Marketero · Entrevistas
My 7 year journey to making my first million.
28 ideas de marketing sacadas de «My 7 year journey to making my first million.», de Alex Hormozi. Sobre todo de estrategia y decisiones de negocio…
- 28 ideas despiezadas
- Fuente Alex Hormozi
- Dura 31 min
- Publicada en 2021
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Oferta y precioPara que un cliente dijera que no y lo dejara en paz, Hormozi puso el número más alto que fue capaz de imaginar: 6.000 dólares por enseñarle el método. El tipo dijo que sí. Al siguiente le cobró 8.000 y también dijo que sí, y así todos los demás, hasta cerrar 60.000 dólares en ventas en un solo día. Tu techo de precio es una creencia tuya, no un límite del mercado.
he was like well how much to show me how to do it and um at the time i picked what was the highest number i could possibly imagine in my head which was six thousand dollars and i said that because i didn't want him to say yes the guy said okay and i looked at the phone and was like you got to be kidding me and i was like holy crap and so it was six thousand dollars and next guy same conversation with the same way and he was like well how much i was like eight grand he was like okay and i was like holy cow and then uh every single one after that uh said yes and ended up doing sixty thousand…
Escúchalo en el minuto 20:40
Retención y relación con el clienteCon la nueva oferta validada, Hormozi llamó a los 32 gimnasios donde ya había hecho el lanzamiento y les preguntó si querían que les enseñara cómo lo había hecho. Todos habían visto el resultado en su propio local, así que la venta ya estaba probada; ese mes hizo unos 300.000 dólares vendiendo un producto digital de consultoría. La base de clientes que ya vio tu resultado es el primer lugar donde vender la versión…
only way i could do it and so what i did was i i called you know those guys they all bought and then i called up every gym that we had launched at that point which was like 32 i think and i called every one of those guys was like hey you know how we filled your gym up uh want me to show you how i did that and they were like yeah that would be great that's exactly what we did and so i ended up doing like 300 000 in sales the next month selling a digital product which was um actually more like a consulting type thing
Escúchalo en el minuto 22:06
Oferta y precioEl gimnasio promedio que usaba el programa recaudaba 30.000 dólares en efectivo cobrado en los siguientes 30 días. Una franquicia cobraría 500.000 dólares por un sistema así; Hormozi cobraba 16.000 porque el cliente duplicaba su dinero en el primer mes. El precio se justifica por el resultado medido que produce, no por lo que cuesta entregarlo, y aun así se puede cobrar mucho más de lo que uno cree.
and here's what's crazy the next 30 days the average gym that used the consulting program jim launch did 30 000 in collected cash not contract not contract not anything like that but 30 000 in sales in the next 30 days charge an egregious amount of money but it was because we charged because we were making people so much money like if i if i gave you a system that made 30 000 on average in the first 30 days how much is that system worth right most guys charge you know for franchises they'll charge 500 000 for a system that does something like that right and i was just charging 16 grand…
Escúchalo en el minuto 22:32
Retención y relación con el clienteHormozi vendía y se iba, y era el dueño del gimnasio quien atendía después a esos clientes. Dos locales empezaron a decirles a los inscritos que pidieran el reembolso y se anotaran directamente con ellos, más barato. Como no controlaban el cumplimiento ni tenían relación con el cliente, no había nada que hacer: la lección que saca es controlar el proceso de punta a punta.
and it turned out that two of the facilities that we had launched in january um and this is now at end of february beginning of march um they told a number of their clients hey if you refund you can just sign up through me and i'll do it for less because we had no control over the fulfillment right so we were selling and then other people were filling on contracts that we had sold and so and there was a lot of you know hey just refund sign up for me don't worry because we'd be gone right we were already we'd already left the location and these people were getting fulfilled on contracts and so…
Escúchalo en el minuto 16:39
Retención y relación con el clienteHormozi vendía y se iba, y era el dueño del gimnasio quien atendía después a esos clientes. Dos locales empezaron a decirles a los inscritos que pidieran el reembolso y se anotaran directamente con ellos, más barato. Como no controlaban el cumplimiento ni tenían relación con el cliente, no había nada que hacer: la lección que saca es controlar el proceso de punta a punta.
and it turned out that two of the facilities that we had launched in january um and this is now at end of february beginning of march um they told a number of their clients hey if you refund you can just sign up through me and i'll do it for less because we had no control over the fulfillment right so we were selling and then other people were filling on contracts that we had sold and so and there was a lot of you know hey just refund sign up for me don't worry because we'd be gone right we were already we'd already left the location and these people were getting fulfilled on contracts and so…
Escúchalo en el minuto 16:39
Oferta y precioLa oferta con la que Hormozi entró a los gimnasios fue: lleno tu gimnasio en 30 días gratis, yo pago los anuncios, los hoteles, la comida y todo lo demás; me quedo con el dinero que se cobre por adelantado y tú te quedas con todo el valor del contrato posterior. El dueño no tenía que hacer nada ni arriesgar nada, solo decir que sí. Cuando asumes tú el costo y el riesgo, la decisión del cliente deja de ser una…
at the front desk i would spend my own money on everything so the offer was pretty simple i said i would fill your gym in 30 days uh for free that was that was the offer i was like i'll spend my own money on the ads i'll spend my own money on the hotels the food the everything um and the deal is i just get to keep the upfront cash that i collect and then everything afterwards that's contract value you get to keep it was a pretty compelling offer right they didn't have to do anything right they would just say yes and then i would show up
Escúchalo en el minuto 2:14
Depósito reembolsable de 500 dólares para asegurar la fecha
ConversiónAunque el servicio era gratis, Hormozi pedía 500 dólares reembolsables para reservar la fecha, solo para asegurarse de que el cliente estuviera ahí cuando él viajara. Un depósito devolvible filtra a los que no van en serio sin poner una barrera real de precio.
i think i'd ask for 500 to reserve the date just to make sure that they wouldn't like not be there but i i made it a refundable deposit um but anyways i
Escúchalo en el minuto 2:38
Nadie quiere que lo rescaten: el nombre iba a ser Gym Rescue
Marca y posicionamientoEl servicio era un rescate de gimnasios en crisis, pero llamarlo Gym Rescue obligaba al dueño a admitir que estaba fracasando. Cambiándolo a Gym Launch, todo el mundo aceptó el nombre sin problema. El nombre y las palabras de tu oferta tienen que dejar al cliente en el papel que él quiere ocupar, no en el que técnicamente le corresponde.
go and do a gym turn around i didn't like to use that word because i didn't think gym owners liked it i was originally going to call it gym rescue um but no one wants to be rescued so i called it jim launch and everyone was okay with that name we would fly out uh
Escúchalo en el minuto 2:02
Estrategia y decisiones de negocioCon 100.000 dólares ya cobrados y a dos días de lanzar seis gimnasios, el procesador dejó de depositar: primero dijeron que era una revisión anual rutinaria y después que retendrían todos los fondos seis meses, porque veían actividad irregular (los reembolsos del gimnasio que había cerrado) y porque el negocio se había vuelto virtual cuando la cuenta estaba abierta para un local físico. Si tu operación cambia de…
point and what was weird was i was running all the the money through just my gym processor because i still you know maintain the processing uh like my pos and um and so anyways i always got deposits on tuesdays and i was like huh season whatever and so um the deposit's supposed to hit it doesn't i wait some days keep checking doesn't hit i call them they say hey you're in an annual review it's standard nothing to worry about and sorry you know we're seeing some regular activity uh in your account and this is because we had written all these refund checks for for uh clients when i was closing…
Escúchalo en el minuto 8:02
La trampa mortal: vender más cada mes solo para cubrir reembolsos
Medición y experimentosEn marzo Hormozi contrató dos vendedores más e hizo ocho lanzamientos solo para financiar los reembolsos de enero; el mes siguiente vendió 280.000 dólares y toda esa utilidad se fue a pagar reembolsos anteriores, sabiendo que en abril tendría que vender aún más. Cuando el crecimiento existe únicamente para tapar el pasivo del mes anterior, no estás creciendo: estás corriendo dentro de una trampa que se aprieta sola.
and i say that sarcastically so this is what happened next february we do more money march i know that we have to sell even more so i hired two more sales guys we do eight launches that month and that's to cover the refunds that are starting to come in from january all right and so anyways the next month uh we're we we have to sell more and so i think we did 280 000 the next month and i was like okay cool but all of the excess cash that came from that from like the profit went into funding these refunds from the month before and then refunds just kept going up and so i knew that in april i…
Escúchalo en el minuto 17:28
Mismas habilidades, mejores vehículos: de gimnasios a servicio a licencias
Oferta y precioCon esencialmente el mismo conjunto de habilidades (saber generar demanda, vender y hacer bajar de peso a la gente), Hormozi pasó de operar gimnasios a un modelo done-for-you, y de ahí a licenciar sistemas y medios. Cada salto multiplicó el margen bruto porque el medio digital no tiene costo de reproducción. Lo que cambió no fueron las habilidades sino las creencias sobre qué vehículo podía conducir: la misma…
switched from a a service to uh to media which has uh no cost of reproduction so there's significantly higher gross margins on it which is a better opportunity vehicle and what's but i think it's worth highlighting is that when i had my gyms right that i had relatively the same skill set right i knew how to help people lose weight i knew how to you know i needed a market i knew how to sell i had these locations all of that from there i transitioned to a done-for-you sales model right and i made more money right now i had some and then finally we switched to licensing um code and media right…
Escúchalo en el minuto 28:41
Facturar millones y no llevarte nada a casa
Medición y experimentosHormozi facturaba un par de millones al año repartidos entre nueve o diez negocios y se llevaba a casa prácticamente cero, porque medía facturación en vez de utilidad. Perseguir el número grande sirve para inflar el estatus, no para saber si el negocio te está pagando. La métrica que manda es lo que queda después de todos los costos.
mind you the reason i'm so big on profit rather than revenue is that at that point um i had already made you know i was already making a couple million dollars a year between all the different things that i was doing but i was taking home basically nothing because i was so smart then i wasn't paying attention to uh profit i was just looking at revenue trying to beef myself up and feel status rather than thinking about what i was actually taking home
Escúchalo en el minuto 0:04
Sacar al intermediario: vender online lo mismo que vendías en local
Oferta y precioLayla facturaba unos 3.000 dólares al mes con coaching online mientras el negocio presencial se hundía. Hormozi propuso quitar al intermediario: si ya sabían generar demanda y vender pérdida de peso, podían venderla directo online, sin gimnasio de por medio y con todo el ingreso como margen menos publicidad. Empezaron a hacer 1.000 dólares diarios y la aritmética con ocho vendedores desde su casa daba 8.000 al día.
all of a sudden uh leila at this point because she still has one foot out the door a little bit because she's like i don't know about this guy um and so this whole time she'd been living on like three thousand dollars a month that she was getting from her like online coaching business so she had transitioned her personal training clients to online um and she was doing like three grand a month from that and i was like hey why don't we take the middleman out of this we know how to mark and sell weight loss let's just sell it online which by the way is a massive transition from doing brick and…
Escúchalo en el minuto 18:59
Estrategia y decisiones de negocioCuando ningún conocido quiso procesarle los pagos ni a cambio del 10%, Hormozi recurrió a un especialista en procesamiento de alto riesgo que le consiguió una cuenta con reserva retenida y tope de 50.000 dólares al mes, cuando él necesitaba cuatro veces eso. La solución fue sumar procesadores: quemó los 50.000 en un día, aprovechó el corte de mes para otros 50.000 y al mes siguiente ya tenía tres cuentas y podía…
and so anyways we're i'm calling everybody i know to try and figure i was like hey can you process this and then you can keep 10 and just send me the rest of the money and people were like i don't know man like i don't know if i want to do that and so no one would process the money for me and so um i called you know every person i knew and then i finally got in touch with a guy named alex roy at the time uh who specialized in like high-risk processing which is basically the category i was in at that time and he they're gonna want a reserve which means they keep a certain percentage no matter…
Escúchalo en el minuto 13:58
Prueba que el modelo funciona sin ti antes de escalarlo
Medición y experimentosHormozi contrató y entrenó a un vendedor que no tenía vínculo personal con él y ese vendedor hizo unos 120.000 dólares en diciembre, un mes históricamente difícil. Eso probó que el modelo no dependía de él ni de Layla y que era replicable con empleados. Antes de multiplicar por seis, busca la prueba de que un tercero puede ejecutar tu sistema.
fit and so anyways i knew i needed to launches at six at a time and training the those sales guys and everything so i day selling and so anyways i trained him and he crushed it in the next 30 days he did um i think 120 000 in sales in december which is like a hard month to do it in and b it was a great first you know launch for somebody who's new which also kind of proved the model to me because i had done it laila done it we never had someone else who wasn't like super tied to me doing it obviously was more invested than just you know just an employee right at the time and
Escúchalo en el minuto 7:01
Cuando cierres algo, paga a todos y sal limpio
Estrategia y decisiones de negocioAl cerrar su último gimnasio le llovieron los reembolsos y su coach le dijo simplemente: escribe los cheques, haz lo correcto con todo el mundo y saldrás de esto sin cicatrices emocionales. Hormozi devolvió el dinero incluso donde el servicio ya se había prestado, no persiguió legalmente al socio que le vació la cuenta, y lo describe como el mejor consejo que ha recibido. El costo de salir limpio es dinero; el de…
business down so heads up and so we just kept but the coach that i had at the time was just like just write the checks do right by everyone and you'll be able to you know escape this thing um unscathed emotionally and and more or less i did i was able like that was some of the best advice i ever got like i just i didn't try and pursue anything with the partner i just wrote the checks for all the customers who even if even if we had fulfilled the services we i just wrote the checks
Escúchalo en el minuto 4:34
Medición y experimentosEl modelo corría con márgenes de alrededor del 20% porque ya se habían pagado pasajes, hoteles, comisiones y publicidad antes de cobrar. Un solo golpe de reembolsos de 100.000 dólares borró todo el ahorro de dos meses, y al final terminó reembolsándose el 35% de todas las ventas. Con esa tasa de devolución, ningún margen del 20% sobrevive.
i see this massive hit on the bank account for a hundred grand and i was and so we had already paid for the airfare the flights hotels commissions ad spend for all these sales so you know the margin on this was lowish right i was probably running 20 margins uh that hundred thousand completely wiped out all of the savings that i had had over the next the last month or two right um and it was actually more than i could even handle and so we had to sell more to cover the refunds and so this is after everything 35 of all of our of all of our sales that we were making we're getting refunded which…
Escúchalo en el minuto 16:31
Estrategia y decisiones de negocioUn sistema crece hasta su cuello de botella y no más; mientras no lo liberes, no crece. Hormozi tenía seis gimnasios, dos agencias y varios proyectos más, estaba tan repartido que no podía asignar atención a nada, y solo cuando vendió o cerró todo para ir all-in en un único negocio, ese negocio despegó. La cosa grande suele estar delante de ti y no la ves porque estás sosteniendo todo lo que te frena.
the calls i i went all in on gym launch i basically fire sold my other businesses and um just as a quick down i'm a big believer in the theory of constraint which is uh you know a system will grow to to up to it's basically its bottleneck right and then until you relieve that like systems will grow as long as they are not constrained and so most of us are constrained in many ways in terms of um all the different things that i was allocating my attention to i had you know i think literally like nine or ten business businesses i'll use quotes here um that i was trying to run at the same time…
Escúchalo en el minuto 0:55
Un producto que hace ganar dinero te compra el perdón del cliente
Retención y relación con el clienteDuplicar cada mes trae problemas nuevos: sostener la calidad del servicio, entrenar gente, incorporar clientes y mantener la cultura al mismo tiempo. Hormozi dice que sobrevivieron porque el producto les hacía ganar tanto dinero a los clientes que estos les perdonaban las fallas operativas, y eso les dio el margen para construir la infraestructura con el avión ya volando.
all of these types of problems there was different problems that we had to solve then which is like how do you double every month and somehow keep up with high quality service and support and train talent while also bringing new people in and keep a culture um in all of these things but at the end of the day the product brought us so much forgiveness from our customers because they were just all making so much money um using the systems that we had laid out that we were able to build the infrastructure as as the plane was flying uh
Escúchalo en el minuto 27:56
Estrategia y decisiones de negocioEl procesador retuvo los 100.000 dólares vendidos, pero el vendedor había hecho su trabajo y tenía una comisión de 22.000 dólares. Hormozi tenía 23.000 en total y giró los 22.000, quedándose con mil dólares dos días antes de lanzar seis gimnasios. Aplicó la misma regla del cierre anterior: haz lo correcto con quien cumplió, aunque el cobro no haya llegado a tu cuenta.
i got home i still owed the salesman from the last month who had done that huge launch like this this all these sales that had happened and somebody had sold them right but i didn't collect the money from it and so i owed a 22 000 commission check and i had 23 000 left and it was on money that i never received and so um in congruence with the lesson that i had learned from you know the the clean exit of all these other things which is like just do right by everyone and then you won't have any emotional scars that you'll carry with you and so i wrote the check um actually i wired it for 22 000…
Escúchalo en el minuto 10:47
El motor del crecimiento fue el producto, no el marketing
Oferta y precioCuando el negocio despegó, mucha gente lo atribuyó a las campañas que Hormozi estaba corriendo, pero él sostiene que fue boca a boca: cada dueño de gimnasio que ganó dinero se lo contó a todos los del rubro que conocía. Si el producto funciona, la gente habla; ese canal no se compra.
and uh and then that is when everything took off like a rocket because every single one of those guys told every person that they knew that was in the gym space like dude i just did this thing and it killed that was what gave lot of people think it was because of the marketing that i was running at that point but it wasn't there was a lot of it was just the word of mouth and the actual product worked you know what i it's because the product was good you know i mean people talk if the product's good and with this product i was able to
Escúchalo en el minuto 22:52
Estrategia y decisiones de negocioCon unas 50 ventas diarias a 500 dólares cada una entre seis locales, Hormozi tenía a una sola persona contratada cuatro horas al día para procesar contratos que se escaneaban a un Dropbox central sin ningún cumplimiento PCI. Era trabajo de dos personas a tiempo completo y terminó reventando. Cuando el frente de ventas se multiplica, la operación de cobro y administración tiene que crecer con él o se convierte en el…
and and these contracts are just coming in right and we had them scan them so we had this mobile app and we had this central dropbox which of course is not pci compliant i had no idea what pci compliance was um and so we had this uh one lady that we used to work fiji that i was paying part-time to process this mind you i didn't understand what like how much work this was because we were doing like 50 sales a day right um between these locations at like 500 bucks a pop and i was paying someone for part-time four hours a day of contract work which was just insane it was like it was probably two…
Escúchalo en el minuto 13:17
Nadie quiere hacer los cinco años previos de trabajo sin aplausos
Estrategia y decisiones de negocioDurante seis gimnasios Hormozi nunca vendió un curso de cómo facturar 10.000 dólares al mes porque no se sentía lo bastante bueno, y estuvo casi dos años haciendo lanzamientos gratis para asegurarse de que el cliente recibiera mucho más de lo que pagaba. Sostiene que la altura de la pirámide la dicta el tamaño de la base: quien toma un curso y sale a vender ese mismo curso no tiene la base, su producto no funciona…
and the thing is is people want to skip the first five years of the story right the first five years was that i i didn't sell a question how to make ten thousand dollars a month from a gym when i had my first gym i didn't do that when i had a um because i didn't feel like i was good enough and it was only uh and even then i started doing the launches as the next thing because i wanted to make sure that everyone always got way more value than they paid me which was zero they paid me nothing that i would fill their gym up pretty good deal right no risk for them and so i did that for almost two…
Escúchalo en el minuto 26:01
Tus activos son las habilidades, no los negocios
Estrategia y decisiones de negocioDespués de cuatro años construyendo seis instalaciones, Hormozi se quedó con 23.000 dólares y sintió que no tenía nada que mostrar, hasta entender que sí lo tenía: habilidades, experiencias y rasgos de carácter que no estaba valorando. Su tesis es que el camino emprendedor te mejora a ti y que los negocios son solo manifestaciones de esos activos; el trabajo trabaja sobre ti más de lo que tú trabajas sobre él.
point i think all in all um i had twenty three thousand dollars left over at that point and so uh after after selling six businesses and all the stuff i had like nothing left and this was hard for me for it and that was one of the biggest lessons that i've had is that like you have all these skills and experiences and character traits that you developed to show for it like the entrepreneurial journey is one that improves you not anything else and so that's why i'm such a big believer in that stuff because like i had these things these assets that i did not value one is that what you are going…
Escúchalo en el minuto 5:08
ConversiónEn los lanzamientos presenciales que hacían Hormozi y Layla vendían en promedio unas 200 personas en 21 días, es decir alrededor de 10 ventas por día sentados en la recepción del gimnasio. Es la cifra base del modelo done-for-you con inversión propia en anuncios.
we would spend all the money in marketing and we would sell on average when layla and i would go we saw an average about 200 people in 21 days so he'd average about 10 sales a day and then we would take you know then
Escúchalo en el minuto 2:48
Canales de adquisiciónPara lanzar seis gimnasios a la vez con seis vendedores en terreno, Hormozi gastaba 3.300 dólares por día entre hoteles, pasajes, comida, autos, inversión publicitaria y comisiones. Tenía 1.000 dólares y una tarjeta de crédito con cupo de 100.000; todo el lanzamiento salió de la tarjeta. Es el costo real por día de un modelo done-for-you presencial multiplicado por sede.
and i was like i have a thousand dollars and i have a credit card that has a hundred thousand dollar limit i was like and i'm going to be going in debt at a at a rate of 3 300 per day of money that i do not have and so anyways i turned it on and the six guys were at the locations i was and it was 3 300 a day because i was paying for hotel airfare food car ad spend and commissions every single day for six guys and i had remember i had a thousand dollars right and so it was all coming out of a credit card
Escúchalo en el minuto 11:36
Canales de adquisiciónHormozi lanzó 100M Offers a 99 centavos con un único post en su Instagram, que según él no tenía tanta audiencia, y al momento de grabar vendía alrededor de mil copias al día sin embudos, sin anuncios y sin nada más. Lo usa como prueba de que un producto bueno se distribuye solo.
mean um and i use that as an example because like right now i launched the book 100 million offers it's 99 cents um with one post on my instagram which is not that big um of a following and right now it sells about a thousand copies a day with no funnels no ads no whatever um
Escúchalo en el minuto 23:51
La curva real: de 100 mil a 2 millones mensuales, y 17 millones de utilidad al año siguiente
Medición y experimentosTras el giro al modelo de licenciamiento, la facturación mensual fue de unos 100.000 dólares, luego 300.000, 480.000, 780.000, un millón, 1,2, 1,5, 1,8 y dos millones. Ese año cerraron con tres millones de utilidad solo en los últimos cuatro o cinco meses, y al siguiente 17 millones de utilidad, pasando de cero a 30 millones de facturación en un año. Es la escala concreta detrás de la frase de que todo despegó.
we're six months into 2017 at this point so i've gone through like the hardest 18 months of my entire life that is when we just went from uh i think we did a hundred grand that first you know month or last last few weeks then we did 300 then 480 then 780 then a million then one two then one five one eight two like we just kept we just grew like like a rocket and a you know during the journey and so anyways that was um that was the transition of me going from broke and looking up bankruptcy lawyers to uh we did three million in profit just in the last like four or five months of that year and…
Escúchalo en el minuto 23:18
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