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If You Want to Start a Business in 2024, Watch This Interview
57 ideas de marketing sacadas de «If You Want to Start a Business in 2024, Watch This Interview», de Alex Hormozi. Sobre todo de estrategia y decisiones…
- 57 ideas despiezadas
- Fuente Alex Hormozi
- Dura 1 h 29 min
- Publicada en 2024
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Canales de adquisiciónPrimer consejo de Hormozi para armar alianzas: da clientes primero. Mándale cinco personas al otro negocio y recién después llama para proponer algo. Llegas a esa conversación con el socio queriendo más de lo que acabas de darle y contento de hablar contigo.
this sort of closed ecosystem of reciprocity and i'm going to give everyone three quick tips on this number one if you're going to create one of these relationships give them customers first if you give them customers first they're way more like send them five people and then make the call be like hey by the way i thought maybe it makes sense if we did something now they're going to want more of what you just gave them and they're going to be happy to talk second one is in
Escúchalo en el minuto 51:00
Cupón cruzado en los negocios que comparten tu cliente
Canales de adquisiciónUn quiropráctico puede listar los negocios a los que ya va su cliente (gimnasio, smoothies, yoga) e ir a cada uno a proponer que peguen en cada batido un cupón de ajuste gratis. El otro negocio mejora su propuesta de valor sin coste alguno y el quiropráctico consigue leads gratis: gana el socio y gana quien reparte el cupón.
a chiropractor what are all the things that um anybody who's my customer also gets they might go to the gym they might like smoothies they might like uh yoga right they make other things that are ancillary and i think okay well what if i go to each of those businesses and say hey with every smoothie just put a coupon you can slap it on there for a free adjustment so they're going to get a free adjustment and a smoothie like you're going to enhance the value proposition that you have to your customers at no cost to you but then i get free leads and so they get a win and then i get free…
Escúchalo en el minuto 48:45
Canales de adquisiciónSi conoces tu coste de adquisición, deberías estar dispuesto a pagar como mínimo esa cifra por un referido de un socio: o le pagas a Zuckerberg o le pagas a otro dueño de negocio. Como el referido de un partner suele tener más valor de vida, la relación LTV/CAC te queda mejor yendo por ese canal.
terms of generosity like if you know what your cost to acquire customers you should be willing to give at least that for a referral to a referral partner because like you either pay zuck right or you just pay another small business owner and i can almost promise you that a referral from a partner is going to be worth more in ltv so you still get a better ltv to cac ratio by going to a
Escúchalo en el minuto 51:20
Canales de adquisiciónEntre quienes ya te compraron hay alguien con apalancamiento: audiencia, comunidad, una newsletter grande o muchos contactos. Escribirle a ese cliente orgánico diciendo tengo esta idea loca, veo que te gusta mi producto, me encantaría que fueras la cara de una promoción funciona muchísimo mejor que llamar en frío a un desconocido para ofrecerle ser portavoz.
product or a piece of software digital product there is someone out there that is purchased from you even if you're a small business who probably has some sort of leverage meaning they have an audience they have a community they have a big newsletter they have a big following they know a bunch of people if they have bought your product organically and they have a connection to you organically you asking them point blank hey i had this crazy idea you seem to like my tea um and i would love to feature you in a promotion would you be interested that is very different than cold calling them and…
Escúchalo en el minuto 44:15
Contarle a todo el mundo que buscas negocio convierte a la gente en tu generador de ideas
Investigación de mercado y clienteFinkelstein iba diciendo abiertamente que necesitaba dinero y estaba buscando un negocio. La mayoría de las ideas que le devolvían eran malas, pero un conocido llamado Jamie le soltó que McGill gastaba 25.000 dólares por semestre en camisetas promocionales. El dato estaba corto: las universidades gastaban un cuarto de millón, y de ahí salió su primer negocio.
need to start a business the more people like i spoke to about that a lot of the ideas that i got were dumb but but more and more people started telling me hey what about this hey what about that most of the things that they mentioned were not great ideas but then someone randomly his name is jamie once told told me remember this like they perfectly clear it he said hey just so you know mcgill spends $25,000 a semester on uh on t-shirts on printed license on printed promotional t-shirts it turned out he was wrong these universities spent a quarter million dollars yeah it has to be way higher…
Escúchalo en el minuto 16:27
Estrategia y decisiones de negocioEn casi toda empresa la única vía de ascenso lleva a gestionar gente. Shopify mantiene una vía de manager y otra de contribuidor individual, la crafter track, para que alguien pueda quedarse años siendo el mejor vendedor, marketero o ingeniero del mundo sin dejar su oficio. Hormozi lo señala como su principal aprendizaje táctico: al comprador de medios estrella no lo quieres gestionando, lo quieres pasando de siete…
so a couple things are very simple in most companies of our size the way to to get a promotion is to go into management there's one track it is and it's it all it always leads to a manager type role um we don't do that there are other tracks at shopify there is a manager track there's also an individual contributor track or we call the crafter track there are these other tracks that allow you to stay at our company for a long time and if your craft is engineering or it's product or it's sales or it's storytelling and it's it's sort of brand building we are absolutely in fact not even okay…
Escúchalo en el minuto 1:03:40
Deja que el aliado invente la idea para que la promocione como suya
Canales de adquisiciónShopify no le llevó la competencia ya hecha a Tim Ferriss: le pidió la idea. Al ser idea suya, Ferriss se sintió personalmente invertido, se presenta a sí mismo como cofundador del Build a Business y ayudó a difundirla. Si le hubieran llevado el plan cerrado, quizá habría dicho que no.
just to give us a great idea but we're like great tim now you got to help us tell the world about it also so if we would have gone to tim with this idea i don't know if he would have said yes but the fact that it was like tim's that we got tim to generate an idea for us it was his idea he felt personally invested in in fact he's i've heard him say this on his on his own show where he'll say like you know he's one of the co-founders of the build the business competition i love that because we created a real vested interest in him to actually make this a success and it wasn't just new york
Escúchalo en el minuto 41:40
Nunca cuentes el dinero del otro al cerrar un acuerdo
Estrategia y decisiones de negocioRegla que Layla le metió a Hormozi: tapa lo que gana la otra parte y mira solo tu lado de la mesa; si el trato te conviene a ti, hazlo. Si el socio se forra, mejor, será un socio increíble. Hormozi perdió acuerdos al principio por avaricia, porque veía que el otro iba a ganar más que él.
this and she has just drilled it into me over time which has been helpful for partnerships and she says never count the other guy's money and so just because you're making someone else a ton of money like it has nothing like if you take out how much that person makes and you just look at your side of the table make the deal make sense for you if they make a killing awesome they're going to be an amazing partner right and so i just want to underline that for because some of the mistakes i made early on is i wanted i saw how much i would make but i've lost deals because i got too greedy trying…
Escúchalo en el minuto 51:44
Levantar capital solo cuando la relación CAC-LTV pasa de uno
Medición y experimentosShopify vigilaba de cerca la relación entre costo de adquisición de cliente y valor de vida. La regla que usaban: cuando esa relación supera uno, es decir cuando cada dólar invertido en adquirir devuelve más de un dólar, entonces toca salir a levantar dinero, porque cuanto más se pone a la izquierda más se recupera a la derecha.
be incredibly simple so first is focus second is simplicity and the third one was we really tried to run a really tight business meaning we knew what our sort of cac to ltv ratio is so cost of customer acquisition on one side versus lifetime value and as long i don't know if you're i want to make sure i define all the acronyms um yeah well my audience says that stuff okay okay so we knew what our cac to ltv ratio was and once we got it above one effectively it meant that okay now it's time to go raise money because the more dollars you put on the left side the more dollar 80s or whatever the…
Escúchalo en el minuto 32:16
Una sola heurística de decisión: obsesión por un tipo de cliente
Investigación de mercado y clienteShopify es merchant obsessed: ante dos opciones que parecen igual de buenas, siempre se preguntan cuál es mejor para el merchant. Amazon usa la misma mecánica pero obsesionada con el consumidor. Definir esa única pregunta permite que miles de personas tomen decisiones independientes que apuntan todas al mismo sitio.
on even from from day one till now is um we are merchant obsessed and what does that mean when given any decision whereby we have to pick one of two things we always ask ourselves what is better for merchants now by the way that is different than let's say amazon for example who is very famously consumer obsessed they don't like that's what they care about they're very clear about that when you work at amazon if there's like 100 000 people who work there they are consumer obsessed by creating this this very simple heuristic of which allows you to say given two opportunities
Escúchalo en el minuto 1:09:29
Canales de adquisiciónEn las llamadas de resultados de los grandes retailers se repite el channel conflict: lo online va bien pero canibaliza lo offline, Instagram va bien pero canibaliza la tienda propia. De los millones de tiendas en Shopify, las marcas que Finkelstein más admira nunca usan ese término porque son agnósticas al canal: solo les importa servir al cliente como el cliente quiere ser servido.
um big retailers one of the terms you often hear is this concept of channel conflict which is a very simple thing it's online is doing well but it's hurting offline instagram commerce is doing well but it's hurting my online store i i when i think about the brands and i admire the most across millions of stores on shopify none of them none of them use the term channel conflict why because they are channel agnostic what they care about is serving their customer in the way that the customer loves to be served or wants to be served which is very different than pretty much
Escúchalo en el minuto 1:16:06
Cuando el premio en efectivo dejó de impresionar, lo cambiaron por acceso
Canales de adquisiciónShopify repitió el concurso Build a Business unos cinco años, hasta que empezaron a ganarlo empresas grandes como Gymshark y los cien mil dólares dejaron de ser suficiente incentivo. Sustituyeron el dinero por experiencias inalcanzables de otro modo: una semana con Richard Branson en Necker Island o un almuerzo con Seth Godin.
over i think we did the build the business competition for like five years after that and ultimately the stores were getting like jim shark won one year uh and and like some nixware uh won one year like these big companies ended up winning uh but so we couldn't give out a hundred thousand anymore so we had to come up with these new ideas like how do we incentivize the creation new businesses and we did things like the winner would spend a week with richard branson on necker island and the winner would go and spend like go have lunch with seth godin and so we created this really cool
Escúchalo en el minuto 36:37
Ganar en el barro: meterse en el detalle de lo que importa no es un defecto
Estrategia y decisiones de negocioFinkelstein sostiene que la condena al micromanagement es falsa: los mejores líderes que conoce, dirijan empresas de un millón o de cien mil millones, están metidos en el detalle de lo que más importa. Él repasa palabra por palabra el guion y la nota de prensa de la llamada de resultados aunque tiene un equipo de relación con inversores que podría hacerlo.
and actually i think this whole narrative that micromanagement is bad is total horseshit i actually think that the best leaders i know whether they're running like trillion dollar companies uh because i know some of those or 100 billion dollar companies or million dollar companies the best leaders i know are in the weeds on the things that matter most and even you know i'm preparing me now for my earnings college in two weeks like i'm in the weeds on this like we have an ir team who could prepare all this no i want to actually go through every single word in the script in the press release in…
Escúchalo en el minuto 1:12:12
Empieza por un problema que sufras tú y olvídate de la escala
Investigación de mercado y clienteEl consejo que Harley se daría a sí mismo hace diez años: mucha gente no sabe por dónde empezar, y la respuesta es encontrar un problema que padezcas tú mismo y resolverlo. Es difícil imaginar cómo se escala o cuán grande puede llegar a ser, y al principio eso no importa.
business advice to harley 10 years ago you've got one thing you can tell them um i think a lot of you know a lot of people don't know where to start we kind of talked to this a little bit earlier when we talked about t-shirts but just find a problem that that you feel yourself and just solve it um yeah like it's hard to imagine how to scale and how big it could become don't even worry about that
Escúchalo en el minuto 1:25:26
Haz cosas y cuéntalas: si nadie sabe que existes, nadie puede comprarte
Estrategia y decisiones de negocioFinkelstein rechaza el consejo de guardarse los objetivos en secreto y defiende lo contrario: hacer cosas y contarlas desde las etapas más tempranas. Hormozi lo enmarca en primeros principios: la publicidad es el proceso de hacer conocido algo, y para comprar hay que conocer antes, así que sin difusión no hay clientes.
that like i know there's a lot out there about like don't tell people your goals and and keep things to yourself i i call bullshit i think do things and tell people is super important even at the early stages of starting these things well i'm a big i mean uh my second book hundred million leads uh advertising is the process of making known and so if no one knows about your stuff no one can buy it they must first know about it in order to buy it and so if you just think about it from a first principles perspective ain't no customers if they don't know uh so first way to
Escúchalo en el minuto 17:11
Estrategia y decisiones de negocioHormozi abre los números de todas sus empresas: en cada trimestral muestra dónde ganaron dinero y dónde lo gastaron sin que funcionara. El efecto es que nadie siente que se esconde algo y que las decisiones difíciles, como desinvertir en una línea, se entienden aunque no gusten.
give i'll give the listeners a tactic that we have done for this which is um we actually run open book financials in all of our companies and so when we do quarterlies it's like here's where we made money here's where this like we spend money and it didn't work out well and so that's helped for everyone feeling like they're on the same page that we're not hiding anything and if things are going really well they can see it and if something doesn't go as well like some of the decisions
Escúchalo en el minuto 1:07:02
Marca y posicionamientoLa definición operativa de ser auténtico es comportarse como si no pudieras ser castigado. Casi todo lo que dejamos de decir o de hacer en público lo callamos por miedo a la reacción ajena; la prueba es que en una habitación vacía, donde no hay castigo posible, actuamos como somos de verdad.
behavioral perspective so a lot of people are like well what is being authentic or like i want to be authentic like how do you do that um the best definition that i that i have that's working is um behaving as if you could not be punished and so oftentimes like we censor ourselves for fear of punishment we like the many things that we don't say or don't do because we're afraid someone's going to say something or someone's going to do something reaction and so basically if you're in an empty room you have almost no no potential for punishment right and so it's how you act as if you could not…
Escúchalo en el minuto 1:20:49
Main quest y side quest: no construyas lo que es la misión de otro
Estrategia y decisiones de negocioShopify se metió en áreas que llama side quests y que no debió construir sola. Con la logística desinvirtió Shopify Fulfillment Network y se apoyó en Flexport, cuya main quest sí es la plataforma logística de extremo a extremo que ellos intentaban levantar. La pregunta antes de construir es si eso es tu misión principal o la de un posible socio.
know like our our whole shipping thing because we divested shop by shipping uh what's called sfn shop fulfillment network a couple months ago uh but a year ago at this point because there are sometimes we have gone into areas that were not main quest we sort of call them side quests that maybe we shouldn't have done on our own in fact in the case of shipping we found another company called flexport um whose main quest is an end-to-end logistics platform which is what we were trying to build ourself and rather than build it ourself we're like you just do it and that and what we can
Escúchalo en el minuto 47:40
El concurso Build a Business: premiar cien mil dólares que aún no tenían
Canales de adquisiciónTim Ferriss, ya asesor de Shopify, señaló que la gente evitaba emprender por costo o por no saber cómo, y propuso un concurso: quien abriera una tienda nueva el 1 de enero y más vendiera en seis meses se llevaba el premio. Shopify pensaba en diez mil dólares y Ferriss insistió en cien mil, dinero que no tenían pero confiaban en tener cuando terminara el concurso. Lo lanzaron en 2010 y les valió cobertura en el New…
either too expensive or they don't know how to use it and he had this idea that we should create a competition whereby someone would start a brand new business on shopify um like jan one and six months later the store with the highest sales would win i think we said ten thousand dollars and then tim said it's got to be a hundred thousand we did not have a hundred thousand dollars to give out that way but it was that by the time the competition ended we would actually have that type of money and we launched the the first build a business competition uh in 2010 um and it got us you know i
Escúchalo en el minuto 35:26
Canales de adquisiciónLa segunda apuesta de las mejores marcas es no preocuparse por el canal del que viene el cliente. Si más gente conoce tu producto y lo pones en más lugares, más gente lo comprará, y si los tratas bien tendrás más ventas y más clientes recurrentes.
not just their local area just even people who speak their language uh second was that they don't really care where the customer comes from like if more people know about your stuff and you put it in more places more people will buy it and as long as you treat them well you'll make more sales and you have more repeat customers and then the third one is creating allow basically
Escúchalo en el minuto 1:22:25
Canales de adquisiciónLa segunda apuesta de las mejores marcas es no preocuparse por el canal del que viene el cliente. Si más gente conoce tu producto y lo pones en más lugares, más gente lo comprará, y si los tratas bien tendrás más ventas y más clientes recurrentes.
not just their local area just even people who speak their language uh second was that they don't really care where the customer comes from like if more people know about your stuff and you put it in more places more people will buy it and as long as you treat them well you'll make more sales and you have more repeat customers and then the third one is creating allow basically
Escúchalo en el minuto 1:22:25
Un pitch de tres puntos apoyado en pertenecer al mismo grupo que el cliente
Mensaje y copywritingVendiendo camisetas promocionales a las universidades, Finkelstein le proponía al tesorero del consejo estudiantil tres cosas: uno, soy más barato porque no tengo gastos generales (era CEO y conserje a la vez); dos, me va a importar mucho porque necesito que funcione; tres, hago camisetas para gente como yo porque soy uno de tus estudiantes. Su única ventaja injusta era pertenecer al mismo grupo demográfico que…
demographic meaning like i was selling t-shirts to the student council treasurer or procurement office so they can give them out to students and i myself was a student and so the pitch that i made was that one i very low overhead because it's just me i was i was the ceo and the janitor i was i was printing t-shirts myself uh so one i'm going to be cheaper two i'm going to care a lot because i really need this to work and three i'm going to make t-shirts for people like me and so i kind of know what your
Escúchalo en el minuto 7:39
Admitir que no eras el mejor en tu puesto puede abrir la mejor etapa
Estrategia y decisiones de negocioFinkelstein le dijo al fundador de Shopify que había alguien mejor que él para el rol de COO, y resultó ser Kaz, que hoy adora dirigir operaciones igual que él adora el storytelling. Sin esa conversación incómoda no habría llegado la siguiente marcha de su carrera: mostrar la debilidad y pedir ayuda mejora las cosas.
and it was only until i had a really good chat with toby and i was like look i was like um like there is someone who's better at this role than i am i'm certain of it and it turns out it's kaz who's our current coo uh he was initially he was running product for payments for us our money product but he's now he he loves being the coo and running operations the way that i love storytelling and i never would have had this new sort of this next gear of of my career at shopify had i not had a little bit of like just gotten over my own my own shit my own crap to say this is really not for
Escúchalo en el minuto 1:00:28
Los competidores de Shopify quebraron por subir de gama demasiado pronto
Investigación de mercado y clienteShopify se concentró en ganar un mercado muy concreto: pymes de países de habla inglesa que querían vender por internet, y ni se planteaba a los grandes minoristas. Varios competidores acabaron cerrando por irse al segmento enterprise demasiado pronto, dejando libre toda la base de pymes que no querían atender.
we were even considering that in those days because fundamentally we wanted to win our particular market which was smbs england in english-speaking countries uh that wanted to sell on the internet and so one thing that was really valuable was like focus don't sort of and a lot of our competitors by the way ended up going out of business because they kind of ran up market way too soon and they left the entire base of smbs um available um they didn't like the idea that smbs you know some
Escúchalo en el minuto 30:26
Comisión a perpetuidad del 20% para agencias que llevan clientes
Canales de adquisiciónShopify convirtió a agencias web y freelancers en una fuerza de ventas distribuida fuera de nómina: si una agencia montaba la tienda de un cliente en Shopify, recibía a perpetuidad alrededor del 20% de lo que Shopify cobrara a ese comerciante. Como el pago sigue mientras el negocio venda, la agencia obtiene flujo de caja recurrente atado a un negocio y no a una persona.
referral partners so you made it easy for other people to basically work on the platform and promote your platform because if if you're a web agency and people want to store then if you make it easy for them and maybe they get some sort of financial incentive and they got they got a rev share for it yeah we get in the rev share i think at the time in perpetuity like 20 of whatever we took they got which is awesome which for an agency is a as you probably know like recurring cash flow is king
Escúchalo en el minuto 39:40
Investigación de mercado y clienteDavid Segal, fundador del imperio del té David's Tea, vendió la empresa en 2016 y no sabía qué hacer después, aunque seguía obsesionado con el té. Harley le hizo ver que su cosa era el té y de ahí nació Firebelly. Contra el consejo habitual de no comercializar los hobbies, un hobby, un interés intenso o un dolor que sientes a menudo es exactamente en lo que deberías trabajar.
but like if there's a hobby like you know um one of my best friends is really is his name is david siegel uh he's founder of david's tea this big tea empire he sold the company 2016 and he was trying to figure out what to do and all along the way david was like coming over to my house and we're hanging out a lot and he's obsessed with tea um i was like dude like you have a thing it's tea why aren't you building another tea company and so that's where fire belly came from and i love this idea that like you know the thing that you're searching for is probably right in front of you and i know…
Escúchalo en el minuto 1:25:48
Repartir 80-20 con los desarrolladores cuando Apple repartía 70-30
Canales de adquisiciónAl definir el reparto de ingresos de su App Store, Shopify fijó un 80-20 a favor del desarrollador cuando la tienda de Apple daba 70-30. Eran una empresa pequeña de Canadá que no competía con Apple, pero querían ser más generosos que el actor establecido. Esos diez puntos extra apenas cambiaban sus números, y a cambio todo el que construía sobre Shopify sabía que el reparto sería justo.
small on that that really matters i remember at the time the apple ios store had uh an 80 20 rev share split so if you build something um on um on apple excuse me had a 70 30 rev share split so you build something on apple you as a developer keep 70 30 goes to apple and i remember when we were talking about our rev share for our app store we actually said 80 20 not that we were competing with the apple the ios store i mean we were we were a small little nothing company in canada but this idea that we would be more generous than the incumbents might be was very important and the truth is the…
Escúchalo en el minuto 33:58
Un tuit personal que terminó trayendo a Versace como cliente
Marca y posicionamientoCuando la tienda online de Versace se cayó, Finkelstein tuiteó ofreciendo ayuda a título personal y eso acabó llevando marcas de Versace a Shopify. Su lectura: allí no actuaba el presidente de Shopify sino la persona, y la marca personal y la de la empresa ya no son cosas separadas.
than anyone but you know your own personal brand and your business's brand they're not separate anymore um a couple uh a little while ago i saw a very uh very high-end brand their online store was down um i'll say it was versace versace went down i think eight months ago when i tweeted i said versace like let me help you out um and it ended up leading to some of the versace brands coming onto shopify at that point was i the president of shopify was i hardly the entrepreneur was i hardly the like
Escúchalo en el minuto 1:18:22
Que la complejidad del producto se revele con el tiempo, no de golpe
Oferta y precioEl principio de producto que Toby Lütke inculcó en Shopify es que la complejidad se va revelando a medida que el usuario avanza, en vez de inundarlo con todas las funciones desde el primer día. Por eso la misma base de código sirve a alguien montando una tienda en la mesa de la cocina de su madre y a una empresa cotizada como FIGS.
and what's neat even today about shopify is that the complexity of the product almost reveals itself over time rather than simply being inundated with every single feature and functionality shopify can be used by someone just setting up a store at their mom's kitchen table it also can be used by trina who runs figs which is a publicly traded company uh they make uh uniform scrubs uniform scrubs uh hospital scrubs and and the fact that the same code base can make those things was something
Escúchalo en el minuto 31:37
Doce titanes de 90 años dan todos el mismo consejo: haz muy ricos a tus socios
Estrategia y decisiones de negocioFinkelstein lleva unas doce entrevistas grabadas con fundadores legendarios de 80 y 90 años (Izzy Sharp, de Four Seasons, con 95; Larry Silverstein; Fran Weissler) que empezaron sin nada. Al preguntarles qué debería saber él a sus 40, casi todos responden exactamente lo mismo: haz muy, muy ricos a tus socios. No es intuitivo, pero se repite sin excepción.
years old and i think izzy sharp from the four seasons hotel is 95 years old when you ask these people tell me one or two things that i don't know i'm i turn 40 this year so izzy tell me something i don't know that i should at my age almost to the i've done about 12 of these interviews so far with these like older you know icons and legends on titans almost all of them to a t say make your partners really really rich now the reason i bring this up now is because these are people in their 90s
Escúchalo en el minuto 53:03
Ceder el 20% del ingreso a los socios que traen clientes
Canales de adquisiciónShopify creció apoyándose en socios referidores y no solo en publicidad: a los desarrolladores de apps y a las agencias que montaban tiendas les daba el 20% de su propio corte. Repartir de forma generosa convierte a terceros en fuerza de ventas permanente.
the business owners that i have you know they're like how do i how do i grow right and that's why i wanted to really zero in on some of these growth strategies so one is you had referral partners you brought in you were generous with them uh to the app developers and to the web stores they got 20 of the
Escúchalo en el minuto 40:27
Tú eres el nicho: cruzar intereses raros crea una categoría de uno
Marca y posicionamientoEn vez de elegir un nicho temático, la persona misma es el nicho. Joe Rogan mezcla extraterrestres, conspiraciones de gobierno, peleas, comedia, biohacking y drogas: si alguien propusiera ese podcast lo tomarían por loco, pero al ser él quien lo junta crea una categoría de uno en uno que solo él puede ocupar.
could not be punished is how you are authentically um and so we talk about the concept of like you are the niche so it's like what is rogan i love that he likes he likes he likes aliens he likes you know weird government stuff he likes uh fighting he likes comedy he likes biohacking he likes taking crazy drugs like he likes all sorts of stuff and so if you're to say hey i want to start this podcast where i talk about aliens fighting comedy like all like people be like you're crazy but it's joe rogan and so it also creates a one-of-one category that only you can really occupy and so i i…
Escúchalo en el minuto 1:21:19
Si el producto no da conversación, fabrica un activo narrativo
Marca y posicionamientoSalir a medios a hablar de Ruby on Rails o de la simplicidad del ecommerce era imposible; la competencia le dio a Shopify una historia contable a blogs, prensa y famosos. El encuadre era el de Nike, que convenció al mundo de que si tienes cuerpo eres atleta: ellos querían convencer de que si tienes ambición puedes ser emprendedor.
that we were able to go and talk about it was difficult for me to go around and talk about i'm like you know i'm shop vice chief storyteller it's it was difficult for me to go around and talk about like software ruby on rails or the simplicity of e-commerce but it wasn't as difficult for me to go around and say hey we created this thing we think we think everyone has you know nike convinced the world that if you have a body you're an athlete like my mind blown so so brilliant we were trying to go around convince the world if you have ambition you could be an entrepreneur and so i had now this…
Escúchalo en el minuto 42:16
Elegir un rasgo propio y llevarlo a todo lo que haces en público
Marca y posicionamientoHormozi eligió un rasgo suyo, ser exotérmico (dar energía a las personas, a las salas y a las conversaciones), y decidió que todo lo que hace lo transmita. La entrevista misma existe por eso: ambos se mostraron así en internet, se reconocieron y conectaron sin intermediarios.
other people that are kind of like you like you know i like to i like to be exothermic like i like to take i'm very high energy always have been um i like to add energy to other people and other other situations and rooms and conversations and so i'm just gonna like i want to be exothermic and so everything that i do i want to like i want to be the exothermic person what that means is people see me being exothermic i mean you and i sort of connected like you and i are kind of social media friends like i was being exothermic and you were being exothermic we're like hey let's be exothermic…
Escúchalo en el minuto 1:23:13
Asóciate con quien no habría sido tu amigo en el instituto
Estrategia y decisiones de negocioMucha gente monta empresa con personas iguales a ella, gente con la que habría sido amiga en el instituto. Harley sostiene que las cosas más impresionantes que ha visto construir las hicieron socios que probablemente no habrían sido amigos: cada uno con sus puntas, pero puntas distintas, y al combinarlas montan una especie de Avengers capaz de levantar una empresa de cien mil millones.
like from a partnership perspective um someone you work with closely i think a lot of people start companies and businesses with people that are just like them people that they would have been friends with in high school i think it's fun and i get it um and you know fire belly for example dave and i are both kind of similar with our little tea thing um but actually i think some of the most impressive things i've ever seen built were built by people that probably would not have been friends in high school again going back to this idea of like of pointy objects they're pointy in their own way…
Escúchalo en el minuto 1:26:48
Oferta y precioLa App Store de Shopify nació porque cada comerciante llegaba con una necesidad particular imposible de cubrir internamente. La decisión fue hacer de clase mundial solo el núcleo que casi todos necesitan casi siempre (checkout, pagos, inventario, marketing, analítica) e invitar a terceros del mundo entero a construir encima lo específico. Así cualquier negocio alcanza encaje total con el producto sin que la empresa…
of an ecosystem but originally the reason that the app stores really set up was all these different merchants were coming to us and they all had a very unique and a very particular business and so we really focused on let's make shopify's core offering what most people need most of the time checkout payments inventory marketing analytics analytics let's make that like world class but everything that is very specific to a particular merchant's business let's invite third parties from all over the world to build apps on top of it which meant that no matter what the particular needs your…
Escúchalo en el minuto 28:53
El primer no ingeniero de una startup debe ser una navaja suiza
Estrategia y decisiones de negocioFinkelstein entró en Shopify como primer empleado no ingeniero y decidió que su papel era ser una navaja suiza: hacer cualquier cosa que aportara valor a los que escribían código. Eso incluía comercialización, ventas, soporte, negociar el arriendo de la oficina, el contrato de hosting con Rackspace y el reparto de ingresos con PayPal, además de ejercer de abogado de la empresa.
what i viewed my role as and anyone who's listening who is joining a very early stage company uh as a non-engineer like the person not running you know writing code um or building product the role that i wanted that i felt i should play and that i think i did play was this swiss army knife let me figure out everything and anything that is going to be valuable to the people that are writing code and whether that's commercialization or sales or support or i mean literally figuring out like where we're going to like work at it like figure negotiating the lease uh for it or um figuring out you…
Escúchalo en el minuto 24:10
Dos círculos distintos: mentores por delante y pares al lado
Estrategia y decisiones de negocioHormozi separa dos tipos de entorno que hay que cultivar a la vez: mentores, gente que va por delante, y una comunidad de pares en el mismo momento. Al mudarse a Ottawa, Finkelstein preguntó dónde se juntaban los emprendedores y apareció en un café todos los viernes; ahí conoció a Toby. Ambos círculos aumentan la superficie de suerte, y hoy se pueden construir en comunidades online.
do that so two things that i also want to highlight so you talked about two different types of people that you surround yourself with one was mentors so just for everyone in my audience we're talking people ahead right and the other thing was the community of peers right here the coffee shop where you met toby who ultimately you know got got you into this thing again by chance but both of those thing increase your luck surface area the amount of different potential opportunities for exposing
Escúchalo en el minuto 17:38
Estrategia y decisiones de negocioHistóricamente montar un negocio exigía capital en riesgo real, y por eso quien tenía más dinero podía arriesgar más. Hoy el costo de fracasar es básicamente la mensualidad de una plataforma como Shopify: unos 39 dólares. Si funciona se escala, y si no, se perdió el equivalente a unos cafés de la semana.
able to mitigate the cost of failure well one thing that has changed dramatically and i would say today like literally right now alex you and i are talking about this the cost of failure of starting a business today is by far the lowest it's ever been whether you use a product like shopify or use whatever you decide to do the cost of failure is effectively 39 if it works you scale it um literally like three
Escúchalo en el minuto 20:26
Diseñar una competencia donde los participantes compiten pero todos ganan
Oferta y precioLa promoción que funcionó fue una competencia: hacerla tan buena que decir que no pareciera una estupidez, divertida y competitiva, pero montada de modo que todos los que participaban salían ganando. Hormozi la modeló para las School Games después de ver el resultado.
talk about this in terms of like making offers to to an audience it's like how can we make it so good people feel stupid saying that right like and so for i would say that obviously it worked i mean i've heard about it we modeled it at school.com i just made the largest investment i've made um into a platform so amazing we we saw that so we had the school games and so we really looked at a lot of the stuff that you guys did there um try to make it fun and um but the the key point is that you made it fun you made it competitive you got you got customers to compete against one another but…
Escúchalo en el minuto 40:45
Deja de pulir piedras de río y especializa a cada quien en su superpoder
Estrategia y decisiones de negocioSolo después de las rondas serie B y C el equipo de Shopify dejó de intentar que todos fueran generalistas bien redondeados, unas piedras de río, y pasó a que cada uno se concentrara con precisión en aquello en lo que creía que podía ser el mejor del mundo. Antes de eso hacía falta el modo navaja suiza.
it was e-commerce only and it was only until you know after our series b and c that we began really figuring out like okay what what are each other's superpowers and and this idea of rather than all of us become these sort of well-rounded objects these sort of river stones what if we all were very precise on the thing that we think we could be the best in the world at and spend our time level and you start doing that so if we're walking through this because right now probably probably
Escúchalo en el minuto 26:48
Servir a un segmento con mucha rotación sale a cuenta si los que sobreviven se quedan para siempre
Retención y relación con el clienteShopify asumió que muchas pymes cierran y aun así apuntó a que toda persona que piensa en montar un negocio lo hiciera con ellos. La apuesta era subir un poco la probabilidad de éxito de cada uno: aunque no todos triunfen, los que sí lo hacen se quedan indefinidamente y su valor compensa de sobra el costo de los que se van.
churn and not every business succeeds and we thought well what if we just slightly increase the chance of success and mitigated the risk if every single person thinking about starting a business like in the shower in the morning then did so with shopify even though not all will succeed as long as the ones that do stay with us indefinitely they will offset the cost of ones that leave and so one was really making
Escúchalo en el minuto 30:53
Elegir pareja es la decisión que más se subestima al construir un negocio
Estrategia y decisiones de negocioHarley considera que encontrar una gran pareja de vida es probablemente la decisión más importante que uno va a tomar, y que se subestima constantemente: en el cumpleaños número cuarenta de Lindsey dijo que ella es su superpoder. Unos la piensan con mucho cuidado y otros la toman de forma azarosa, y eso último es un error.
life and work all together and one of the most important uh decisions all of us can make is finding an incredible incredible partner um spouse wife husband boyfriend girlfriend whatever um i think people underestimate how important that is and i think i often refer to lindsey uh at her 40th birthday i said you know lindsey is my superpower um that i have this incredible part and i think we all not all but i i know a lot of people that take for granted um how important that particular decision is uh i i think finding a wonderful life partner for you uh whoever you are um is just probably the…
Escúchalo en el minuto 1:27:36
Las mejores marcas tratan al mundo entero como mercado potencial
Investigación de mercado y clienteDe las tres cosas hacia las que apuntan las mejores marcas del comercio, la primera es que ven a cualquier persona del mundo como cliente potencial: no solo a los de su zona, ni siquiera solo a los que hablan su idioma.
do look more uniform and so people look uniform but aren't in reality and so looking at these three big things in terms of what's coming around the corner in commerce and kind of like where the best brands are indexing number one is that they see everyone as a potential customer around the world not just their local area just even people who speak their language uh second was that
Escúchalo en el minuto 1:22:11
Negociar como el gigante que eres en agregado y regalar esa escala al cliente
Oferta y precioHacia 2013-2014 Shopify era el minorista número veinte o treinta, pero negociaba tarifas con pasarelas de pago, bancos y transportistas usando el tamaño agregado de todos sus comerciantes. En vez de quedarse esa economía de escala, se la traspasaba a los comerciantes quedándose solo un margen pequeño. De ahí salieron Shopify Payments, Capital y Shipping.
have is so massive well even in the early days back going back to i don't say 2013 2014 or so as we were thinking about adding new features new functionality we call merchant solutions we began to think of it in that way whereby could we go and negotiate the best rates from from the payment gateways as if we were the second largest retailer we weren't second we were the 20th at that point or the 30th at that point but we were able to get economies of scale because of the aggregated size of our merchant base and instead of keeping those economies of scale for ourselves we gave them directly to…
Escúchalo en el minuto 38:30
Estrategia y decisiones de negocioHormozi calcula que un emprendedor conserva alrededor de una décima parte de la riqueza que genera para otros: comparando el volumen que corre por las plataformas de los fundadores que observa con el valor de su participación, la proporción sale una y otra vez de diez a uno. Eso da vuelta la pregunta: cómo hago ganar muchísimo dinero a todos los demás.
to this but i think that from an entrepreneurship perspective it's about one tenth and what i mean by that is like you get to keep about one tenth of the wealth that you generate for other people and so i've just seen that from like the number of entrepreneurs that i look at like how much the market cap like not market caps the uh like total revenue that's run through their platforms versus how much their equity stake is and what it's valued at like the amount of times that i've seen that equation done where like it's 10x like you have to make 10 times the amount of money for other
Escúchalo en el minuto 57:13
Estrategia y decisiones de negocioHormozi calcula que un emprendedor conserva alrededor de una décima parte de la riqueza que genera para otros: comparando el volumen que corre por las plataformas de los fundadores que observa con el valor de su participación, la proporción sale una y otra vez de diez a uno. Eso da vuelta la pregunta: cómo hago ganar muchísimo dinero a todos los demás.
to this but i think that from an entrepreneurship perspective it's about one tenth and what i mean by that is like you get to keep about one tenth of the wealth that you generate for other people and so i've just seen that from like the number of entrepreneurs that i look at like how much the market cap like not market caps the uh like total revenue that's run through their platforms versus how much their equity stake is and what it's valued at like the amount of times that i've seen that equation done where like it's 10x like you have to make 10 times the amount of money for other
Escúchalo en el minuto 57:13
Acepta que la empresa quede enredada con tu identidad
Marca y posicionamientoLa tercera tendencia es permitirse ser uno mismo en público y aceptar la asociación inevitable entre el fundador y su empresa. Si crees de verdad en el producto va a formar parte de quien eres, así que en lugar de encajonarlo o separarlo conviene apoyarse en que eres tú y esa cosa es tuya.
more sales and you have more repeat customers and then the third one is creating allow basically allowing yourself to be you publicly and being more okay with the association that's going to happen inevitably with you starting a company because if you really believe in the product it's going to be enmeshed in your identity like it's going to be part of who you are and rather than caging these things out or boxing them just leaning into the fact that like you're you and you own this thing
Escúchalo en el minuto 1:22:38
Shopify facturó 5.600 millones mientras sus merchants vendían casi 200.000
Estrategia y decisiones de negocioEn 2022 Shopify ingresó 5.600 millones de dólares, sus merchants generaron casi 200.000 millones en ventas y los socios de su ecosistema se llevaron más de 6.000 millones. Finkelstein presenta esa desproporción como la prueba de la reciprocidad: el ecosistema gana mucho más que la plataforma, y por eso vuelve al año siguiente.
so 2022 our 2023 numbers are not out yet q4 earnings are coming out soon so can't talk about that but i'll tell you last year in 2022 shopify's revenue was but 5.6 billion dollars under 6 billion our merchants the people that use shopify made almost 200 billion dollars in in gmb and revenue and sales that is i mean that is amazing i'm very proud of that i love the fact that our merchants made 200 and we made five point something like that is the that the reciprocity that i think is important we i also love the fact that our our ecosystem partners made more than six billion dollars last year…
Escúchalo en el minuto 57:54
La gente parece uniforme porque se lima sus propias puntas
Marca y posicionamientoCada persona tiene una huella única: si dibujaras sus intereses como una figura, sus puntas apuntarían en direcciones distintas a las de cualquier otra. La gente se convierte en piedra redonda porque se recorta sus puntas, así que la uniformidad que vemos es efecto de la autocensura, no de la realidad.
believe this um that everyone is kind of unique um in terms of their distinct interest and kind of like if they were a chart like how how the point of their rock is in one directions versus a hundred other ones and so i do think there is a thumbprint there that that is unique to the individual where people do become rounded stones is because they pull back on their pointy bits and so then they do look more uniform and so people look uniform but aren't in reality and so looking at these three
Escúchalo en el minuto 1:21:51
Construir un negocio a cien años significa no adelantar utilidades con descuento
Estrategia y decisiones de negocioShopify se planteó desde el principio como un negocio a cien años, del que llevan unos veinte. Esa paciencia se traducía en una decisión concreta: no estaban dispuestos a adelantar utilidades futuras a cambio de un descuento, que es justamente lo que hacían casi todos sus competidores de entonces.
helpful maybe the last thing i'll say which seems a little bit soft but it's important to say is we were really really like patient meaning we want like even today we want to build a hundred year business we're now about 20 years into it we got 80 years left to go but even then we were you know five eight ten years in we still thought about this like really long-term business focused which meant that we were not willing to pull forward future profits at a discount like pretty much most of our competitors
Escúchalo en el minuto 32:55
Gymshark empezó en 2012 con una pantalla de serigrafía y un repartidor de pizza
Estrategia y decisiones de negocioBen Francis arrancó Gymshark en 2012 desde su habitación de residencia universitaria mientras repartía pizzas; la primera camiseta salió de una pantalla de serigrafía casera que hoy Harley Finkelstein tiene enmarcada. Si fracasaba, volvía a clase; como funcionó, construyó una empresa de miles de millones. Esa asimetría entre un downside mínimo y un upside enorme es el argumento central para empezar.
feet from me i have um it was a gift from ben francis who's the founder of gym shark and it's a christmas gift he gave a holiday gift he gave me it's the original screen print from the original gym shark uh the first t-shirt he made it was it was me ben's been a big part of my life and i've been i think a big part of his life and so his gift was the original screen that created the first t-shirt uh for gym shark when ben started it was 2012 out of his dorm room if it would have gone if it would have failed he would have gone back to class i mean he was literally also delivering pizzas i think…
Escúchalo en el minuto 20:51
La autenticidad filtra: atrae a los auténticos y delata a los que no
Retención y relación con el clienteAmbos reciben a diario propuestas para colaborar o cerrar tratos y notan al instante cuando algo no cuadra. Al mostrarte auténtico invitas a tu vida a personas auténticas a su manera, y de ahí salen comunidades, amistades y relaciones de negocio que funcionan.
immediately we're like yeah we kind of like each other that you get tons of people coming at you asking to do stuff together and immediately you're like something is off here and i feel the same way sometimes when people come to me and they say like i want to connect i want to do a deal with you um when you are exothermic and if you are or when you are authentic you actually invite other people that are similarly authentic in your way into your lives and you create these amazing communities and friendships and relationships and it's it's really fun but you know i mean it's it's great
Escúchalo en el minuto 1:23:50
Los campeones de marca aportan su propia huella al producto
Marca y posicionamientoCuando alguien como Tim Ferriss se convierte en campeón de tu marca no solo la recomienda: aporta su propia huella al producto. Ese efecto solo se activa si eres auténtico, porque es lo que hace que se acerque gente parecida a ti.
things out or boxing them just leaning into the fact that like you're you and you own this thing and i think that what we were saying earlier with kind of tim ferris and these brand champions like those other people can contribute their thumbprints to your product as well well if you're authentic then other people that are kind of like you like you know i like to i like to be exothermic like i like to
Escúchalo en el minuto 1:22:57
Reciprocidad de ecosistema: casi nadie empezó en tercera base
Estrategia y decisiones de negocioEl optimismo del mundo emprendedor viene de que casi ninguno empezó con ventaja heredada, sino desde el principio y construyéndose a sí mismo. Por eso cuando ven a otro construyendo, sea quiropráctico, abogado, contable o fabricante de tazas que mantienen el café caliente, van a favor suyo, y esa reciprocidad hace el camino menos solitario.
one of the best parts of entrepreneurship is that all of us not actually not most of us didn't sort of start with like some sort of like we didn't start on third base most of us started at the beginning and we've been building ourselves and so when we see other people building on their own whether they're chiropractors or they're tech entrepreneurs or they're lawyers or accountants or they're someone who's creating you know i love my ember mug i love the guys at ember they make these great coffee mugs that stay hot whatever they are i'm rooting for them and they're rooting for me and that…
Escúchalo en el minuto 1:24:28
En 2024 uno de cada cuatro consumidores de EE.UU. piensa en montar un negocio
Investigación de mercado y clienteCerca del 25% de los consumidores estadounidenses declaraba en 2024 estar considerando iniciar un negocio, la cifra más alta registrada. Desde 2021 se presentaron 15,5 millones de solicitudes de nuevas empresas en EE.UU., un 85% más que en el periodo 2004-2021, según datos publicados por la Casa Blanca.
you to win and there's an entire economy around you well not just that right now what that's created is nearly a quarter 25 of u.s consumers in 2024 are considering starting a business that's the highest i believe it's ever been number two is since 2021 there's been 15.5 million new business applications in the u.s an 85 increase from 2004 to 2021 the white house put out a bunch of stats on this recently
Escúchalo en el minuto 22:17
Estrategia y decisiones de negocioHormozi cita que la fuerza de la relación con tu pareja tiene una correlación de 0,71 con tu bienestar subjetivo, y ratifica el dato cuando le preguntan si se lo está inventando. Es la cifra que sostiene por qué esa elección pesa más que casi cualquier decisión de negocio.
0.71 correlation with your subjective well-being hell yeah so is that true are you making that up no no that's 0.7 correlation with subjective well-being the strength of the relationship with your
Escúchalo en el minuto 1:28:22
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