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No BS Business Advice to Get Rich in 2026
84 ideas de marketing sacadas de «No BS Business Advice to Get Rich in 2026», de Alex Hormozi. Sobre todo de estrategia y decisiones de negocio…
- 84 ideas despiezadas
- Fuente Alex Hormozi
- Dura 2 h 36 min
- Publicada en 2024
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De qué habla
Las 84 ideas de esta entrevista se reparten así entre las etapas del marketing. El reparto es lo que distingue una entrevista de otra: dice en qué se detuvo de verdad quien hablaba.
Las 84 ideas, con su cita y su minuto
Cada una está sacada de un punto concreto de la entrevista. El enlace del titular lleva a
la página de esa idea, donde se ve quién más la dice por separado; el del pie salta al
segundo exacto del vídeo para que la compruebes tú.
Estrategia de contenidosCada intro de video incluye prueba (por que creerme), promesa (que vas a sacar de este video) y plan (como lo vamos a recorrer), dentro de los primeros 30 segundos. Desde que lo aplican, esos videos rinden mejor; en este caso la prueba fue tres empresas sobre 100 millones y pasar de 50 a casi 100 millones de EBITDA.
And so from that, we came up with the three Ps, which is proof, promise, plan. And so every introduction of every video has to have these three things. Now, it doesn't have to, but we found that when we included those things, those videos did better. And so you notice every video since this back to business theme, we have proof, promise, plan within the first, call it 30 seconds.
Escúchalo en el minuto 2:30:30
Que, quien y cuando: preguntar cuantas horas y nunca que dia
Estrategia y decisiones de negocioToda tarea acordada necesita las tres piezas: que es, quien es el responsable unico y cuando estara. La clave esta en preguntar cuantas horas te va a tomar y no que dia me lo entregas: si alguien dice noventa minutos queda claro que puede estar hoy, mientras que preguntar por el dia produce respuestas del tipo hoy es martes, te lo tengo el viernes.
Who's the chest to poke, the throat to choke, all right? Who's the one who's responsible? Now, if you have what and who, that's already a better stop. But where it gets really nasty is when you put in when. And so the question that I like to ask here is how many hours will this take? I don't ask how many days. I don't ask what day you're going to get it done by. I say how many hours will this take?
Escúchalo en el minuto 2:06:26
Solo mide el dato que cambia lo que haces
Medición y experimentosEl filtro para decidir qué medir es un doble delta: si el número sube o baja, cambia tu comportamiento. Si las views de un canal suben, haces algo distinto; si bajan, haces algo distinto. Si la respuesta es no, no lo midas. También sirve al revés: listar las decisiones que sí tomas y quedarse solo con los datos que las afectan.
test for is this data valuable is when it changes. So that's a delta. So if it goes up or it goes down, does it change, that's another delta, behavior? So if we track our views on a social media channel, if the views go up, does it change what we do? If the views go down, does it change what we do? If the answer is no, then we don't need to track it. Because you can track unlimited variables in the world. Like you can track the temperature of the room when people are walking in. You could track it. But will it change your behavior? You can also reverse engineer into what are the behaviors we…
Escúchalo en el minuto 1:04:28
Pedir que repitan la tarea con sus palabras antes de cerrar
Estrategia y decisiones de negocioLa version avanzada del cierre de reunion es pedirle a cada persona que repita lo que va a hacer. Una de cada tres veces lo dicen completamente mal porque no estaban prestando atencion, y la reunion habria terminado con todos creyendo que estaba claro.
Now, if you want to go the 201 version, which I had to do for a little bit, was repeat it back to me. So I would say, okay, got it. That's what you're going to do. Say it back to me. And I kid you not, if you ask them to say it back, this is crazy. Like one out of three times, they'll just completely get it wrong.
Escúchalo en el minuto 2:08:46
Oferta y precioVende a cinco clientes al precio actual; si todos aceptan o si el neto sube, sube el precio un 20% y vuelve a vender a otros cinco. Repites cinco y veinte hasta que dejen de decir que sí y el neto baje. Es la versión de servilleta de subir el precio hasta encontrar el techo, tomada de la progresión de volumen e intensidad del gimnasio.
you need to raise your price. An easy way to do it is every five plus 20. All right. So I actually got this from lifting weights. It's the reverse of this, which is once you increase volume by 20%, bump your intensity up by five, meaning add five pounds, right? Or 5%, right? So bump volume by 20, bump intensity by five, and then volume will drop again. But now you have higher intensity. And so it's this kind of balanced progression process. It's just a very simple one, but it actually works the same way for price. And so it's like you sell five customers. If they all say yes to that price or…
Escúchalo en el minuto 53:02
Medición y experimentosEntre aplicar una solucion y ver el resultado hay un retraso en el que se sigue sufriendo el problema y ademas se paga el costo de arreglarlo. Por eso hay que decidir antes de empezar cuanto tiempo se le va a dar a la solucion para saber si funciono, y respetar ese plazo en vez de juzgarla en caliente.
And you will still continue to live with the problem because the solution has not borne fruit yet. It hasn't latched in yet. It hasn't come to fruition. And so you have to give solutions the amount of time they deserve to work before appraising whether or not they worked to begin with. Which I recommend doing prior to implementing the solution. So basically, when you're about to do something to fix some problem, say, how long do I think this should take before I can say if it worked or not? And then stick to that.
Escúchalo en el minuto 2:21:51
Estrategia y decisiones de negocioNadie puede ejecutar sobre una negacion: no basta con decir no hagas esto, hay que decir haz esto en lugar de esto. La secuencia es critica y despues pasos concretos, porque asi la persona recibe una direccion y no solo un reproche.
Instead, I would encourage you to go criticism and then steps. Yes. So the way to do this is you say, tell them what to do instead. So don't just say, don't do this. Say, do this instead of this. That way you give them directions because no one can operate on a negative. Give them what to do.
Escúchalo en el minuto 2:04:16
Presentarse siempre, aunque el equipo diga que la audiencia ya te conoce
Estrategia de contenidosEl equipo se opuso a incluir la presentacion argumentando que la audiencia ya sabe quienes son, pero el contenido no se hace solo para ellos sino para quien todavia no te conoce. La solucion para no alargar la intro fue pasar la presentacion a un rotulo inferior con nombre y cargo en lugar de decirla en voz.
So a lot of people are like, oh, we don't want to introduce myself. Like, my audience knows who we are. Well, good thing you're not just making it for them. You're making it for people who don't know who you are yet. Right? And so what we did is that we've actually now consolidated this to lower third. And so at the beginning of this video, you should see, you know, Alex Trimosey, managepartneracquisition.com.
Escúchalo en el minuto 2:31:20
Al pasar a pago por desempeno, conservar el sueldo y sumar el variable encima
Estrategia y decisiones de negocioPara migrar a un esquema de pago por resultados sin resistencia, a los que ya estan se les mantiene su sueldo actual y se les agrega el variable por encima; a los que entran despues se les contrata directamente con el esquema nuevo. Asi la adopcion es total y el equipo comprueba rapido que el sistema nuevo les conviene.
But I will say one key part, which is that if people are going to be paid on performance, my recommendation is two things. One, if you make the transition, allow them to keep their existing salaries and then add the performance on top. And then for new people, bring them in and then just have the performance. But this allows complete adoption of the new way, rapid reinforcement loops that they're like, this is way better. And then ultimately, if you make the jumps in comp proportional to the output that you seek to get, then you will still make more than the cost.
Escúchalo en el minuto 2:17:33
Distinguir critica de insulto para dar feedback sin carga emocional
Estrategia y decisiones de negocioUn insulto asigna a la persona una palabra con connotacion negativa (eres flojo, tu contenido es basura); una critica es solo la brecha entre lo esperado y lo real (el promedio del canal son 100.000 vistas, tu contenido hace 75.000). Enunciar la brecha como hecho permite corregir sin convertir la conversacion en una pelea emocional.
So an insult is where basically you slander the other person. You assign a word that has a negative connotation. So I say something like you are lazy. You are a piece of shit. You're a dick. You whatever. insert, the insult you want. A criticism is the gap between desired and actual.
Escúchalo en el minuto 2:01:09
Cuando cae una metrica, buscar donde dejo de crecer y no donde empezo a caer
Medición y experimentosSi el flujo de leads baja, no hay que mirar la semana en que cayo sino el punto donde la curva se aplano por primera vez, y preguntar que se cambio en ese momento. Casi siempre la causa es un quien, y no es que se haya perdido a alguien clave: lo mas frecuente es que se haya sumado a alguien malo.
And so you have to look at where the delta first occurred. And then what happened in this? What happened leading up to here? What did we change? Oftentimes, it's a who. And here's a fun one. A lot of people think, oh, we must have lost someone key. Most of the times, you added someone.
Escúchalo en el minuto 2:24:55
Estrategia y decisiones de negocioSu pregunta del ano es que haria falta. Funciona igual en negociaciones, en ventas y en proyectos internos porque da el resultado por hecho: al asumir el exito obliga a trabajar hacia atras desde la realidad que quieres crear, en vez de ir hacia adelante improvisando sobre la marcha.
asked questions that I will probably, my question of the year is what would it take? And by doing this, the reason I think it's such a powerful question, it also works for deals, it works for sales, it works for anything, is that it assumes the result occurs. It assumes success. And so because it assumes success, you work backwards from the reality that you want to create rather than forwards
Escúchalo en el minuto 35:13
Nicharse con el 80-20 de tus clientes y ajustar el precio a ese avatar
Investigación de mercado y clienteSi sirves a demasiados avatares no consigues afinar la oferta ni la publicidad. Mira tus clientes, quédate con el 20% mejor, describe quiénes son y de dónde vienen, convierte eso en tu mensaje y crea una oferta que solo ellos amen. La parte que todos olvidan: ponle el precio que corresponde, porque a ese grupo le entregas cinco veces más valor.
risk. So here you have to niche down who you're serving, which you do by 80-20. So that means you look at all of your customers and you say, what are the top 20%? Who are these people? What do they do? Where are they from? And you say, how do I make this my message? And how do I make an offer that's only for them that they would go nuts for? And here's the part people miss and price it accordingly. So if you have customers that you provide five times the value to, and I'm sure you do have those people, well, all of a sudden, if you were to turn some of these bad ones away, then your price…
Escúchalo en el minuto 57:31
Tener siempre entre tres y diez tests A/B corriendo en el pipeline de ingresos
Medición y experimentosLas empresas del portafolio que mas crecieron tenian disciplina de CRO: en cualquier momento corren de tres a diez split tests sobre las piezas clave del pipeline de ingresos. Eso significa la landing que recibe mucho trafico, la home, o la secuencia de seguimiento por la que pasa un porcentaje enorme de los clientes.
So theme number three was CRO. And so I'd say this year, the companies that made the biggest gains had a discipline around conversion rate optimization. And so that means that at any given point, they're running three to 10 different split tests on the key parts of the pipeline for revenue generation. Meaning if you have a landing page where you get a lot of traffic, or you have a homepage that you get a lot of traffic, or you have a follow-up sequence that a huge percentage of your
Escúchalo en el minuto 36:19
Dieciseis semanas de contenido amplio le trajeron menos clientes en terminos absolutos
Estrategia de contenidosDurante 16 semanas hicieron contenido muy amplio (comidas, entrenamientos, vlogs) apostando a que aunque bajara el porcentaje de duenos de negocio, el numero absoluto subiria con las vistas. La hipotesis resulto falsa: con contenido amplio hubo menos duenos de negocio en terminos absolutos suscribiendose y comprando los libros.
Was basically, we did this experiment for 16 weeks where we made very, very wide content. So like, you know, meals and workouts and vlogs and things like that. Where we wanted to see, okay, well, if we get more views, then maybe a percentage of those people will be business owners. And so our relative amount will go down that our business owners, but our absolute amount will go up. And so that's all I care about is the absolute amount. And so it turns out that that hypothesis was wrong, at least for us. And so when we made wider content, we had fewer absolute amount of business owners who…
Escúchalo en el minuto 2:25:59
Estrategia y decisiones de negocioPuedes listar todos los problemas de tu negocio; las oportunidades que no estás aprovechando son ilimitadas y cuanto mejor eres, más ves. Por eso la pregunta ante cualquier impulso es: esto es un problema o una oportunidad perdida. Nueve de cada diez veces es una oportunidad perdida, y ahí es donde uno se estresa a sí mismo y al equipo sin motivo.
one, is that problems in your business are actually finite. You can list all the number of problems in your business, by and large. Missed opportunities are infinite. I would look at the world of all the things that we could do. And here's the thing is the better you get at business, the more things you know you should be doing that you aren't. And you see this huge unlimited potential options of things. And you look at these tiny little resources that you have. And then it's like, we need to do all of these things. And this is where you stress out your team and you stress out yourself for…
Escúchalo en el minuto 1:07:13
Convierte tus SOPs y checklists en lead magnets
Estrategia de contenidosSu método es escribir con todo el detalle posible cada cosa que hacen de forma recurrente (las llamadas que toman, las conferencias a las que van, todo) y preguntarse cómo recombinarlas en algo valioso sin coste extra. El ejemplo micro: los SOPs y checklists que ya tienes se convierten en lead magnets que además generan demanda.
And so from that, it's like if you can just look at the pieces you have on the board, and this is actually what I do, is I try and write down with as much detail, what are all the things we do on a regular basis? Like what are the calls we take? What are the conferences we attend? What are the, like every single thing we do? And I'm like, is there a way I can recombine these things into something that would be valuable at no cost to me? And that's where I've had these really disproportionate gains in profitable divisions or products in our company, obviously, and then within the portfolio. So…
Escúchalo en el minuto 1:36:08
Estrategia y decisiones de negocioEn lugar de delegar cinco iniciativas a cinco personas, hay que preguntarse cual de todas acercaria mas a la vision de la empresa si solo se lograra esa, y poner a las cinco personas encima de ella. Resuelta la primera con todo el equipo alineado, las demas salen mas rapido que si se hubieran atacado en paralelo; si el dueno no sabe decidir cual es la mas importante, no esta haciendo su trabajo.
you. And so I've had to look at this and say, if I could only pick one of these things, and we only accomplish that thing, which of these would get us closer to our vision for what the company should be? Which one would move us the furthest forward? Which of these is the biggest domino? And so what I've redone is I say, okay, A is actually the priority. I don't need to order B through C here. I don't need to worry about what order these are in. And then I will take one plus two plus three plus four plus five and get all of these resources concentrated on solving A. And then what I found is…
Escúchalo en el minuto 2:53
Analogias del mundo del avatar y el nivel de lenguaje mas bajo posible
Mensaje y copywritingHay que hablar con el lenguaje que entiende la porcion mas ancha de la audiencia objetivo: analogias de autos si son mecanicos, y si el publico es muy amplio, analogias humanas basicas como comer, dormir o lavarse los dientes. Hormozi cita un estudio segun el cual el politico que hablaba al nivel de lectura mas bajo ganaba todas las elecciones: de todas las estrategias, la que mas pesa es ser entendido.
And so the idea here is I will try and speak in a way that I think has the highest likelihood of being language that will be comprehended by the widest slice of my target audience. Now, if you have an even broader audience, then you would limit the amount of analogies to things that everyone understands. So it would probably be human things. So I might be talking about just eating in general, sleeping in general, brushing your teeth in general would be the analogies that I would use. And the grade language of my speech would be as low as humanly possible. So I looked at this politics thing…
Escúchalo en el minuto 2:29:07
La proporción 3 a 1 entre contenido y anuncios
Estrategia de contenidosLa televisión, la radio y los feeds convergen en una proporción estudiada de 3 a 1 entre contenido y publicidad: cada tres posts en el feed, el cuarto es un anuncio. Esa es la proporción que mantiene a la gente volviendo al canal; si se baja a 2 a 1, la audiencia deja de mirar y se va a otra parte.
And the reason the 70-30 I found interesting is that in the $100 million leads book, I talk about this at length. But there's been a 3 to 1 ratio that's been studied by television. It's been studied by radio, which is content, right, to ads. So if you're on your Facebook news feed and you scroll, every three posts, the fourth post will be an ad. All right? If you're on YouTube, it might be number of minutes. Now, they have AI and all this stuff. But for the typical one, it's a 3 to 1 ratio.
Escúchalo en el minuto 1:18:23
Estrategia y decisiones de negocioPregunta cuántas horas lleva realmente una tarea y luego pide la entrega para el final del día en vez de para la reunión del lunes. Un equipo acostumbrado a entregar semanalmente pasa a entregar en un día: es 7 veces más rápido con el mismo trabajo.
And so then someone's going to respond with how many hours it takes. So rather than, this is the classic, instead of doing end of week deadlines, you just make it end of day. And so if a team is used to delivering something to a team meeting every Monday and you say, cool, how many hours does they take? Great. Let's have it done by the end of the day. You 7x the speed of that team, 7x. And so some people can't comprehend how one company can grow at so much faster rate than others. And it's because
Escúchalo en el minuto 47:57
Sin coste por lead, tasa de cierre y churn no sabes cuál es tu problema
Medición y experimentosUno de los frenos clásicos al crecimiento es no medir nada: preguntas cuál es el coste por lead, la tasa de cierre o el churn y nadie lo sabe. Mientras no haya datos no se puede identificar la restricción del negocio, así que empezar a recolectarlos se convierte en la primera tarea.
daddy. All right? No data, papa. So with no data daddy, the issue is you don't even know what your problem is because you don't collect any data. And so it'd be like, hey, what do we need to grow? What's our lead cost? No idea. What's our close rate? No idea. What's our churn? No idea. Well, you can't really do much if you have no idea what's going on. And so this then becomes the
Escúchalo en el minuto 1:03:06
En formato corto vale lo adyacente, en formato largo hay que ir al grano del avatar
Estrategia de contenidosSi haces contenido para vender, el video largo tiene que hablar de lo que vendes; en el corto puedes permitirte temas adyacentes que atraen al mismo perfil. Ejemplo: si tienes una peluqueria, hablar de belleza en general en formato corto esta bien, pero no hagas un video largo de tutoriales de maquillaje cuando lo que vendes son cortes de pelo.
And that has served us very well, especially in the longest forms content. I think the shorter stuff, you can get away with what I would consider adjacent. If you're a salon lady and you sell haircuts, I know I'm butchering this, but you get the idea. Then if you talk about beauty in general, you will probably attract the type of avatar who spends money on these types of things. And so I see that as okay. But if you're going to do a long video, probably don't do it on makeup tutorials if you sell haircuts.
Escúchalo en el minuto 2:27:36
Estrategia y decisiones de negocioCuando entra a arreglar un departamento, lo primero que hace Hormozi es eliminar todo lo humanamente posible: reuniones, lineas de comunicacion, procesos. Al hacerlo se descubre que la gran mayoria era desperdicio y distraccion, y lo que de verdad haga falta siempre se puede volver a poner; el miedo psicologico a perder procesos es lo que llena de grasa a las empresas que crecen.
outsized returns. And there's a great razor for this, which is when I want to fix a system or when I go into a department, the first thing I do is eliminate as much as humanly possible. And here's the thing is people are afraid of eliminating meetings, eliminating communication lines, eliminating processes. But if you eliminate just about everything, you'll find out that the vast majority of that stuff was complete waste and complete distraction. And here's the cool thing. You can always add it back. So there's this fear of loss. People literally have fear of loss around processes and…
Escúchalo en el minuto 31:32
Estrategia y decisiones de negocioCuando entra a arreglar un departamento, lo primero que hace Hormozi es eliminar todo lo humanamente posible: reuniones, lineas de comunicacion, procesos. Al hacerlo se descubre que la gran mayoria era desperdicio y distraccion, y lo que de verdad haga falta siempre se puede volver a poner; el miedo psicologico a perder procesos es lo que llena de grasa a las empresas que crecen.
outsized returns. And there's a great razor for this, which is when I want to fix a system or when I go into a department, the first thing I do is eliminate as much as humanly possible. And here's the thing is people are afraid of eliminating meetings, eliminating communication lines, eliminating processes. But if you eliminate just about everything, you'll find out that the vast majority of that stuff was complete waste and complete distraction. And here's the cool thing. You can always add it back. So there's this fear of loss. People literally have fear of loss around processes and…
Escúchalo en el minuto 31:32
Recapitular acumulativamente cada acuerdo de la reunion
Estrategia y decisiones de negocioEn cada punto nuevo de la reunion se repasan tambien todos los anteriores, de modo que al llegar al cuarto acuerdo el primero ya se escucho cuatro veces, el segundo tres y el tercero dos. Lo mas antiguo, que es lo que ya se les habia borrado de la cabeza, termina repetido siete veces, y eso sube la probabilidad de que se ejecute.
And then, so what we do is, is I will recap every one of them every time. And so by the time I've done my fourth one, they've heard one four times, two three times, the third one two times. And so there's this repetition that gets built in. And then obviously the thing at the very end is also going to be the freshest. So it's like I can repeat the least the thing that's the most fresh. And the thing that I started with, which is like way out of their mind at this point, has been repeated like seven times.
Escúchalo en el minuto 2:08:20
SCALE aplicado a contenido: de 1 a 3 posts, luego calidad, luego piso de views
Estrategia de contenidosEn contenido el bucle se ve así: empiezas publicando en un canal, pasas de un post al día a tres, luego mejoras la calidad de los posts, luego usas IA y preproducción para que lo bueno salga más fácil y consistente (dejar de tener uno con 10K views y otro con un millón, y llevarlos todos por encima de 100K o 250K), y solo cuando el canal está exprimido llevas el mismo proceso a TikTok o Snapchat.
within the context of content, it's like we start posting on a channel, then we say, okay, well, one post a day works. Can we do three posts a day? So we do more. Then we're like, hey, some of these posts do better than others. How can we make our posts better? And then we say, cool, what percentage of these processes can we use AI for? What things can we pre-prep? We can basically make better happen more easily and more consistently. How can we make it instead of having, you know, one do 10K views and one have a million views? How can we get all of them over 100K? How can we get all of them…
Escúchalo en el minuto 44:41
Oferta y precioCuando el equipo no puede trabajar más horas y aun así el negocio no gana dinero, no hay que buscar otras causas: el precio está mal. Sin caja no se puede expandir, y no hay caja porque los precios están mal; al arreglar el precio se libera el efectivo para abrir otra sede o contratar a la persona clave que falta.
say no and you make more money? Or do you want to be barely above water and not be able to expand forever? Because the reason you can't expand the business is because you don't have cash flow. You don't have cash flow because your prices are wrong. And so we need to fix the price. Once we fix the price, we'll free up cash with the freed up cash. We can expand any locations. We can hire that key person that you need to bring in. Number one, if you are full capacity and you aren't making money,
Escúchalo en el minuto 52:38
Estrategia y decisiones de negocioMuchos duenos dan un bono de mil dolares por recomendar a alguien que va a generar 400.000 al ano de margen bruto, y eso es una tonteria. Hormozi pagaria 25.000 o 50.000 a su propia gente por resolverlo en un mes, porque adelantar la contratacion dos meses ya recupera de sobra ese dinero en margen bruto y ademas la persona se queda para siempre.
existing workforce to go do that recruiting for you. Too many business owners will give like a thousand dollar referral bonus on something that makes $400,000 a year in gross profit. Well, that's dumb. If I can give $25,000 away or $50,000 away and I can get it solved in a month, then every month, because that $400,000 doesn't happen at once. It happens over this period of time. And so if I can actually solve the problem two months earlier, then that means I get to collect $35,000 for two more
Escúchalo en el minuto 13:10
La razón número uno de cancelación es el agobio
Retención y relación con el clienteLa gente cancela porque se abruma, y el agobio se traduce en valor cero porque simplemente dejan de usar el producto. El error típico es oír agobio y añadir más cosas: rara vez la adición mejora; lo que hace falta es sustituir por algo mejor o eliminar.
So we have tried to make it as easy as humanly possible for people to win on the platform. And we get better and better every day. But a big part of it is, is the number one reason people cancel things is overwhelm. And so overwhelm translates into zero value because they stop. So what happens is people hear overwhelm and then add more stuff. And so it's, it's rare that addition improves things rather than simply making things better or taking something out and make, and replacing it with something better or eliminating it altogether. Like you want it to be as simple as possible, but no…
Escúchalo en el minuto 1:45:05
Regalar el downsell que nadie compraba triplico el flujo de leads en una semana
Oferta y precioAnalizando una empresa, Hormozi vio un downsell que practicamente nadie compraba y sugirio regalarlo para captar leads. Lo hicieron y a la semana siguiente triplicaron el flujo de leads: renunciaron a un 5% de la facturacion y a cambio recortaron el coste de adquisicion en dos tercios.
looking at and in the diligence process, I said, hey, you've got this downsell, basically no one takes it. Have you considered just giving it away for free to get more leads? And they ended up doing it and they tripled their lead flow the next week. And so that downsell was worth maybe 5% of revenue, but what's the value of tripling lead flow? Tripling revenue and probably disproportionately dropping to the bottom line. So tripling, really it would triple lead flow. So it would cut CAC by two thirds,
Escúchalo en el minuto 35:38
Publica el caso de alguien idéntico a tu cliente
Mensaje y copywritingLa prueba a un grado de distancia: un abogado que solo ayuda a plomeros a negociar contratos publica ese caso, y el plomero que lo ve piensa que alguien igual que él consiguió exactamente lo que él quiere. La clave es que no basta con lograrlo, hay que anunciarlo.
The next thing is that you help someone like them. So it's an approximation, which is, okay, I am a lawyer and I help someone negotiate some deal. And that person, and I have to advertise it. I have to let people know about it. But me seeing that as a plumber, and this lawyer only helps plumbers negotiate these deals, I say, oh, someone just like me got exactly what I want. So this is a degree removed.
Escúchalo en el minuto 1:23:15
Al tomar el equipo de medios eliminó todas las reuniones y dejó un huddle diario
Estrategia y decisiones de negocioLo primero que hizo Hormozi al hacerse cargo del equipo de medios de acquisition.com fue cancelar todas las reuniones recurrentes y los uno a uno, reemplazándolos por un único huddle diario, con conversaciones ad hoc solo cuando hubiera algo concreto. La lógica: son trabajadores profundos que viven del flow, y luego se reintroducen solo las reuniones que demuestren importar.
And so you delete everything that doesn't matter. So the first step that I did when I took over the media team was I deleted all meetings. Now, to be clear, it doesn't mean that we're never going to have meetings again. It just means that I will find out which meetings matter and then we will add those in proportionally. And so I said, you can have ad hoc discussions about clear things, but otherwise I'm canceling the recurring meetings and I replaced all team meetings, all one-on-ones with just a daily huddle. That way, basically the entire day, and these were also deep workers. So everyone…
Escúchalo en el minuto 46:24
Estrategia y decisiones de negocioCuando entras a optimizar algo que ya funciona mal, el orden es: cuestionar los requisitos (por qué hacemos cada cosa y cómo se relaciona con el resultado del área), borrar todo lo que no aporta, optimizar priorizando lo que da más resultado por menos recurso, adelantar los plazos y, al final, automatizar. Solo después de borrar tiene sentido meter recursos al sistema.
two frameworks give you two different ways to look at departments where you come in, you're like, okay, is this a scale thing? So we need to do more, we need to do better, we need to make it reliable or automate a portion of it, or do we need to expand? Or is this everything screwed up? Why are we doing what we're doing? Okay, delete all that stuff, optimize the things that get us the most outcome, pull up time requirements, then automate. Having these types of frameworks to solve
Escúchalo en el minuto 49:59
Estrategia y decisiones de negocioCuando entras a optimizar algo que ya funciona mal, el orden es: cuestionar los requisitos (por qué hacemos cada cosa y cómo se relaciona con el resultado del área), borrar todo lo que no aporta, optimizar priorizando lo que da más resultado por menos recurso, adelantar los plazos y, al final, automatizar. Solo después de borrar tiene sentido meter recursos al sistema.
two frameworks give you two different ways to look at departments where you come in, you're like, okay, is this a scale thing? So we need to do more, we need to do better, we need to make it reliable or automate a portion of it, or do we need to expand? Or is this everything screwed up? Why are we doing what we're doing? Okay, delete all that stuff, optimize the things that get us the most outcome, pull up time requirements, then automate. Having these types of frameworks to solve
Escúchalo en el minuto 49:59
Estrategia y decisiones de negocioLa mayor contra de la oficina presencial es que cuesta más atraer talento porque tiene que mudarse. Su solución, según el nivel del puesto, es incluir bonos de firma y traer a la persona 30 días a un hotel antes de que desarraigue a la familia: en el primer mes ya se sabe si funciona. En su portafolio el 30% es presencial y el 70% remoto.
So for us, what we did to accommodate this is we, for some roles, depending on the level of the role, we will also include signing bonuses and things like that. So if you're in that position, including more incentive for them to move or move their families to your place of business is a good way to do it. I also recommend having them come out for like 30 days and stay at a hotel. Just so that they don't like, you know, de-plant their whole family. If for some reason it doesn't work out, kind of the first month you'll know. And so that's like a little in-between that I think is worth doing…
Escúchalo en el minuto 1:51:50
Estrategia y decisiones de negocioNo sirve anunciar los objetivos del ano y pedir que ademas se siga haciendo todo lo de antes: eso diluye aun mas lo importante. Ventas sigue vendiendo y atencion al cliente sigue atendiendo, pero el esfuerzo discrecional de los lideres, el tiempo que no gastan alineando equipos, debe ir entero a una unica prioridad que, si se logra, mejore el negocio en un orden de magnitud.
attention. And that, and here's the important part, is deleting everything that is not this. And so a lot of people are like, these are our objectives. Also keep doing everything else. It's like, you can't do that. You can't just add more because now you've even further diluted what's important. Now, for sure, people need to continue to transact. Sales guys still need to sell. Customer service still needs to serve. But the discretionary effort that exists in the top talent, the leaders of the company who aren't as involved in the day-to-day and are basically all times they have between…
Escúchalo en el minuto 30:47
Oferta y precioCada cliente pide cosas distintas y concedérselas todas provoca su propia caída: acabas con un producto lleno de artilugios que nadie sabe usar, con cien casos de uso que no aplican a nadie. La disciplina es maximizar valor por segundo, no segundos de valor: más rápido y más fácil, una y otra vez.
And so I have grown more and more affinity towards looking at what's there and saying, okay, we need to maximize value per second, not seconds of value. And so this comes from the media side in terms of making content. But on the product side, like every customer will ask you for different things. And they will, and if you give them every single thing they ask for, they will cause their own demise and then leave. And so then you get these Frankenstein products that have a gazillion gizmos that no one knows how to use because to fit it all in, it's like there's a hundred specific use cases…
Escúchalo en el minuto 1:46:25
Planificar solo las proximas 12 semanas y no el ano entero
Estrategia y decisiones de negocioHormozi fue recortando sus procesos de planificacion hasta quedarse casi solo con lo que van a hacer en las proximas 12 semanas; mas alla de eso mantiene una o dos metas de fin de ano a las que no dedica recursos. La razon: al revisar los planes del ano anterior, la mitad ya no era relevante por cambios de contexto, asi que proyectar sobre cientos de variables es gimnasia mental.
advice is set fewer goals and do less long-term planning. Hear me out. And this may sound contradictory to some of my content about being patient. And I think long-term goals are very important, but the obsession over the minutia of how you're going to get there is, I believe, an act of mental masturbation. You try and create these massive projections that are based on hundreds of variables that in reality, you just don't know what's going to happen. And so over time, I've consistently trimmed and trimmed and trimmed our planning processes such that at this point, I pretty much only care what…
Escúchalo en el minuto 0:09
Oferta y precioCada cliente pide cosas distintas y concedérselas todas provoca su propia caída: acabas con un producto lleno de artilugios que nadie sabe usar, con cien casos de uso que no aplican a nadie. La disciplina es maximizar valor por segundo, no segundos de valor: más rápido y más fácil, una y otra vez.
And so I have grown more and more affinity towards looking at what's there and saying, okay, we need to maximize value per second, not seconds of value. And so this comes from the media side in terms of making content. But on the product side, like every customer will ask you for different things. And they will, and if you give them every single thing they ask for, they will cause their own demise and then leave. And so then you get these Frankenstein products that have a gazillion gizmos that no one knows how to use because to fit it all in, it's like there's a hundred specific use cases…
Escúchalo en el minuto 1:46:25
Estrategia y decisiones de negocioEl exceso de personal se acumula justo en las epocas buenas, y por eso ese es el momento de sacar a los de bajo desempeno: se lee como disciplina y no como que la empresa esta perdiendo. Si solo se despide cuando caen los resultados, el golpe a la moral es mucho peor. Hormozi dice haber hecho ambas cosas y recomendar la primera.
And so this is the part that is probably contrarian for most of you. Fire when things are good, not when they are bad. So when things are good is when you have the most bloat. And so it is far better to let people go at that point for low performance. Because it doesn't feel like the company is losing. It feels like we're being disciplined. If you let people go only when the company performance drops, it feels way worse. Having done both, I strongly recommend the other.
Escúchalo en el minuto 2:18:51
Aserrín: negocios hechos con el desperdicio ajeno
Oferta y precioEn los aserraderos alguien propuso mezclar el aserrín con pegamento y nació el contrachapado; en la peletería donde trabajó de adolescente, con los recortes de las chaquetas hacían orejeras que vendían o regalaban como bono. Busca en tu negocio ese aserrín: lo que ya pagas y no usas.
And so the sawdust analogy comes from lumber mills when they would strip the trees of bark. They would turn them into planks. And then, you know, they ship the planks out. But a smart foreman of the factory looked on the ground one day, and they had to just keep sweeping up all this dust from the saw. And then finally, one guy said, hey, could we just mix this with glue and make plywood? And then if all of a sudden a whole new kind of industry was born from that, where you could take the scraps and then turn it into something else. And in the fur business that I did when I was 16, 17, 18 in…
Escúchalo en el minuto 1:32:25
De 16 test A/B en la página de School Games solo ganaron dos
Medición y experimentosLa primera versión de la página de School Games funcionó tan bien que de dieciséis test A/B mayores solo ganaron dos. Cuanto más optimizado está algo, más probable es que cualquier cambio empeore el resultado, y con tráfico enorme el coste de cambiar es real.
So number one is CRO usually decreases, hold on, usually your split test will fail. And so basically the more optimized something is, the more likely a change from optimal results in a decrease. And so our first launch of the school games page did so well that we've done like 14, sorry, 16 major split tests and only two of them have won. And so like anything from the, like, so basically the control is really, really dialed. And it's typically like if you have monstrous amounts of traffic, when you incur the cost of change, like it is, it is a real cost.
Escúchalo en el minuto 1:43:34
Tres clientes al doble de precio baten a cinco a mitad de precio
Oferta y precioVender a tres personas al doble de precio es mejor que vender a cinco a la mitad, aunque escuches un no mucho más seguido y duela. Ganas más dinero y además tienes menos clientes que atender: menos coste y más ingreso a la vez producen un aumento desproporcionado del beneficio.
more. It's going to be binary. And it's thinking of like, it was a yes or no. And the thing is, is that if you sell three people at twice the price, it's better than selling five people at half the price. But you're going to hear no more often. And so it's going to hurt more, but it is better for the business for two reasons. One, you actually make more money. Secondly, and this is the big one people forget, you also have fewer people to service. So you have less cost and more revenue, which those two things together create a disproportionate increase in profit. Big thing number one, fix your…
Escúchalo en el minuto 53:55
La prueba de los seis meses antes de abrir otra sede
Estrategia y decisiones de negocioAntes de expandir, el negocio tiene que mantenerse o crecer durante seis meses seguidos sin tu implicación directa. La trampa es hacer la prueba pero seguir trabajando en el día a día igual que siempre: eso solo demuestra que el negocio sigue funcionando contigo de CEO, y lo único que ganaste fue retrasar seis meses la apertura.
re-concentrate, and then build it back right. And the six-month test that I was alluding to is the business has to either maintain or grow for six straight months without your direct involvement. Now, that last point is the big one, without your direct involvement. Now, some of you are going to run that test, still continue to work in the day-to-day for six months, and then say, oh, I think I did it. But you just didn't change what you did at all, and the business continued to operate
Escúchalo en el minuto 1:01:22
Estrategia de contenidosHormozi lleva la proporción 3 a 1 al nivel individual: se puede medir en impresiones por persona o en reparto de presupuesto, pero lo que importa es que cada persona reciba tres o cuatro cosas positivas antes de que le pidas nada.
And so I think to myself, okay, I need to make sure that I always keep my ratio at least 3 to 1 in terms of value-driven. And now you can think about this in terms of views, like impressions per person because that's what really matter. Or you can think about this in dollar spend if you want to think about it from a budgeting perspective. But for me, I think about this at the individual level. I want to make sure that someone's getting at least 3 or 4 positives before they have any kind of ask for me to do something.
Escúchalo en el minuto 1:19:09
Elegir las herramientas de terceros por su tasa de conversion, no por sus funciones
ConversiónNinguno de los cien softwares que paga una empresa publica cual es su tasa de conversion, y varios de ellos los toca el prospecto. Para cualquier herramienta que vea el cliente, Hormozi compara tres o cuatro alternativas del mismo caso de uso y se queda con la que mejor convierte por su experiencia de usuario: migrar entre herramientas es un fastidio, pero ha visto subidas enormes ahi.
And is a competitive mode. And so I'll give you a little hack that is worth looking at, which is many businesses integrate third-party tools into your processes, right? You've got a hundred different softwares that you probably pay for. What none of those softwares typically advertise is what their conversion rate is. And so if anything is customer facing that a prospect might interact with, I would look at three or four other tools within the exact same use case and see which one has a higher conversion rate on the UX. So the user experience, I think you will get disproportionate
Escúchalo en el minuto 37:52
Estrategia y decisiones de negocioAl volver a operar el equipo de medios y conversion de acquisition.com, lo primero que hizo fue eliminar todas las reuniones recurrentes y dejar solo standups ad hoc cuando hay un problema concreto que resolver. En las entrevistas uno a uno con cada persona del area, la queja mas repetida era estamos todo el dia en reuniones, solo queremos trabajar.
But the output of that was, number one, I removed all meetings. Number two, I said, you can have ad hoc standups between each other when you want to solve a specific problem. So I don't want to stop communication. I just want to stop regular wasted time blocks that don't increase your output. The next thing, and to be fair, when I did all my one-on-ones with every single person in the department to understand what they were struggling with, one of the biggest things that came back was we're in meetings all day.
Escúchalo en el minuto 2:05:31
Que cada iniciativa marque cuatro casillas, no una
Estrategia y decisiones de negocioNo quiere iniciativas que marquen una sola casilla, quiere cuatro: los workshops generan deal flow, generan caja, generan contenido y generan flujo de talento, y todo encima de un edificio y un equipo que ya paga cada mes de todos modos.
And the reason I bring this up is there are some things in your business that check more than one box. And so it's like I don't want a single box check. I want like four boxes checked. And so this generates deal flow. This generates cash flow. This generates content. This generates talent flow. And so all of these things, and it utilizes a resource that I already have paid.
Escúchalo en el minuto 1:35:29
Marca y posicionamientoEn B2B no vas a conseguir que Elon te respalde, así que la marca se construye respondiendo tres preguntas: cómo les ayudo gratis a conseguir lo que quieren, cómo ayudo a gente igual que ellos, y qué logro aspiracional puedo conseguir yo mismo o hacer que consiga alguien como ellos.
Is that these are basically your buckets. Is how do I help them do what they want? How do I help people like them? And how can I accomplish something aspirational in their mind? Or help other people like them accomplish that aspirational thing. And this is where, like, you can help them accomplish their goals or the aspirational goal.
Escúchalo en el minuto 1:26:25
El bucle SCALE para hacer crecer cualquier sistema
Estrategia y decisiones de negocioTodo proceso que crece pasa por cinco pasos en bucle: Start (empezar), Compound (hacer más), Augment (hacerlo mejor), Leverage (hacerlo consistente y automatizarlo) y Expand (llevarlo a un territorio, canal, formato o producto nuevo). Una vez que sabes qué funciona y tiene poca volatilidad, expandes y vuelves a empezar.
how do we expand again? And so this is actually a loop between the, to these steps. So you start and then you do more. And then once you do more, you try to get better. Once you get better and you know what works, you try and automate it and make it consistent and have low volatility. And then you expand to the next territory. You expand to the next channel. You expand to the next type of content. You expand to the next product. The same process. And it's nice because it has this little, it's got this nice acronym S C A L E. And so it actually fit in there. And I was super pumped
Escúchalo en el minuto 43:39
Lo aspiracional baja el riesgo percibido de compra
Marca y posicionamientoLas marcas se construyen sobre versiones extremas que el comprador rebaja a su propio caso: si la chaqueta North Face aguanta el Everest, seguro me abriga del auto a la oficina; si el Range Rover es el mejor todoterreno, me subirá un bordillo. La pregunta a resolver es cuál es tu resultado aspiracional.
So North Face can help people get to Everest. And so if it's really cold at the top of Everest, if I buy that jacket, it will likely keep me warm on the way to work from my car to the door. If Range Rover makes an ultimate outdoor vehicle and that they're the ultimate off-roader, then it'll probably help me if I have to get over a curb. Right? It's these extreme versions that get regressed down to, well, if it can do that, then it'll probably help me with my thing. Right? So Sebum is the best fitness influencer right now in this generation. And so if he wears this stuff to compete at the…
Escúchalo en el minuto 1:23:58
Negocios limitados por la oferta: limpieza, contabilidad, legal y consultoria
Investigación de mercado y clienteHay negocios a los que no les cuesta encontrar clientes sino gente que haga el trabajo. Es el caso de los servicios molestos, que la gente sabe hacer pero no quiere hacer, como la limpieza, y tambien de los despachos contables, legales o de consultoria de nicho, donde sobra demanda y lo dificil es reclutar a alguien realmente bueno.
demand constrained. And so a supply constrained business, for example, is one that's like cleaning. Like cleaners often don't have a hard time finding other businesses or other homes to do cleaning for. A lot of people just don't want to do it. The issue they have is finding staff who can do the cleaning with them or for them. So that means that your supply side of how you can deliver to the demand is usually the issue. And this happens a lot of times with what I would consider nuisance services. So services that people might know how to do, but just don't want to do. A different example of…
Escúchalo en el minuto 7:31
Trabaja con la gente que se mueve hacia ti
Estrategia y decisiones de negocioReconoce que gastó demasiado tiempo convenciendo a gente de trabajar a su manera y con sus reglas (define cultura como las reglas de refuerzo de un negocio). Ante un conflicto recurrente la conclusión es que no hace falta: hay otra persona encantada de estar ahí, que acepta las reglas del juego, y con esa se avanza mucho más rápido.
The second thing is work with the people who move towards you. And so, I have spent too much time in my life trying to sell people on why they should do things my way or with my values or with my kind of rules, which I define culture as rules of reinforcement in a business. So, like, these are the rules of the game as I would like to play it. And I noticed that if I kind of had this, like, kind of recurring conflict with a handful of people, I was like, I don't need to do this. Like, there's another person who is stoked to be here, will agree with the path, and it will be so much more…
Escúchalo en el minuto 1:28:35
Estrategia de contenidosEducar y entretener no se producen igual: el entretenimiento carga el esfuerzo en la postproduccion (piensa en una pelicula de Transformers) mientras que la educacion se gana antes de grabar. Por eso muchos de los mejores videos educativos de internet son un tipo con una pizarra.
So another big part of this is that the structure of the content for entertainment is not the same as education. And so with education, a lot of the effort is in the pre-production. With entertainment, a lot of the effort goes into post-production. There's obviously pre as well. But the post-production, there's just God. Like think about making the Transformers movie. How much post-production is there in that movie? A ton, right?
Escúchalo en el minuto 2:28:03
Estrategia y decisiones de negocioUna empresa pequena de servicios a domicilio no lograba atraer fontaneros y rechazaba trabajo porque el telefono sonaba mas de lo que podian atender; cada fontanero aportaba unos 400.000 dolares anuales de margen bruto. Hormozi propone valorar esa contratacion como una accion: si rinde 400.000 al ano, pagarias al menos 400.000 una vez, aplicando despues un descuento por el riesgo de que se vaya, lo despidan o no sea…
business was, well, what does a plumber bring in every year? And let's call it $400,000 in gross profit. Okay. So if you have a nut of $400,000 that you know, you've got the demand for, they're turning away business because their phones ringing too much and they can't even take it. What are you willing to pay one time to unlock $400,000 every year in gross profit? Well, if you were to think about that like an investment, right? Which would be like, okay, I've got this stock that yields $400,000 in gross profit per year to me. What would I be willing to pay for it? And that's every year. Well…
Escúchalo en el minuto 11:45
Cien tests para tres subidas: 20%, 50% y 28% en la mayor empresa del portafolio
Medición y experimentosLa empresa mas grande del portafolio, que factura ocho cifras al mes, saco en el ano tres mejoras de conversion del 20%, del 50% y del 28%, algo enorme para una empresa ya muy optimizada. Para conseguirlas hicieron alrededor de cien tests, y todo eso lo llevaba basicamente una persona con un par de desarrolladores corriendo sprints de forma regular.
CRO improvements. And this was the largest company we have in the portfolio. So we got a plus 20% CRO test improvement, which is a mass, a monster win, especially at the level of optimization that this company is in. So we're talking eight figures plus a month in revenue, like it's a big company. And so 20% lift is huge. But on top of that, we got a 50% lift and then we got a 28% lift. So we had three mega wins. Now the question is how many split tests did we have to do for that? I mean, probably a hundred. But the thing is, that was basically one guy and a couple devs split,
Escúchalo en el minuto 36:55
Dibuja el volante que se alimenta solo
Estrategia y decisiones de negocioEl volante de acquisition.com: hacen contenido de negocios, eso atrae dueños de negocio interesados, con esos dueños cierran deals, y esos deals dan resultados de los que volver a hacer contenido. Si el crecimiento es lineal tienes que meter más por delante cada vez; lo que quieres es un círculo que solo hay que arrancar.
So if we make a lot of media, right, for businesses. So we make a lot of business media. If we do that, then we will get business owners who are interested, who are interested in our stuff, right? And if we get business owners who are interested in our stuff, right, they will then do deals. If we do deals with them, we'll have stuff to make media about. And so this is a basic wheel of acquisition.com. We talk about business stuff. That gets businesses interested.
Escúchalo en el minuto 1:47:42
Sus mejores inversiones fueron empresas que ya conocía
Investigación de mercado y clienteLa primera, la segunda y la cuarta empresa con mejor desempeño del portafolio eran compañías con las que ya habían trabajado entre seis y doce meses antes de invertir: existía relación previa y ya las habían ayudado a crecer. De ahí su pregunta: cómo lograr que eso pase a propósito y no por accidente.
And the reason that I was trying to figure this out was because the best portfolio companies we have are number one, number two, number four, best performing company were companies that we had worked with for six to 12 months prior. So we had an existing relationship. We had helped them grow. And then we were like, okay, I think they're portfolio ready now. And then we made our investment, and we grew them from there. And our best performers were like that. So I was like, how can I have this happen on purpose rather than by accident?
Escúchalo en el minuto 1:33:57
Zuckerberg no tenía un negocio paralelo: elige uno
Estrategia y decisiones de negocioTener dos o tres negocios suele ser incapacidad de elegir, apoyada en la fantasía de que los grandes fundadores tenían un side hustle. Uno de esos negocios es el que deberías estar haciendo. La oportunidad no está en lo que te estás perdiendo sino en los problemas peludos que sabes que hay que resolver y no resuelves: si el producto fuera excepcional y todos lo amaran, no tendrías dudas en ir con todo.
businesses because you don't know how to pick. And you operate from the fallacy that Zuckerberg had a side hustle. Zuckerberg was also flipping Airbnbs and doing wholesaling on the side, right? And that's how you build Facebook. Of course not. One of these businesses is the business you should be doing. And the thing is, is that the opportunity is the problems that you need to solve and aren't. It's not in the missed opportunities. It's the problems that need to be solved, right? It's the hairy work that you're not sure what the answer is, but you know you need to fix it. That is where the…
Escúchalo en el minuto 1:02:07
Canales de adquisiciónEl CMO de New Balance, con el crecimiento estancado, pidió permiso al CEO para apostar fuerte y dio la vuelta al reparto de inversión publicitaria: pasar de 70% bottom of funnel y 30% top a 30% bottom y 70% top. Top of funnel es notoriedad, narrativa y asociaciones con atletas (que New Balance mole); bottom of funnel es compra zapatillas.
And so then he said, I want to take our spend, which right now is 70% bottom of funnel and 30% top of funnel. And I want to flip these two things. I want to make 30% bottom and 70% top. And you feel like, what does that mean? This is brand awareness, storytelling, associations that you make with different athletes. That is all top of funnel. Like, wow, New Balance is cool, right? The bottom of funnel stuff is buy shoes, right?
Escúchalo en el minuto 1:17:05
Las mejoras de eficiencia ensanchan el LTV frente al CAC y se vuelven foso competitivo
Medición y experimentosA diferencia de otras ganancias, las mejoras de eficiencia duran en el tiempo. Al subir la conversion se ensancha la relacion entre LTV y CAC, lo que permite gastar mas en publicidad y en captar talento, refuerza el negocio por todos lados y funciona como foso frente a la competencia.
Tremendously valuable. Because things that are efficiency improvements typically are long lasting. What's cool about that is that when you have an efficiency improvement, it means your LTV to CAC ratio expands, which allows you to spend more money in advertising, more money in talent, acquisition, all the way around the business. It literally just makes the business stronger.
Escúchalo en el minuto 37:34
Canales de adquisiciónEl CMO de New Balance, con el crecimiento estancado, pidió permiso al CEO para apostar fuerte y dio la vuelta al reparto de inversión publicitaria: pasar de 70% bottom of funnel y 30% top a 30% bottom y 70% top. Top of funnel es notoriedad, narrativa y asociaciones con atletas (que New Balance mole); bottom of funnel es compra zapatillas.
And so then he said, I want to take our spend, which right now is 70% bottom of funnel and 30% top of funnel. And I want to flip these two things. I want to make 30% bottom and 70% top. And you feel like, what does that mean? This is brand awareness, storytelling, associations that you make with different athletes. That is all top of funnel. Like, wow, New Balance is cool, right? The bottom of funnel stuff is buy shoes, right?
Escúchalo en el minuto 1:17:05
Negocios limitados por la demanda: ecommerce, software B2B y perdida de peso
Investigación de mercado y clienteDel otro lado estan los negocios donde lo dificil es conseguir clientes: el ecommerce, el software B2B, los productos de consumo tipicos y sobre todo la perdida de peso. Aunque muchisima gente quiera adelgazar, hay todavia mas gente ofreciendolo y muchisimos metodos distintos, asi que la oferta aplasta a la demanda.
constrained. Now demand constrained businesses will be typically like e-commerce businesses. Oftentimes software businesses, specifically B2B software businesses, can be demand constrained. Typical consumer products. Weight loss, for example, is a very demand constrained business. Now this may sound wild to you. Like, wait, I think so many people want to lose weight. Yeah, there's just even more people who supply it and so many different methods for doing it. Now again, all of these things can
Escúchalo en el minuto 10:16
Los clientes con experiencia presencial son más leales
Retención y relación con el clienteLos clientes que viven una experiencia en persona tienen una afinidad de marca muy distinta: son más leales, refieren más, califican más alto y compran más seguido. Por eso empuja lo presencial en todo el portafolio, y si tu marca atrae gente afín, ellos se dan valor entre sí sin coste extra para ti.
And this IRL push that I'm doing, I'm doing across all the portfolio companies. Because the interesting thing about IRL is customers who have in-person experiences have tremendously different brand affinity. They're more loyal. They refer more. They rate higher. They buy more often. And if you have a strong culture within your marketing or your branding, you will attract like-minded people.
Escúchalo en el minuto 1:38:02
La curva de oferta y demanda pesa mas que el marketing, las ventas y el precio
Investigación de mercado y clienteSi eres el unico que vende algo que el mundo entero quiere, vas a ganar muchisimo dinero sin importar lo bueno que seas en marketing, en ventas o poniendo precios. Por eso Hormozi busca primero cual es el minimo de cosas que tienen que ser ciertas para ganar, se dedica a acertar esas, y deja caer todo lo demas.
a supply demand curve that is dramatically in your favor, that alone will dictate this. If you are the only person who sells this one thing and the entire world wants it, you are going to make a lot of money pretty much no matter what. It doesn't matter how good you are at market. It doesn't matter how good you are at sales. It doesn't matter how good you are at pricing. You're going to make a ton of money. And so I try to think, what are the fewest things that have to be true in order for me to win?
Escúchalo en el minuto 6:18
El fundador tiene que reclutar personalmente a los key players
Estrategia y decisiones de negocioEl talento de primer nivel no responde a un reclutador tradicional: no siente que le esten dando una oportunidad, sino que la esta dando el, con su agenda de contactos, a veces su propio equipo y una pila enorme de habilidades. Por eso el CEO o fundador tiene que mostrar interes en esas personas activamente, igual que hacen Jobs, Bezos y Zuckerberg.
players. And part of that is being willing as the CEO, as the founder to actively show interest in these types of people. And they are the type of people that would not respond to traditional recruiter because they are either so good at what they do and they want to know that their investment in the company is going to be valuable. These are not the type of people who feel like you're giving them an opportunity to work for you. These are the types of people that they are giving you the opportunity of helping build your business, bringing their entire Rolodex of people they
Escúchalo en el minuto 28:36
Suma a tus compradores a una comunidad, no solo a la lista de correo
Retención y relación con el clienteSostiene que todo negocio existente debería tener comunidad: el gimnasio, el agente inmobiliario, la junta de vecinos. En ecommerce el argumento es la entregabilidad del email: si alcanzas al 100% de quienes compraron, sube el feedback de producto, suben las reseñas y sube la probabilidad de que compren lo siguiente.
As a side note, for existing businesses, I think every existing business should have, like every gym owner should have a school community. Every realtor should have a community for their customers. Every HOA should have a community, a school community for the people in the neighborhood. Like whatever business you have, like if you have an e-commerce business, there's a ton of e-commerce businesses joining school right now that realize that the email deliverability, like if you can reach 100% of people who bought your product, the feedback that you can get on the product, the reviews, the…
Escúchalo en el minuto 1:42:32
Marca y producto son la misma cuenta: el anuncio promete, el producto paga
Marca y posicionamientoTu reputación con alguien se refuerza o se erosiona según la calidad del producto, porque la publicidad hace una promesa y el producto la cumple o la supera. Si el producto decepciona, hay que volver a llenar el depósito de valor para que te den otra oportunidad; si es excelente, hace falta poner mucho menos y puedes venderles lo siguiente mucho antes, porque para ellos la petición ya no es una petición.
Now, the net-net world is that if your product is exceptional, the ask is not an ask because they're excited to buy something else from you. And so this is why brand and product long-term are interwoven together. Your reputation with somebody will be reinforced or diminished by the quality of the product because you make a promise with your advertisement and you deliver on that promise or over-deliver on that promise with the product. And if it's worse, now you've got to put more in the bucket here to kind of like get them to be willing to take another shot with you again. Or if you have a…
Escúchalo en el minuto 1:19:37
Escritorios vacíos convertidos en división de workshops
Canales de adquisiciónEn enero vieron una planta con escritorios que nadie usaba (todos tenían oficina cerrada por las llamadas confidenciales), la despejaron y ofrecieron a empresas volar a su sede dos días para ver cómo crean valor. Les da valor a las empresas, las mete en un proceso de nurture largo y de ahí salen posibles deals.
And then in January, I was like, okay, well, we have this building, and we have, there's an open floor space. There were a bunch of desks there. But I was like, we weren't using those desks. Everybody had offices. And because we do a lot of like confidential calls and whatnot, we're more of an office closed door setup. And so we cleared the desks, and we're like, okay, well, let's see if some businesses want to fly out to our headquarters and have us spend like two days kind of going over how we create value. Because then that way, it's like it will provide value to them.
Escúchalo en el minuto 1:34:21
Venta de libros y opt-ins como indicadores adelantados de la audiencia correcta
Medición y experimentosPara medir si el contenido esta atrayendo al publico que le importa, Hormozi no mira vistas: usa la venta de libros y los opt-ins de correo en el sitio como indicadores adelantados de los duenos de negocio que se acercan a acquisition.com.
And so for me, book sales is actually a very leading indicator for the people who we want coming towards acquisition.com. And so, and email opt-ins on the site. That's a big one.
Escúchalo en el minuto 2:26:33
Oferta y precioEl dato que celebra Hormozi es que la comunidad de pago promedio en School gana 1.360 dólares mensuales. No te hace millonario, pero como vehículo de entrada al emprendimiento es de bajo riesgo: pocas piezas móviles, sin empleados y sin inventario.
And so I wanted to have something that I could say, if you aren't a business owner yet, this is a very easy business to get started. It's very low risk. There's not many moving parts. You can do it without any employees. You don't have to have inventory. You literally just need to learn the basic skills. And so this is a great vehicle for doing it. And so I was super pumped when we found out that the average community made $1,360 per month as paid communities.
Escúchalo en el minuto 1:41:57
Estrategia y decisiones de negocioSi la unica forma de crecer en la empresa es acumular subordinados, el experto que solo quiere hacer bien su trabajo no tiene camino y aparecen incentivos perversos: cada uno guarda lo que sabe para que nadie lo adelante, y todos piden contratar mas gente porque asi suben de nivel por defecto. Hace falta una via de progreso para el que es tecnicamente excelente, para dejarlo hacer lo suyo.
But big picture is, is there a track for both types of people? Because the people who are experts at something, you just want to let them cook. And so when I realized that the orgs that I, basically the divisions that I took over, the only way that someone would win was by moving up. And when you have a, the only reward structure is people underneath of you, then what does that incentivize? It incentivizes you keeping against yourself. Because if someone gets better than you, then they move ahead of you in the line.
Escúchalo en el minuto 2:13:49
Invertir en marca cuesta 18 meses de peor retorno antes de despegar
Marca y posicionamientoTras invertir la mezcla hacia top of funnel, New Balance ganó menos dinero durante los primeros 18 meses y el retorno sobre su presupuesto publicitario cayó. En el mes 19 empezó a subir, y a partir de ahí subió cada vez más hasta convertirse en un renacimiento de la marca. Quien apueste por marca debe presupuestar ese valle.
And so after doing this, what was crazy is that for the first 18 months, they made less money. And so the company's return on their advertising budget went down for 18 months. But on month 19, it went like this. It started going up. And then it went up even more. And then it went up even more. And so they've had this massive rebirth from this shift in strategy.
Escúchalo en el minuto 1:17:42
Abrir la segunda sede antes de tiempo duplica el riesgo sin subir el beneficio
Estrategia y decisiones de negocioEl error típico de sobreextensión: abres la segunda ubicación cuando la primera aún no opera bien, te vas allí con tu mejor persona y los ingresos de la primera caen, justo donde estaba tu beneficio. Acabas ganando lo mismo que con una sola sede pero con el doble de riesgo y de costes fijos, y la reacción instintiva de abrir la tercera lo empeora todavía más.
ahead of your skis, where you open that second location when the first location isn't really operating as much as well as you think it is. And as soon as you go there, the revenue from the first one drops. And you're like, uh-oh, but a lot of that was my profit. And so now you've got these fixed costs, the revenue's down, and then you've got this one, but this one's new, so it's not doing as well as the first one was. And your star person's there, but you're not there. And so now you're splitting between two locations and you're like, oh man, now I'm actually making the same amount as I was…
Escúchalo en el minuto 58:38
Estrategia y decisiones de negocioUn negocio de uno, cinco o diez millones al ano que solo crece un 10% suele fallar en dos cosas: gente y foco. Puede tener mucha plantilla pero poco talento, y muchas prioridades pero equivocadas.
But if you're at a million bucks a year, or 5 million bucks a year, even $10 million a year, you should be able to grow a lot faster than that. And typically, it's because you lack people and because you lack focus. And when I say people, it means you lack good enough people. The people you have, you might have a high headcount, but a low talent count. And focus, you might have lots of priorities, but they're the wrong ones. And so fundamentally, if you can't focus on one thing,
Escúchalo en el minuto 30:11
Amazon aporta el 15% de su trafico via libros; YouTube e Instagram el grueso
Canales de adquisiciónAl revisar el ano por plataforma, YouTube e Instagram son de lejos los que mas trafico mandan a acquisition.com, pero el canal del que nadie habla es Amazon: cerca del 15% del trafico llega indirectamente de gente que compra el libro, lo lee y despues va al sitio, impulsado porque los libros venden bien y acumulan muchas resenas.
The perennial champs were IG and YouTube in terms of percentage of traffic that came to acquisition.com, YouTube, Instagram were by far the biggest ones. The unbeknownst one was books. This is one that no one talks about, but Amazon is actually responsible for like 15% of my traffic, which is kind of cool. Meaning basically the amount of people who buy books and then read the books and then go to the site, a huge percentage of my traffic indirectly comes from Amazon because they, because my books do really well and have a lot of reviews.
Escúchalo en el minuto 2:33:53
TikTok no era mala plataforma sino una brecha de habilidad: subio 300% en una semana
Canales de adquisiciónHabia descartado TikTok, pero concluyo que el problema no era la plataforma sino que no sabia empaquetar su contenido para ella. Trajo gente que si sabe y alineo sus incentivos: esa misma semana TikTok subio 300%.
I'm from the TikTok side. It's a platform I don't know very well. And so we're going to just bring in great people and inline their incentives and see what happens. But fundamentally, I know there are business owners on TikTok. I just haven't been able to package my content in a way that did well on that platform. But if you're curious, since we made the incentive change, our TikTok is up 300% this week. So, you know, incentives work.
Escúchalo en el minuto 2:34:50
La validación de un tercero pesa más que el resultado real
Marca y posicionamientoRecibió muchísimas más felicitaciones por vender Gym Launch que por tenerla, aunque era más rico el día antes de vender: el patrimonio componía libre de impuestos y al vender tuvo que pagarlos. Lo que mueve la percepción de marca es que un tercero, a distancia, firme la transacción.
The amount of people that gave me kudos for selling Gym Launch was significantly more than the people who gave me kudos for owning Gym Launch. But the owning of Gym Launch, I was richer the day before I sold the company than the day after. Because the equity in the business compounded tax-free. And the moment I sold it, I had to pay taxes on what I gained. And so, by definition, I had less money after the transaction than before. But everyone perceived it because there was a third-party edification that occurred. Because the third party at arm's length made the transaction happen. And so, it…
Escúchalo en el minuto 1:25:33
Ejemplo de agencia: invertir en marca resuelve leads, asistencia y cierre a la vez
Marca y posicionamientoUna agencia de meta ads suele tener tres tareas sueltas: conseguir mas leads, subir la tasa de asistencia a las llamadas y contratar un jefe de ventas. El buen estratega pregunta que unica cosa haria desaparecer todos esos problemas a la vez: construir marca trae leads sin pagar ads, sube la asistencia porque la audiencia llega templada y mejora el cierre por la misma razon.
your tasks. I'll just put dot, Now, if this was your objective, a good strategist says, given the resources I currently have, what one thing could I do that would make all of these problems disappear? The good strategist would then say, well, if I had a brand and I invested in my brand, well, would that, would that accomplish my leads thing? Yup. Now I wouldn't have ads, but it would accomplish my problem of getting leads. Now would show up rates be higher if I have a warm audience? Yes. Would my close rate be okay because everyone is being warmer? Probably. Now you might have to
Escúchalo en el minuto 4:08
En fitness y clases de musica el cuello de botella son los clientes, no los profesionales
Investigación de mercado y clienteCualquiera que haya estado en fitness sabe que conseguir clientes es la parte dificil; encontrar entrenadores no lo es, hay mucha gente a la que le gusta entrenar y que hasta lo haria gratis. Con las clases de musica pasa lo mismo: sobran musicos dispuestos a tocar sin cobrar y faltan personas que compren clases.
exists in time and unfortunately the environments change. But anybody who's been in fitness would understand that getting customers is actually typically the hardest part. Finding trainers, not that hard. There's lots of people that like training and they'll even do it for free. Same thing with musicians. Like if you teach music classes, right? One of the difficulties there is attracting people who want to buy music lessons, but there's tons of people who play music and do it
Escúchalo en el minuto 10:49
Una marca se mide en años, no en meses
Marca y posicionamientoNew Balance hizo su giro de marca y tuvo que esperar año y medio para ver el efecto, y eso con el presupuesto que tiene New Balance. Si quieres construir marca, mide en años: no esperes un resultado de diez años en doce meses.
The other piece that I thought was really interesting was the time delay, which is that he made this shift and then he had to wait a year and a half. And that's given the size budget New Balance has, which means that if you want to build a brand, you've got to expect, you've got to measure in years. You're not going to build a brand in months. It's just not going to happen.
Escúchalo en el minuto 1:21:31
El producto de larga vida es el que sostiene la marca
Marca y posicionamientoHormozi metió más de 2.000 horas en cada uno de sus libros y por eso los considera el mejor contenido que hará nunca: los videos y los podcasts desaparecen, los libros quedan. Los regala (audio gratis en su podcast, versión física en su web o Amazon) porque el producto es lo que refuerza la marca a largo plazo.
I put 2,000 plus hours in each of those books. Like, no joke, 2,000 plus hours. And so they are the single best pieces of content that I will likely ever make. And they will outlive me. These videos will go away. Like, podcasts will disappear. But the books will remain. That is why I want everyone to read them, which is why I've made them free.
Escúchalo en el minuto 1:20:52
Su jornada real: siete dias a la semana, doce horas, unas noventa semanales
Estrategia y decisiones de negocioHormozi dice funcionar bien con jornadas de 10 a 12 horas, con dos o tres dias por semana de 16 a 18 horas, lo que le da un promedio de unas 90 horas semanales trabajando los siete dias, con los fines de semana mas cortos. Lo sostiene porque su mujer trabaja con el, tiene el gimnasio abajo y toda la gente que le importa esta cerca.
on realistically a 10 to 12 hour a day schedule. Obviously, there's probably two or three days a week that I'll work 16 to 18. But I would say my true average is probably seven days a week of 12. And I'd say weekends are shorter. And I probably have two or three days, like I said, during the week that are probably 18s. And so that gets me somewhere in the 90 hours a week range. But for me, that's
Escúchalo en el minuto 22:23
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