antes que otro, normalmente con capital levantado y sin ser rentable todavía. Cualquiera que no esté construyendo una plataforma tecnológica con efecto de red no necesita correr.
There's only one caveat that I'll make to this, which is, and if this is you, you probably already know. If you have a business that has a tremendous network effect and there's a very small amount of people, even a big amount of people in that network that you're trying to gather towards, then yes, it's likely that you have a winner take all business model and in which case you've probably already raised a ton of money and you're probably trying to aggressively grow to capture that network so that eventually you can turn something into a profitable business. Fine. For everybody else who's not…
Escúchalo en el minuto 25:47
Estrategia y decisiones de negocioVender tu tiempo como profesional independiente está bien y suele dar márgenes muy altos. Antes de perseguir ingresos pasivos conviene llevar al máximo el ingreso activo: muchos multimillonarios tienen ingresos activos altísimos.
especially if you're a sole proprietor. You're basically just selling your time, which is fine, right? You don't need to obsess about your passive income before you max out your active income. Good idea. By the way, a lot of billionaires, very high active income, FYI. Anyways,
Escúchalo en el minuto 19:55
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