Marketero · Entrevistas
If I Wanted to Become a Millionaire In 2024, This is What I'd Do [FULL BLUEPRINT]
40 ideas de marketing sacadas de «If I Wanted to Become a Millionaire In 2024, This is What I'd Do [FULL BLUEPRINT]», de Alex Hormozi. Sobre todo de…
- 40 ideas despiezadas
- Fuente Alex Hormozi
- Dura 1 h 03 min
- Publicada en 2023
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La regla de 100: cuenta tu trabajo en cientos diarios
Canales de adquisiciónEn vez de preguntar cuánto vendiste, pregunta cuántos cientos hiciste. Cien mensajes a conocidos al día, cien contactos en frío al día, cien minutos de contenido al día o cien dólares diarios en anuncios. El día que no vendes tienes que hacer igual tus cien acciones, porque son las que producen las ventas de mañana.
How many hundreds did you do? If I was doing more reach outs, I'd say, cool, reach out to 100 friends a day. If I'm doing cold reach outs, I'd say, cool, reach out to 100 people a day. If I'm making content, cool, make 100 minutes of content every day. If I'm running ads, I'd say, run $100 a day.
Escúchalo en el minuto 35:37
Los costos ocultos encarecen la oferta más que el precio
Oferta y precioUna agencia que dice «60 días de puesta en marcha, dos llamadas semanales de una hora y vuelas a mi estudio a grabar» vende mucho peor que otra que dice «no tienes que hacer nada, empiezo a publicar hoy y tu teléfono suena hoy». Es el mismo servicio: lo que cambia es el envoltorio, y eso lo hace hasta diez veces más valioso.
If I have a marketing agency, okay, and I do content for people, all right, and when I start doing content, I say, okay, it's going to take us 60 days to ramp up. We're going to start having two calls a week for an hour. You're going to have to fly out to my studio and we're going to record. And it's going to take 60 days before you're going to start seeing any kind of traction. Imagine that offer compared to somebody who says, you don't need to do anything. I can just draw stuff on my own, immediately start posting, and your phone's going to ring today. Well, shoot, which one's more…
Escúchalo en el minuto 24:36
La oferta perfecta: sube sueño y certeza, baja tiempo y esfuerzo a cero
Oferta y precioLa ecuación de valor tiene dos partes: arriba el resultado soñado y la probabilidad percibida de conseguirlo, que hay que subir; abajo el tiempo y el esfuerzo o sacrificio, que hay que bajar hasta cero. El extremo hipotético es apretar un botón en tu web y mirarte los abdominales al instante; toda distancia respecto a eso resta valor.
Whatever you have to start doing, you typically have to stop doing something else. The top side, we try to increase. The bottom side, we try and decrease. We want to get it to zero because if you think about this in a hypothetical extreme, the perfect offer that would have the absolute most value would be the biggest, most compelling dream you can possibly imagine that you're absolutely guaranteed to get instantly with no effort. So if I said you can click a button on my website and then look down at your abs and then have a six pack, that would be the hypothetical extreme value.
Escúchalo en el minuto 23:37
Estrategia y decisiones de negocioUn amigo de Hormozi llegaba a 10.000, 20.000 y 30.000 dólares al mes y luego se desinflaba: alcanzaba la meta y soltaba el acelerador. El arreglo fue cambiar la definición de éxito a si hizo o no las actividades que se propuso al empezar el día. Los inputs se controlan y son los que arrastran los outputs.
I had a buddy of mine. So he started doing 10 grand a month, 20 grand a month, 30 grand a month. And then he would fall off. And I was like, why do you keep falling off? He said, well, I make the money and I hit my goal. So then I like ease off the gas pedal. And I said, it's because you're defining your goals the wrong way. I see you as not hitting your goal every time you're not doing the activities.
Escúchalo en el minuto 34:26
Solo existen ocho formas de publicitar, y cuatro las haces tú
Canales de adquisiciónHay cuatro cosas que puedes hacer tú mismo: contacto directo a conocidos, publicar contenido para quien ya te conoce, anuncios pagados a desconocidos y contacto en frío uno a uno. Las otras cuatro son que otros las hagan por ti: referidos de clientes, empleados, agencias y afiliados o influencers. No hay una novena.
There are eight ways you can advertise. There's four that you can do. And then there's four that other people can do for you. You can do warm outreach, which is reaching out one-to-one to your friends. You can post content one-to-many, but to people who know you. You can run paid ads, which is doing one-to-many to strangers. Or you can do one-to-one to strangers, which is cold outreach.
Escúchalo en el minuto 27:00
ConversiónSi no sigues un guion de ventas, hazlo, porque en algún momento tendrás que salir de ventas para escalar y necesitarás enseñárselo a alguien. El fundador siempre será el más convencido del producto: quien venga después nunca tendrá su carisma ni su convicción, y por eso hace falta un proceso que maximice la probabilidad de compra sin depender de la persona.
And so if you don't follow a script in the beginning, you better make one. Because if you're going to eventually get out of sales, which you should if you want to scale, then you're going to be able to teach somebody else how to sell, too. And one of the biggest issues early on is that the founder is the most convicted about the product. And you should be. It's your company. But people who come after you are never going to be as charismatic or as convicted in the thing that you have as you are, which means you need to follow a process to maximize the likelihood that the prospects that they…
Escúchalo en el minuto 30:10
Bajo el millón, vende tres veces más del mismo producto en vez de añadir otro
Oferta y precioMucha gente cree que para duplicar el negocio hay que venderle tres cosas al mismo cliente. Por debajo del millón de dólares eso solo añade complejidad cuando ni siquiera tienes tantos clientes. La pregunta correcta es cómo vender tres veces más del mismo producto a la misma clase de persona.
And the reason I say one product is that a lot of people overcomplicate their businesses too early. They're like, man, if I want to double my business, I should sell them three things, right? And then I'll get them to buy more stuff. But the thing is, is that if you're under a million dollars, you're just adding a ton of complexity when you don't even have that many customers. And so most times you'd be better served sticking with the one thing that you're selling and saying, how can I sell three times as many of the exact same person?
Escúchalo en el minuto 17:49
Un avatar, un producto, un canal hasta el primer millón
Investigación de mercado y clienteLa fórmula más simple para llegar al millón de dólares es elegir una sola persona muy concreta a la que ayudar, un solo producto que darle y un solo canal por el que llegar a ella. Cualquier cosa más que eso, antes del millón, es complejidad que no te has ganado todavía.
One avatar, one product, one channel. This is the simplest formula to getting to a million dollars plus. All you have to do is find one person that you want to help. It's just making sure that you're very clear on the one very specific person that you are going to help. That is the avatar. The next thing is you want to give them one product.
Escúchalo en el minuto 17:32
Convierte cada meta en una hipótesis medible del tipo si X entonces Y
Medición y experimentosDefinido el problema, la meta se escribe como hipótesis: si la web convierte poco y la rediseño, entonces la conversión subirá. Después hay que decidir cómo se mide cada mitad: la X puede ser un test A/B lanzado cada lunes durante el trimestre, respuesta sí o no; la Y, si la conversión supera el 10% actual, también sí o no.
So what that means is, I say, my hypothesis is, if our website is low conversion, that's the problem that we're solving. My hypothesis is that if we redesign the website, we will then get increased convergence. And then all we have to do is say, how do we measure X and Y? How do I measure that we redesigned it? I could say, yes or no, I did it. Or I could say that we hold a split test every Monday that we run over the quarter.
Escúchalo en el minuto 37:01
Los primeros dos filtros de un mercado: dolor real y con qué pagar
Investigación de mercado y clienteHormozi usa cuatro criterios para decidir a qué mercado entrar. El primero es que la gente esté en dolor de verdad: que no quiera lo que vendes, que lo necesite. El segundo es capacidad de compra, que tenga con qué pagarlo. Se elige primero a quién vender y solo después qué venderle.
Concept two is the four things that I look for when I'm actually trying to find that market. Number one is I want people who are in pain. You want to make sure that the people that you are selling to are in desperate need. They don't want but must have the thing that you are selling. The second is that they must have the ability to buy. So purchasing power.
Escúchalo en el minuto 15:36
El orden de las palancas es mercado, oferta y persuasión
Investigación de mercado y clienteEl mercado es la variable número uno: vender servicios a periódicos, que caen 25% al año, condena el negocio hagas lo que hagas. La segunda palanca es la oferta: decir «empieza gratis y solo cobro si consigues resultado» vende diez o cien veces más que un cobro por adelantado sin garantía. La tercera, y solo la tercera, es tu habilidad para persuadir.
And so you have to understand that the market is number one. If I was trying to sell services to newspaper companies, well, newspaper companies are decreasing by 25% per year, compounding negatively in the wrong direction. The next lever on this is the offer that you give people, right? If you have a superior offer, then if you're in a normal market, that'll be the next lever that you have. If I say, hey, start for free and I only get paid if you get some sort of result. And it's a truly free, low risk, amazing value and you get results tomorrow offer, then you're going to sell 10 times, 100…
Escúchalo en el minuto 14:26
Oferta y precioUn ebook de 50 dólares con recetas sanas y un entrenamiento personal de 5.000 prometen el mismo resultado: adelgazar. Lo que separa el precio es la probabilidad percibida de logro: nadie cree de verdad que un ebook de 50 dólares le vaya a transformar el cuerpo. Aumentar esa creencia es la mitad del trabajo de la oferta.
If I buy a $50 e-book on good meals that I can cook that are healthy, maybe I'll get some food that I might like in here. And I can feel a little better about myself. But they don't realistically think that they're going to all of a sudden transform their entire body from a $50 e-book. Now, if you sign up for personal training for a year, you probably have a way bigger perceived likelihood of achievement. And so you value it higher.
Escúchalo en el minuto 21:37
ConversiónAl principio el fundador debe estar metido en publicidad y en ventas. Primero porque es más barato cuando hay poca caja. Segundo porque son habilidades que va a necesitar toda la vida. Y tercero porque, al conocerlas a nivel táctico, cuando delegue en empleados, agencias o afiliados podrá enseñarles el modo correcto y detectar quién le está tomando el pelo.
Now, it's so important for founders who are starting a company to be integrally involved in both of these processes. The reason you want the founder to be integrally involved in the beginning is one, it's cheaper. And especially when you have less cash, that makes sense. Two, these are skills that are going to be required for you to succeed over the long haul. So you're going to want to understand them at a tactical level because when you bring someone else in in the future, these lead getters, whether it's employees, agencies, affiliates, or whatever, you can teach them the right way to do…
Escúchalo en el minuto 28:41
Anunciar en cuatro direcciones, no solo hacia los prospectos
Canales de adquisiciónLa publicidad es de doble cara: según creces por el lado del cliente tienes que crecer también por el lado del equipo. Son cuatro destinatarios simultáneos: prospectos para convertirlos en clientes, clientes para que compren una y otra vez, candidatos para convertirlos en empleados y empleados para mantenerlos comprometidos y formándose.
And so this is ultimately the dual-sided nature of advertising. Because as you grow the left side, you need to also grow the right side. If you want to continue to get these customers to buy again and again and again, then we also need to advertise in this direction to the customers to get them to buy again and again. So we advertise to prospects and customers. We advertise to get customers to become repeat customers. We advertise to candidates to turn them into employees. And then we advertise to employees to get them more engaged and to keep them engaged and keep educating them so they can…
Escúchalo en el minuto 41:10
Canales de adquisiciónCon anuncios pagados basta con invertir más dinero mientras sea rentable. Si no consigues pasar del millón anual de forma rentable en ese único canal, lo que tienes es un problema de negocio o de precio, no falta de canales. Añadir un segundo canal a esa altura solo complica la operación.
Or let's say you're running ads. Obviously, if you're running ads, you can just spend more money on the ads provided you're doing it profitably. And if you can't expand past a million dollars a year profitably with paid ads, you have a business problem or you have a pricing problem. You don't actually need to add another channel because then it, again, complicates your business.
Escúchalo en el minuto 19:05
Empezar de cero mata la composición: lo aburrido es lo que enriquece
Estrategia y decisiones de negocioEn el año 10 el negocio aburre, pero pasar de 100 a 110 millones son 10 millones de crecimiento, mientras que la probabilidad de que el proyecto nuevo y emocionante haga 10 millones en su primer año es mínima. Toda la composición está encerrada justo en la parte aburrida.
And this is one of the things that people don't realize about restarting. When you go from year 10 to year 11, you might be incredibly bored with your business. But if you go from 100 million to 100 to 10 million, you grew by 10 million. And even though this new thing might sound more exciting in year one, the likelihood you go from zero to 10 million year one is really unlikely. And so this is where all of the compounding is locked, even though it's incredibly boring. But if there's one thing I can let you write down, boring is what makes you rich.
Escúchalo en el minuto 53:49
Con quién apareces cambia el mensaje aunque el contenido sea idéntico
Marca y posicionamientoLas marcas rompen con los famosos que sueltan un insulto racial o son detenidos por fraude porque esa asociación ya la conoce la gente y no le gusta. Lo mismo vale para el contenido propio: con un coanfitrión distinto al lado se piensan cosas muy distintas de ti aunque el material sea exactamente el mismo.
Now, why do brands drop celebrities when they make a racial slur or they get into an accident or they get arrested for fraud? Because that becomes an association that people do know and then they don't like. And so they say, I don't want to associate our brand with that. And so they say, we're going to break this association. And so when you're building a brand, it's being very particular about what and who you want to associate with. If I have a porn star next to me and I have a porn star co-host, you're going to think very different things about me, even if the material is exactly the same.
Escúchalo en el minuto 47:38
Marca y posicionamientoReputación es otra palabra para marca, y una marca es simplemente la asociación entre algo que la gente ya conoce y algo que aún no conoce. Construir marca es asociar todo lo que quieres que piensen de ti con eso que todavía no conocen, que eres tú.
So reputation is a different word for saying what a brand is. And a brand is simply an association between something you know and something you don't know. When we're building a brand, you want to associate all the things that you want someone to think about you with the thing that they don't know yet, which is you.
Escúchalo en el minuto 46:07
Escalar la publicidad de un producto malo encarece cada venta futura
Oferta y precioCuando llegan las primeras ventas el instinto es hacer más marketing porque eso fue lo que trajo dinero. Pero cuanta más gente compra un producto mediocre, más gente le cuenta a sus amigos que es malo, y con el tiempo anunciarse cuesta cada vez más caro porque la reputación ya está dañada.
But the problem is that people get to this point and then think, oh, I need to do more marketing and sales. Right? Because that's what made me money. But the problem is the more you market and sell, the more people actually find out that this is not a gift. And this is actually a big pile of shit. And so what happens is now you've got people who buy this thing and tell their friends, this thing stinks. And then over time, it becomes more and more expensive for you to advertise because your reputation stinks.
Escúchalo en el minuto 11:26
Estrategia y decisiones de negocioHormozi cuenta como arrepentimiento que metió todo el beneficio de cada gimnasio en abrir el siguiente y no sacó nada para él en todo ese tiempo: vivía barato, comía barato y conducía un coche pagado al contado. Al final perdió todo el dinero de la venta de los gimnasios y se quedó sin nada.
One of the regrets that I have earlier on as I continued to double down on my gym chain was that I took all the profit from each gym and I kept putting it into the next gym. And I basically took nothing out for the entire time. Now, that's super risky. I was living on nothing, living cheap. I was eating cheap. I had a cash car that I owned outright and I just put everything I had, spent every hour of my day growing my business. Eventually, though, I ended up losing all the money from selling all my gyms and was left with nothing.
Escúchalo en el minuto 30:59
Nunca arriesgues la reputación por el dinero corto
Marca y posicionamientoNo arriesgar la reputación por dinero rápido, para que el goodwill siga componiendo y la fiesta siga, es una de las decisiones de negocio a largo plazo más inteligentes y más difíciles. Montar algo turbio mañana daría mucho dinero, pero sería la flor rota que afecta para siempre a cómo se percibe todo lo demás.
And so that's why making sure that you never risk your reputation to make the short money so that you can let the goodwill keep compounding, let the party keep going, is one of the smartest and hardest long-term business decisions. Because believe me, if I start a bully fence tomorrow, I'll bet you, you'll probably make a lot of money. It's like, but it would be like this broken flower, and it would permanently affect how people perceive it, and the brand that I also want to build.
Escúchalo en el minuto 51:06
Marca y posicionamientoEl goodwill es el excedente del cliente: el valor que alguien recibe por encima de lo que pagó. Si paga un dólar y siente que recibió cinco, esa diferencia es goodwill. Y repetido una y otra vez no se comporta de forma aditiva sino multiplicativa.
And so when we do that, you compound customer surplus. The street word for that is goodwill, which is what amount of value did someone get in excess of what they paid for? So let's say I pay a dollar for something and I feel like I got $5 worth of value, right? Everything here between the two lines is customer surplus or what we like to call goodwill. But the interesting thing about this is that if I do this over and over and over again, these things aren't additive. In my experience, they've been multiplicative.
Escúchalo en el minuto 48:34
Los ricos hicieron su dinero con una sola fuente y diversificaron después
Estrategia y decisiones de negocioQue el millonario promedio tenga varias fuentes de ingreso describe cómo mantiene la riqueza, no cómo la creó. Quien la creó fue todo en una sola fuente, sumando una y otra vez hasta que desbordó, y solo entonces repartió el dinero entre otras vías. Dividir la atención al principio no genera dinero.
The wealthiest people in the world go all in on one income stream. And they keep adding it up over and over and over again until it overflows. And then once it overflows, because they're making so much money from their one opportunity, they then start diversifying back between the other different ways. But they made their wealth focusing on one thing.
Escúchalo en el minuto 5:06
Arreglar currículums a desempleados: mucho dolor, cero dinero
Investigación de mercado y clienteUn conocido montó un negocio de mejorar currículums para gente sin trabajo. El dolor del cliente era enorme, pero el negocio no crecía por una razón simple: al no tener empleo, todos estaban quebrados. El dolor sin capacidad de pago no es un mercado.
So a friend of mine had a business where he helped people who are unemployed fix their resumes so that they could get a job. Now, you might be like, oh, wow, tons of pain. Absolutely. But the problem was he kept trying to grow this business and he couldn't grow it because they were all broke because they didn't have a job.
Escúchalo en el minuto 15:57
La reputación es un ramo: elige qué flores pones juntas
Marca y posicionamientoUn ramo no existe por sí mismo; es la asociación de flores sueltas puestas juntas. Igual con la reputación: al juntar experiencias, habilidades y rasgos de carácter creas una marca, y la fortaleces acumulando experiencias del mismo tipo hasta que la gente diga que tienes un interés fuerte en esa cosa.
And when you put all of your personal life experiences and your skills and your character traits together, you create a bouquet. And in other words, you create a reputation. But a bouquet doesn't really exist. All we did was we associated things that were separate, and then we put them together. And so you can strengthen your reputation by putting more and similar types of experiences together. So you're like, oh, he's got a strong interest in this thing.
Escúchalo en el minuto 45:04
Estrategia y decisiones de negocioTomar un negocio que gana 2 millones al año dependiendo del fundador y, sin aumentar ni la facturación ni el beneficio, trasladar la genialidad a la estructura, a las personas que trabajan dentro y a los procesos y sistemas que siguen, añade unos 10 millones al patrimonio del dueño.
And so if I took a business from genius with a thousand hands, making $2 million a year, and I didn't increase the revenue, and I didn't even increase the profit, but I simply remove the genius and make the structure of the business genius, the people who work inside of it and the processes and systems that they follow, genius, then I add $10 million, the net worth of the person who owns it.
Escúchalo en el minuto 43:01
El desglose de lo que cuesta vivir como el 1%
Estrategia y decisiones de negocioVivir como el 1% no es tan caro como parece, y estos son los números: volar en privado 50.000 dólares al mes; cenar cada noche en los mejores restaurantes, a 500 dólares la cena, 15.000; un Lamborghini en leasing unos 5.000; ropa de diseño otros 15.000; y 5.000 de nutricionista más 5.000 de terapia y coaching de rendimiento.
If you fly private, it costs about $50,000 per month. If you want to eat out every night of the week at the nicest restaurants of $500 dinners every single night, it's $15,000 a month. If you wanted to, let's say, lease a Lamborghini or something, payments are probably $5,000 a month, right? On top of that, let's say you want to go and buy designer clothing. So that's another $15,000 per month. Let's say you spend $5,000 a month on a nutritionist and another $5,000 a month on therapy and performance
Escúchalo en el minuto 57:39
Vender a periódicos con oferta perfecta y aun así encoger
Investigación de mercado y clienteUn amigo de Hormozi vendía a periódicos un modelo de reparto de ingresos: cero riesgo para el cliente, solo cobraba un porcentaje de lo que les hacía facturar, y además era un vendedor excelente. Oferta y persuasión al máximo, le ganaba clientes a sus competidores, y aun así su empresa no crecía porque el mercado entero se estaba encogiendo.
So believe it or not, a good friend of mine actually had a business that sold a rev share model to newspapers. So he was an amazingly persuasive guy. He had an amazing offer, which was zero risk. He just said, like, let me get a percentage of the revenue that I bring to you. All right. So these two things were completely maxed out, but he couldn't figure out why his company wasn't growing every year. He was beating his competitors and gaining more customers than they were, but still slipping away in terms of his ability to grow. And it was because the entire marketplace as a whole was…
Escúchalo en el minuto 16:49
Estrategia y decisiones de negocioEn el experimento del malvavisco, la estrategia de los niños que aguantaron no fue quedarse mirando el dulce a fuerza de voluntad: se iban a otro lado de la sala para poner distancia, se cantaban canciones o se lo guardaban en el bolsillo para no verlo. Lo que tenían era la habilidad de encontrar qué hacer mientras tanto.
But the strategies that they used to delay was not that they stared at the marshmallow and used the rope power. The kids who were successful did a number of different things. Some of them went to a different side of the room. They just distanced themselves from the marshmallow itself. Some of them started singing songs to themselves. Other of them took the marshmallow and put it in their pockets so they couldn't see it anymore. And so the big thing is that they had the skills to figure out what to do in the meantime.
Escúchalo en el minuto 56:03
Una sola experiencia negativa contamina toda la reputación
Marca y posicionamientoSi entre las flores del ramo hay malas hierbas o cosas dispares, cuesta entender de qué va el conjunto. Un solo episodio negativo, como un accidente por conducir borracho, cambia cómo la gente ve todo el resto.
Now, if every single one of these would be different, and some of these were weeds, it would be a lot harder to understand what is the point of this thing. And let's say that you had a drunk driving accident, right? All of a sudden, how different does this bouquet look? Which shows you how one negative experience in your life can actually affect how people see the rest of everything else.
Escúchalo en el minuto 45:32
Si te sientes un genio con mil manos, tu cuello de botella es contratar
Estrategia y decisiones de negocioSentirse desbordado suele significar que eres muy bueno convirtiendo prospectos en clientes y muy malo convirtiendo candidatos en empleados y formándolos. Cuanto más anuncias hacia el lado del cliente, más trabajo te cae encima porque no hay nadie que ayude a entregarlo.
So if you ever feel like you're a genius with a thousand hands, it usually means they're really good at advertising and turning prospects into customers. Right? But you're really bad at turning candidates into employees and then training employees to become even better. And so the more you advertise here, the more you feel like you have to do because you have no one else helping you out.
Escúchalo en el minuto 41:49
10 millones de enterprise value equivalen a 20 millones de ingresos
Estrategia y decisiones de negocioHacer el negocio fiable, sin riesgo y duradero genera 10 millones de valor de empresa; conseguir esos mismos 10 millones de patrimonio vía ingresos exigiría ganar 20 millones. Y mientras lo construyes, aunque tardes dos años, sigues cobrando igual.
And so one of the fastest ways to create wealth is make the thing that you have reliable, is to make it risk-free and make sure they will last. And so even if it took you two years to do that, for you to get $10 million of enterprise value or net worth gain, you'd have to make $20 million of income to get to that same $10 million.
Escúchalo en el minuto 43:22
El interés compuesto solo se desbloquea si no diversificas ni interrumpes
Estrategia y decisiones de negocioEl compounding solo se activa con perspectiva de largo plazo: los primeros cuatro años son decentes, pero a treinta años es increíble. Por eso no hay que diversificar, porque repartir y parar interrumpe el proceso, y por eso la participación en una empresa es uno de los mejores vehículos de composición.
Compounding only unlocks if you have a long-term perspective. Because this early first four years, I mean decent, but not bad. But if you do that over 30 years, it becomes unbelievable. And it's also why you have to not diversify. Because if we were then splitting this up and saying, you know what, maybe I'm going to stop this. We're interrupting the compounding process. And equity is one of the single greatest compounding vehicles because you can't reallocate capital within the same vehicle.
Escúchalo en el minuto 52:37
El lujo vende estatus prestado: el mecanismo Louis Vuitton
Marca y posicionamientoLouis Vuitton consigue que Kim Kardashian lleve su bolso; una mujer sin ese estatus no puede comprar a Kim, así que compra el objeto que ha asociado con ella y al llevarlo obtiene el estatus por proxy. Así funciona el mercado del lujo y, en el fondo, todos los mercados.
If I'm Louis Vuitton, what do I do? I get Kim Kardashian to wear my clothing or carry my purse. And then a lady who doesn't have status says, man, I want to be like Kim, but I can't buy Kim, so I buy the thing that I've associated with Kim. And then when I wear it, I'll have the status by proxy from her. And that's fundamentally how the luxury market works. But it's also about every market works.
Escúchalo en el minuto 47:10
Marca y posicionamientoCada vez que das más valor justo cuando la gente esperaba que monetizaras, te quieren más y ganas más alcance y más goodwill para la siguiente vez. Eso es reinvertir buena voluntad en lugar de capital: se puede levantar una marca de 100 millones en tres años, mientras que llegar a 100 millones de facturación cuesta mucho más tiempo.
Because the thing is, is that the next time you provide even more value, when people think that you're going to monetize, they love you that much more and you get that much more reach and more goodwill so that the next time. And so it's basically reinvesting. But rather than reinvesting capital, you're reinvesting goodwill. Because what I can tell you is that goodwill compounds faster than revenue. You can build a $100 million brand in three years, and to build $100 million in revenue might take you way longer than that.
Escúchalo en el minuto 49:17
Estrategia y decisiones de negocioAcquisition.com toma negocios que hacen entre 2 y 5 millones, los lleva a 10 millones con un múltiplo de 7 veces y el dueño pasa de un patrimonio de 1 a 3 millones a uno de 70 millones. El salto viene del múltiplo, no del ahorro anual.
which is what we basically do for the majority of businesses that we have at acquisition.com, is that we often take businesses doing $2 million, $3 million, $4 million, $5 million, etc., and then take them to this side and say, hey, let me show you what it looks like at 10 with a 7x multiple. And so now you go from a $1 or $2 or $3 million net worth to a $70 million net worth. And that is how you get wealthy.
Escúchalo en el minuto 43:46
Le ofrecieron 100 dólares por una gorra de acquisition.com en el aeropuerto
Marca y posicionamientoCuando la marca personal crece y se traspasa a la empresa, el merchandising deja de ser tela: a la directora de recursos humanos le ofrecieron 100 dólares por su gorra en un aeropuerto. Con una forma cualquiera estampada nadie habría pagado nada; pagan por el valor que recibieron de los videos y los libros.
And so now when my team goes out to the airport and is wearing a hat that says acquisition.com, people are like, dude, can I buy that hat from you? Because they've gotten value from my videos and my books. They see association with that value and they want to pay for it. But if this just had a random shape on it, they would have no desire to pay 50 if this actually happened. My director of HR worked at the airport and a random person came up and was like, can I pay you $100 for the hat?
Escúchalo en el minuto 46:34
Estrategia y decisiones de negocioPanda Express empezó el año con 2.000 locales, que le habían costado 45 años, y sumó 600 en uno solo: creció más en ese año que en cualquier otro anterior. Es lo que pasa cuando ya construiste la infraestructura para sostener un ritmo más rápido.
So Panda Express, they added 600 locations this year. They had 2,000 at the beginning of the year. That took them 45 years to get to. This is one year. They grew more in this one year than they did in any prior year before that. And that's why you just have to stick with it for a long period of time.
Escúchalo en el minuto 53:27
Oferta y precioAcquisition.com no vende formación: invierte en empresas y las compra. Su empresa media multiplica en los primeros 12 meses 1,8 veces los ingresos y 3,01 veces el beneficio, y en 24 meses 2,8 veces los ingresos y 4,7 veces el beneficio. El beneficio sube más que la facturación porque el trabajo se concentra en hacer la oferta lo más valiosa posible.
To be clear, we don't sell coaching. We invest in businesses and buy them. And for context, our average portfolio company over the first 12 months, 1.8X is revenue and 3.01X is profit. And over their first 24 months, they 2.8X revenue and 4.7X profit, meaning that they disproportionately drop the increase in revenue to their bottom line
Escúchalo en el minuto 25:43
Marcas de mil millones levantadas sobre una marca personal previa
Marca y posicionamientoThe Rock llevó Teremana a 6.000 millones apoyándose solo en su marca; Kylie hizo una línea de belleza de 1.000 millones, Conor McGregor lo mismo con Proper 12 y George Clooney también. Todos invirtieron desproporcionadamente en marca primero para monetizar después.
The Rock was able to overnight build Terra Mana into a $6 billion company simply based on his brand. And who did a beauty? Built her beauty line into a $1 billion brand. Conor McGregor with Proper 12, $1 billion brand. George Clooney, $1 billion brand. And so they understood this concept, which is that this will grow faster. And so they disproportionately invest early into this so that later they can monetize and do the right hook,
Escúchalo en el minuto 49:51
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