Marketero · Entrevistas
If I Wanted To Become a Millionaire in 2026, This Is What I'd Do [FULL BLUEPRINT]
40 ideas de marketing sacadas de «If I Wanted To Become a Millionaire in 2026, This Is What I'd Do [FULL BLUEPRINT]», de Alex Hormozi. Sobre todo de…
- 40 ideas despiezadas
- Fuente Alex Hormozi
- Dura 1 h 18 min
- Publicada en 2024
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Análisis de factores comunes: compara tu 10% mejor con tu 10% peor
Medición y experimentosEn vez de depender de cursos, genera volumen para tener datos y luego pregunta qué tiene en común el 10% que mejor funcionó frente al 10% peor. Sirve para definir el avatar de cliente (qué hicieron y quiénes son tus mejores y tus peores clientes), para las piezas de contenido, para los anuncios y para las grabaciones de llamadas de venta: qué dijimos distinto en esas llamadas que no dijimos en estas.
And this works for figuring out your customer avatar. You're like, hey, what are my top 10% of customers? What do they have in common in terms of what they did and who they are? What are the bottom 10%? What did they do? And who are they? Okay, well, I want less of those and more of these. And so this is a continuous loop that you do on your customers.
Escúchalo en el minuto 1:11:50
Oferta y precioCada cinco unidades vendidas, sube el precio un 20% y repite el ciclo: de 5 dólares pasa a 6, de 6 a 7,20 y así sucesivamente. Se sigue subiendo hasta que la gente deje de comprar, y ese punto te dice cuál es tu precio real.
So basically every five you sell, you bump it by 20%. All right? Very easy. So if we're at $5 for our gum here, the first five people, if everyone buys, no problem. We bump it to $6. So $5 goes up 20%, it goes to $6. And if the next five buy, no problem, then we go up to $7.20. And we keep going up by 20%.
Escúchalo en el minuto 41:09
Las tres D para transferir una habilidad: documentar, demostrar, duplicar
Estrategia y decisiones de negocioPara enseñar cualquier tarea, primero documenta paso a paso en un checklist lo que haces para obtener el resultado, sea hacer una web, outbound, ventas o contenido. Luego demuéstralo delante de la persona siguiendo ese mismo checklist, y finalmente que ella lo ejecute frente a ti con el documento; si obtiene tu mismo resultado, la habilidad quedó duplicada.
And so the first thing you do is you document step by step through a checklist what you do to get the result, whether it's making a website or it's doing outbound or doing sales or making content, whatever it is. You document step by step what you do. The next is you demonstrate it, which means you do it in front of them using the document. So you say, hey, let me show you how I'm following this checklist and then look at what happens. So I follow the checklist and look what happens. And they gain trust in the checklist, in the documentation. And so after you've documented and you demonstrate…
Escúchalo en el minuto 48:38
Retención y relación con el clienteBAMFAM, book a meeting from a meeting, es salir de cada reunión con la siguiente ya agendada para que nadie se caiga entre etapas. Buena parte de las cancelaciones ocurren porque prometiste que alguien contactaría, el cliente entendió que en 30 minutos y tardaste dos días.
And from this, we do something called BAMFAM, which is book a meeting from a meeting. And when you do BAMFAM, it means that no one ever gets left in the cracks. No one falls through. And so the reason that a lot of customers cancel is because you said someone's going to reach out to them and they thought it was going to take 30 minutes. You didn't set the expectations. It takes two days.
Escúchalo en el minuto 35:12
Que el cliente no tenga que repetir su historia nunca
Retención y relación con el clienteToma notas en cada llamada y pásalas a quien sigue en la cadena, para que la siguiente persona abra diciendo: sé que hablaste con Andrew y me contó esto y esto. Es un cambio mínimo con una mejora enorme en satisfacción y en la probabilidad de que ese cliente compre más adelante.
And if you want to make this extra magic, what you do is you pass on the notes. So you never want a customer to repeat themselves. And so the way you do that is that you take notes on every call. And so if you get on a sales call, for example, and the setter had notes, then you can start the call being like, hey, I know you talked to Andrew and you said this, this, and this, and these are the problems you're struggling with. They're like, wow, these guys are on it.
Escúchalo en el minuto 35:52
Promesas pequeñas cumplidas en las primeras 48 horas
Retención y relación con el clienteEl onboarding son las 24 a 48 horas siguientes a la compra, y la táctica es hacer todas las promesas pequeñas que puedas y cumplirlas: en los próximos 30 minutos te llega un correo, haces clic en ese enlace y pasa esto otro. Cada promesa cumplida refuerza que el cliente decidió bien.
So when you onboard a new customer, this is what happens in the first 24, 48 hours post purchase. And what you want to do is make as many promises as you can in that time period and keep them so that they feel. And we're talking like, Hey, this is what's going to happen next. In the next 30 minutes, this is going to happen, right? You're going to get an email and then you can click that link. And then this is going to happen.
Escúchalo en el minuto 34:48
Estrategia y decisiones de negocioCuando alguien de tu equipo no hace lo que pediste hay cuatro causas posibles, y ninguna empieza culpándolo: no supo que lo querías, no supo cómo hacerlo, no supo para cuándo, o no supo por qué y no tuvo motivación. Diagnosticar cuál de las cuatro falló convierte el reclamo en una conversación resoluble.
So I reverse this from if somebody doesn't do what I want them to do, why would that be? The first reason is they didn't know that you wanted them to do it at all because you hadn't told them or you weren't clear about it. Now, if they know that you wanted them to do it, they might not have known how to do it. Because they're like, okay, I got that you wanted me to do it, but I just don't know how. The third is that they knew that and how, but they didn't know when you wanted them to do it by. So they could have just been totally able, but they just didn't know that you wanted it right now…
Escúchalo en el minuto 47:12
Solo existen cuatro formas de que se enteren de ti
Canales de adquisiciónUna persona sola tiene exactamente cuatro maneras de dar a conocer lo que vende: contacto en caliente a quien ya la conoce, contacto en frío a desconocidos, contenido para quienes la conocen uno a muchos, y anuncios pagados para quienes no la conocen uno a muchos. No hay una quinta, y nadie compra si no sabe que existes.
These I call the core four. These I call the four lead getters. So these are the only four things that one person can do to let other people know about their stuff. So you've got warm outreach, which is letting people who know you know about your stuff. Cold is letting people who don't know you know about your stuff. Then you've got content, which is letting people who know you one to many know about your stuff. And then you've got paid ads, which is letting people who don't know you one to many know about your stuff. These are the only four things that you can do to let someone else know to…
Escúchalo en el minuto 22:14
Mensaje y copywritingAl presentar la solución casi no se habla del producto, porque al cliente le importan sus problemas, no tu producto. Se habla del destino: cómo será su vida pesando 150 libras o facturando 100.000 al mes, no de los pasos para llegar. Vendes Hawái, no el aeropuerto ni la comida del avión.
And the reason I call it sell the vacation is that you'll notice that I'm not actually explaining much about the product at all. And the main reason is because they care about themselves. They don't care about our product. They care about their problems, not about our product. And the only reason they care about our product is if there's a way that they know with high conviction that's going to get them to their goal. And so we want to talk about Maui. We want to talk about Hawaii. We want to talk about where they're going, what it's going to be like when they're at $150,000.
Escúchalo en el minuto 32:06
El pitch de tres pilares, cada uno con su analogía
Mensaje y copywritingEn lugar del monólogo que pierde la venta, arma un pitch de tres pilares: cada pilar son una o dos frases seguidas de una analogía. Su ejemplo: el SEO es como apartar parte del sueldo para invertir, que compone hasta rendir más que el trabajo activo. La analogía no tiene que ser exacta, tiene que traducir lo desconocido a algo que ya entienden.
Instead, what you want to do is come up with what I call a three pillar pitch. And each of the pillars is usually one or two statements and then followed by an analogy or a metaphor. And so you say, hey, if you want to create SEO to get more leads, then it's kind of like, and then we basically make our transition. It's kind of like when you get a paycheck and when you have an investment account. Your paycheck, you work, and you get paid every single month. But you put a little bit of that money towards your investment. Over time, that investment compounds until eventually it makes you more…
Escúchalo en el minuto 30:55
Sin apalancamiento, el volumen es lo único que tienes
Estrategia y decisiones de negocioExiste una relación recíproca entre volumen y apalancamiento: mientras más haces, mejor te pones, y mientras mejor te pones, más te gusta y más lo haces. Como al principio tu apalancamiento es bajo, la única forma de compensarlo es el volumen: mil golpes de puerta, mil llamadas en frío, mil correos en frío, mil piezas de contenido.
And so there is a reciprocal relationship between volume and leverage. Because the more you do, the better you get. And the better you get, the more you like it. The more you like it, the more you do it. And so this is the virtuous cycle of work. But you have to get started in the beginning when you have low leverage. And so the only thing you can do is compensate with volume. It means you have to do 1,000 door knocks, 1,000 cold calls, 1,000 cold emails, 1,000 pieces
Escúchalo en el minuto 1:01:07
Las tres palancas de valor por cliente que no exigen crear nada nuevo
Oferta y precioDe las ocho formas de aumentar cuánto vale un cliente, tres no requieren producto nuevo: subir el precio, que vuelva a comprar el mes siguiente y que compre más hoy. Bajar costos también sirve pero es más lento porque implica negociar con proveedores y lograr economías de escala; agregar productos nuevos es una jugada avanzada.
You're just asking them to buy again next month. This one gets them to buy more today. And so these ones are among the easiest that you can do as a beginner. This one, decreasing costs, super valuable for you. Usually takes more time for you to negotiate with vendors, get economies of scale, things like that, but still valuable. All these other things are things that you add to the business, which creates more products. Not to say that anything wrong with that, but it's typically a more advanced move. So these three right here are the ones that you want to focus on if you're a beginner.
Escúchalo en el minuto 42:01
Regala de tres a cinco horas de trabajo y pide la venta al final
ConversiónLa oferta más fácil para el contacto en caliente: te dedico tres o cinco horas gratis para conseguirte un resultado y, al terminar, si no te importa, te cuento cómo sería trabajar conmigo pagando. Mucha gente acepta, y para quien nunca ha vendido funciona como cinco llamadas de venta seguidas sin presión, que quitan el miedo.
One of the easiest offers is, hey, I'll help you for free. So that means I'll put three hours or five hours of my time to helping you achieve some sort of outcome. And at the end, if you don't mind, I'd love to make you an offer about what it looks to work with me for paid for money in the future. Very simple offer. And the thing is, is when you offer two, three, four, five hours plus of your time for free, a lot of people are willing to do that.
Escúchalo en el minuto 24:54
Ocho palancas para que un cliente valga más
Oferta y precioCualquier negocio tiene ocho formas de hacer que un cliente valga más, y las dos primeras no exigen vender ni una unidad extra: subir el precio, porque el mismo chicle de 5 a 6 dólares cuesta lo mismo producirlo, y bajar el coste, por ejemplo comprando inventario por adelantado para pasar de un dólar a 50 centavos por caja.
But there are eight specific ways that you can do this with literally any business. So the first way is that you can increase the price. So for this example, let's say I'm selling gum. All right. So I'm selling gum. And what I can do is instead of charging $5 for this, I can charge $6. It costs me the same amount, but I've now made more money. The second way that I can do this is I can decrease my costs.
Escúchalo en el minuto 37:05
Estrategia y decisiones de negocioLa mayoría de las sociedades nacen entre dos amigos a los que les gusta lo mismo, y el negocio termina sobrecargado en una sola función, como un trípode que se cae de lado. Para asociarse, el otro tiene que traer una habilidad que no tienes (otra de las tres patas), tiempo que no tienes o capital que no tienes.
or they both love operational stuff, just like people and things like that. Well, then you actually are super top heavy. And what happens is this goes like this because you're over, over indexed on one and the tripod falls over. And so you want to be balanced in the business so that the business can continue to scale proportionally across all functions. And so if somebody is going to partner with you, they have to have a skill that you don't have, time you don't have, or capital you don't have.
Escúchalo en el minuto 54:57
Estrategia y decisiones de negocioEl problema del cuándo se resuelve en la comunicación: cada vez que pides algo, incluye el plazo explícito y además pregúntale a la persona cuánto tiempo cree que le va a tomar.
So you solve this through comms. So this is through clear communication where you include the deadlines, which is here, what you solve for this one. Is that whenever you include what you want someone to do, you give them a time duration and then you ask them how long they expect it's going to take.
Escúchalo en el minuto 47:54
Acuerdos recíprocos con negocios que ya tienen a tus clientes
Canales de adquisiciónLos afiliados son negocios que ya tienen dentro a tus clientes. El ejemplo concreto: un gimnasio pacta con un quiropráctico enviarle a los socios que se lesionan entrenando, y el quiropráctico le manda a los pacientes cuya espalda duele por sobrepeso. Cada cliente que capta uno alimenta al otro.
The next version of this is affiliates. So affiliates are businesses that already have your customers in their business. And so let's say I have a gym. If I want to get more people in my gym, I can make a deal with a chiropractor. And I can say, hey, I will send you patients when they ding themselves at my gym. And then when you have somebody who wants to lose weight because that's why their back hurts, you can send them to my gym. So that creates a reciprocal relationship between you and another business.
Escúchalo en el minuto 23:40
ConversiónAntes de presentar nada hay que dejar dicho en voz alta dónde está el cliente, dónde quiere llegar y qué se lo impide. Esa distancia es la brecha y el obstáculo es el monstruo; tu producto se posiciona como la espada que lo mata. Si no hay brecha establecida, no se puede vender.
And so what we've done is we've said, this is your current, this is your desired, and we've established a gap and sometimes an obstacle. That's a monster. Okay. And what we want to do is we want to position ourselves as the sword that can kill the monster and ultimately get them to their desired end state. But we can't sell unless we have a gap. And that is why C and L are so important before you get into anything else.
Escúchalo en el minuto 28:42
Hasta el primer millón basta con un solo canal
Canales de adquisiciónNo hace falta activar los ocho métodos de captación: hasta el millón de dólares se puede llegar con uno solo. Si vas a usar dos, que sean contenido y contacto en caliente, los más baratos y los más fáciles de empezar; los anuncios pagados son lo más caro, aunque escalen rápido.
And if you're starting out, this can seem like a lot of stuff that you're like, oh, I'm going to do all eight. Until you get to a million dollars, you can just do one of these. And if you're going to do two, do content and warm outbound. This is the easiest way to start. It's also the cheapest.
Escúchalo en el minuto 26:13
Dolor, pasión y profesión para elegir a quién vender
Investigación de mercado y clienteHormozi elige a quién servir con tres fuentes que llama las tres P: un dolor que ya superaste y sistematizaste, una pasión que dominas y quieres que otros disfruten, o una profesión cuya habilidad ejerciste en el mercado laboral y ahora ejecutas o enseñas a otros.
Or I used to do property management. Like whatever it is, you have some sort of skill that you learn in the professional marketplace that you help other people do. And so all of those things, those three Ps, pain, passion, profession, are the three fundamentals that I look at in terms of trying to pick the who. So pain, passion, profession.
Escúchalo en el minuto 11:04
Toda objeción es culpar a las circunstancias, a otros o a uno mismo
ConversiónLas objeciones se reducen a tres formas de ceder el poder: culpar a las circunstancias, culpar a otras personas o evitar la decisión, que es culparse a uno mismo. De ahí salen seis objeciones concretas, empezando por la falta de tiempo, y cada una se trabaja distinto.
And so the way that you explain away their concerns is that typically there's three big categories. So people blame their circumstances for why they can't do something. They blame other people for why they can't do something. Or they avoid the decision altogether, which is basically blaming themselves. They give their power elsewhere. And so within that, you basically have six categories of questions that fall underneath. So one is they say they don't have the time. I'm too busy right now.
Escúchalo en el minuto 33:08
El millón descompuesto en dos ventas por semana
Oferta y precioLos 10.000 dólares no se pagan de golpe: repartidos en cuatro años son 2.500 al año, unos 200 al mes. Y 100 clientes son dos ventas por semana; contactando a 100 personas al día, son dos cierres cada 700 contactos.
Well, the thing is, is they also don't have to pay you now. This can be split over four years. Right. Which would then be twenty five hundred bucks a year, which is now two hundred dollars per month. And for you to acquire the hundred customers, you're talking about two people per week, which is not that hard. And if you're reaching out to a hundred people per day, then you getting two out of 700 people to be willing to spend $200 a month with you. All of a sudden, this million dollar goal becomes a lot more real.
Escúchalo en el minuto 9:54
Al nicho hay que exigirle urgencia y autoridad de compra
Investigación de mercado y clienteAdemás de tener el problema y el dinero, el cliente tiene que querer resolverlo ahora, no en plan estaría bien algún día: como quien tiene cáncer y le ofrecen tratamiento. Y debe ser el que decide, el que tiene autoridad para autorizar el gasto. Sin urgencia aparecen los me lo voy a pensar.
Underneath of this problem to solve, you want them to have the urgency to solve it now. So this can't be something that they're like, oh, that would be nice. It has to be something that they want to solve right now. Because this will overcome all of the people who are like, ah, I'm going to think about it. They keep pushing it off. If you have cancer and somebody has a cancer treatment, you want it now. Now, on the money side, you also want them to have the authority to spend it. So you want them to be the one, ideally, who's the principal, who's the one who makes the decision about the…
Escúchalo en el minuto 13:49
Oferta y precioHormozi le exige cuatro cosas a todo lo que vende: que sea único, para que nadie más pueda venderlo; caro, porque deja más dinero por unidad; pegajoso, que se compre una y otra vez; y aire, es decir, que entregarlo casi no cueste. Cuesta un centavo, se vende por un dólar y se recompra.
So there's four elements that I like to have in every product that I sell. Number one is that it's unique. And the reason for that is because I don't want anyone else to be able to sell it. The second is that it's expensive because expensive stuff makes you more money per unit. Third is that I want it to be sticky. I want it to be things that people don't just buy once, but keep buying again and again. And the fourth is I want it to be air. So unique, expensive, sticky air, meaning it's something that doesn't cost me a lot to deliver.
Escúchalo en el minuto 17:38
Estrategia y decisiones de negocioSu equipo de edición no entregaba a tiempo y prefería trabajar desde casa en vez de ir a la oficina. Sabían qué hacer, cómo, cuándo y estaban motivados: el problema era que el internet del edificio era más lento que el de sus casas. Invirtió 200.000 dólares en instalar Google Fiber, quedó con un gigabyte por segundo y todos volvieron a editar ahí.
And so it turned out they knew how to do it. They knew that I wanted it. They knew when they needed to buy it. They were very motivated to do it. The problem was the internet at our headquarters wasn't fast enough. They were way faster at home. And so we spent $200,000 to get Google Fiber drilled down into the building. So we get a gigabyte a second now.
Escúchalo en el minuto 51:26
Cien clientes de 10.000 antes que diez mil de 100
Oferta y precioLas dos cuentas dan un millón de dólares, pero venderle a 100 personas algo de 10.000 es muchísimo más fácil que venderle a 10.000 personas algo de 100. El problema deja de ser conseguir masa y pasa a ser: qué puedo ofrecer que valga 10.000 dólares.
And so a lot of people think that you got to make a million dollars, you got to sell 10,000 people something for a hundred bucks. Right. And that would be one million dollars. Right. That's that's what that equals. But it's way easier to just sell a hundred people something that costs $10,000, which also equals one million bucks. And so believe me, finding a hundred people way easier than finding 10,000.
Escúchalo en el minuto 9:22
Oferta y precioSi te preocupa vender a menos gente al subir el precio, haz la matemática en vez de bajar el precio. Puedes elegir testear un precio, pero tienes que sostenerlo durante el número de ventas que te comprometiste a probar.
And so I'm telling you, you might be worried about what if I sell fewer people? You just have to do the math. And you never discount in order to make a sale. You can choose to test your price, but you have to stick with it for the number that you said you would.
Escúchalo en el minuto 41:40
El mito de las siete fuentes de ingreso confunde la secuencia
Estrategia y decisiones de negocioQue el millonario promedio tenga siete fuentes de ingreso no significa que tú debas partir con siete: es como decir que el billonario promedio tiene jet privado, así que vuela privado para volverte billonario. No te vuelves alto por jugar básquetbol; los altos juegan básquetbol. Quien vende ese mito gana dinero cuando le compras la solución.
And so what they do is they say, oh, the average millionaire has seven income streams, right? And so you think, oh, millionaires have seven income streams. Therefore, I should have. That's like saying, oh, the average billionaire has a private jet. Therefore, I should fly private to be a billionaire. It confuses the sequence. It's not that you get tall when you play basketball.
Escúchalo en el minuto 1:06:25
El foco se mide por la calidad y cantidad de lo que dices que no
Estrategia y decisiones de negocioLos emprendedores más exitosos hablan de enfocarse sin piedad durante períodos largos. Steve Jobs era famoso por abrir sus reuniones preguntándole a sus reportes directos a qué le habían dicho que no últimamente. Si dices que sí a muchas cosas, no estás enfocado: la pregunta no es si tienes foco, sino cuánto.
And if you talk to the most successful entrepreneurs, they talk about ruthlessly focusing for long periods of time. And Steve Jobs was famous for grilling his direct reports and asking them when he would start meetings, what have you said no to lately? And so I define focus by the quality and quantity of things you say no to. So if you say yes to many things, then you are not focused. If you say no hypothetically to literally everything except for one thing, you would define that person as incredibly focused, probably obsessive.
Escúchalo en el minuto 1:02:35
Estrategia y decisiones de negocioUn negocio se para sobre tres patas: adquisición (marketing y ventas), entrega (producto, distribución, onboarding, customer success) y operaciones. La tercera es la olvidada y la que más limita: TI, legal, finanzas, remuneraciones, recursos humanos y reclutamiento no crean valor directo, pero sin ellas las otras dos dejan de funcionar.
The third one, and this is the one that a lot of people forget, and this often limits businesses, is operations. So this is everything else that's not included in these two, but that support these two. So think IT, legal, finance, payroll, HR, recruiting, all of that stuff supports these two other functions. These are the core value creators in the business. You got to market and sell stuff. You got to deliver that stuff.
Escúchalo en el minuto 53:29
Compara el año dos de lo nuevo con el año cinco de lo que ya tienes
Estrategia y decisiones de negocioAl evaluar cambiarte a una oportunidad nueva, el error es comparar el año dos de esa oportunidad con el año dos de la actual: hay que compararlo con dónde estarías en el año cinco de la que ya llevas andando. Llevar un negocio de 10 a 15 millones de dólares es bastante más fácil que llevarlo de cero a cinco en un año.
But now I'm on year two here. Guess where I'm going to be if I'm on year two past this on this opportunity. And so you can't compare year two here to year two here. You have to compare year two here to year five here. And so this increment, I promise you it's significantly easier to take something from $10 million to $15 million than it's take from zero to five in a year.
Escúchalo en el minuto 1:09:12
Estrategia y decisiones de negocioEn el valle de la desesperación es donde casi todos renuncian, y lo que hacen entonces es volver a empezar de cero buscando su punto de optimismo desinformado en otra cosa: si no era dropshipping era cripto, si no era cripto era wholesaling. Ninguna de esas oportunidades es rápida ni fácil, porque si lo fuera todos ya lo estarían haciendo y ganando.
But what happens for most entrepreneurs is dotted line. They started all over again. And so they say, oh, you know what? I'm going to go find my point of uninformed optimism. Because there's another thing. It's not dropshipping. It's crypto. It's not crypto.
Escúchalo en el minuto 1:05:40
La temporada del no: dos turnos propios al día además del empleo
Estrategia y decisiones de negocioPara arrancar, Hormozi entró en lo que llama la temporada del no: dejó el fantasy football, las salidas a beber y las juntas de amigos. Trabajaba de 5 a 9 de la mañana y de 5 a 9 de la tarde, además de su empleo de 9 a 5, y eso le daba ocho horas diarias para construir lo suyo.
So for me, I gave up fantasy football. I gave up drinking with the boys. I gave up going out. I gave up really just like friend gatherings in general. And so the only thing that I did was I worked and then I went home at five and then I worked from five to nine. And so I'd work five to nine in the morning, go to work, work five to nine again at night. And so I had eight hours of time that I could work on me and what I wanted to do next.
Escúchalo en el minuto 8:19
El techo de la empresa es el conocimiento acumulado dentro de ella
Estrategia y decisiones de negocioEl tamaño máximo de una empresa está limitado por la suma del conocimiento de las personas que la componen. Por eso el gran desbloqueo no es que el fundador aprenda todo, sino sumar vidas completas de experiencia ajena: contratar a alguien con veinte años en finanzas del rubro, o a alguien que ya sabe de recursos humanos y reclutamiento.
Like the amount of total knowledge that exists is going to be the potential of the business, which is why as entrepreneurs you have to learn more. Because if you make your brain bigger and you make your knowledge base bigger, look how much bigger the company can get. But the thing is, is that you don't realize that you can get three or four or five other people's lives built into the business by saying, Hey, I don't need to learn finance. I'm going to go find somebody who's got 20 years of finance experience in this industry. Hey, I don't need to learn HR and recruiting because I'm going to…
Escúchalo en el minuto 45:42
Arregla el balde con fugas antes de meter más clientes
Retención y relación con el clienteEl negocio es un balde y los clientes nuevos el agua que entra: si no tapas las filtraciones, nunca se acumulan por mucho que traigas. Una vez tapadas, todo el flujo que metas se queda dentro y los clientes y los ingresos empiezan a componerse.
And once you've mastered this, you can become a master of increasing the lifetime value, aka how much people spend with you. Imagine this bucket is your business. And imagine this is new customers coming in the door. If you don't fix this leaky bucket, they're never going to be able to stack up. And so once you fix it, you can flow all as much as you want. But now you're keeping your customers and your revenue compounded.
Escúchalo en el minuto 43:37
La marca es apalancamiento: la misma polera a 30 en vez de 5 dólares
Marca y posicionamientoUn aviso de una polera blanca sin marca no mueve a nadie, pero la misma polera con una marca al lado sube la probabilidad de clic, de conversión y de compra a mayor precio. Puestas una junto a otra, la de marca puede costar 30 dólares y la genérica 5, y aun así la gente elige la de 30: por el mismo gasto publicitario se obtienen más ventas.
Are you inclined to buy it? Probably not, unless you're just in the market for white t-shirts. But all of a sudden, if you see this one right next to it, you might have a much higher likelihood of clicking, converting, and then buying at a higher price. So literally, if these are side by side, this might be $30, and this might be $5, and you still might be more likely to buy this one. That is the leverage that Bryn gets you, because they, for the same ad of the same dollars, get more sales for what they put in.
Escúchalo en el minuto 58:54
Marketing es ventas uno a muchos
Estrategia y decisiones de negocioCon la sola habilidad de vender ya se puede llegar al millón; el siguiente nivel es el marketing, que no es otra cosa que ventas a escala: lo mismo que haces uno a uno, proyectado a mucha gente. Debajo del marketing están los medios, los titulares, las páginas web y la conversión.
Now, if you have this first level skill, you can usually become a millionaire literally with just that. But then, fundamentally, if you want to level up, you can learn marketing. And marketing is basically sales done one to many. And so all the things that you learn how to do one-on-one, you start projecting to large amounts of people. And so this is just sales at scale. And so underneath of marketing, you would also have to understand media, so where your communication is happening. You'd want to understand headlines because that's going to be the first line of communication. You'd probably…
Escúchalo en el minuto 3:31
Jobs no sabía construir el iPhone: sabía construir el equipo
Estrategia y decisiones de negocioSteve Jobs no levantó una de las mayores tecnológicas del mundo porque supiera fabricar el iPhone, sino porque supo armar el equipo capaz de fabricarlo. La habilidad más valiosa de un dueño de negocio es lograr que otros hagan cosas por él.
And so this is the big unlock. This is how Steve Jobs built the biggest, you know, one of the biggest tech companies in the world. It wasn't because he knew how to build the iPhone. He knew how to build the team that could build the iPhone. And so the most valuable skill set fundamentally that you can have as a business owner is the ability to get other people to do stuff for you.
Escúchalo en el minuto 46:21
Eligió el gimnasio por descarte: yogur helado, SAT y fitness
Investigación de mercado y clienteSus tres candidatos eran preparación del SAT, una tienda de yogur helado y un gimnasio. Descartó el yogur porque abrir costaba 150.000 dólares que no tenía, y abandonó el SAT tras una sociedad que terminó mal. Se quedó con fitness por eliminación, no por estrategia.
SAT, Froyo, gym. And so actually all three of these were in this pain slash passion bucket. And I chose to start the gym because frozen yogurt cost $150,000 to open, which I didn't have. Then it was really just between SAT prep and fitness. And I actually started on the SAT prep path first. And then I was going to partner with someone. And then I'll just say it ended poorly.
Escúchalo en el minuto 16:11
Bill Gates valdría 1,5 billones si no hubiera diversificado
Estrategia y decisiones de negocioSi Gates nunca hubiera vendido sus acciones de Microsoft, hoy tendría alrededor de 1,5 billones de dólares. En cambio vale entre 100 y 150 mil millones, y la razón principal es que diversificó después de haber concentrado toda su construcción de riqueza en Microsoft.
Bill Gates, for example, if he had never sold his Microsoft shares, right now would be a trillionaire. He'd be worth one and a half trillion today. Instead, he's worth 100 to 150 billion. And the main reason is because he diversified after he focused all of his wealth building into Microsoft.
Escúchalo en el minuto 1:07:02
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