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Selling Your Agency for $10M+: The Untold Obstacles Revealed with Chris Martinez
15 ideas de marketing sacadas de «Selling Your Agency for $10M+: The Untold Obstacles Revealed with Chris Martinez», de Perpetual Traffic. Sobre todo de…
- 15 ideas despiezadas
- Fuente Perpetual Traffic
- Dura 39 min
- Publicada en 2025
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La prueba del alivio para determinar si despedir a un miembro del equipo
Estrategia y decisiones de negocioPara saber con certeza si debes prescindir de un empleado, pregúntate cómo te sentirías si renunciara hoy: si tu reacción inmediata sería de alivio o satisfacción en vez de luchar por retenerlo, debes tomar la decisión de dejarlo ir.
yourself the question, if I let this person go today, would I be happy or sad or ecstatic and relieved or if they quit today or would I like do everything I possibly could to save them? And that's a great differentiator. And if it's you're relieved or you're slightly happy, you need to take action. So what
Escúchalo en el minuto 22:07
Referencia saludable de costo de entrega (COGS) en agencias: 30% a 35% de los ingresos
Medición y experimentosEn agencias y empresas de servicios, el costo de fulfillment o entrega (equipo directo de ejecución y software necesario para los entregables) debe situarse entre el 30% y el 35% de los ingresos para garantizar un margen bruto sostenible.
the budget? So what I like to see, and like to see is whatever your revenue is, I like to see 30 to 35% of that going towards cost of goods sold, meaning mainly the fulfillment team that's producing the deliverables and any other software that we're using for fulfillment. So all your fulfillment stuff, I like to see that around 30 to 35% of the revenue. The reason I start there is because if we're losing money on cost of goods sold and our gross margin isn't healthy, it makes everything else more difficult. So we go
Escúchalo en el minuto 17:08
Hacer firmar un documento de mejores prácticas y compromisos mutuos durante el onboarding
Retención y relación con el clienteDurante la incorporación de un nuevo cliente, se debe presentar y hacer firmar un documento de 'mejores prácticas' o acuerdos de colaboración que detalle las responsabilidades operativas y de comunicación del cliente (como avisar variaciones de costos o actualizar márgenes), estableciendo una base clara para poder rescindir la relación si no cumplen su parte.
something that I've never seen anybody else do. When you're onboarding a client, a new client, you walk through all the things that they have to do, right? It's kind of like a checklist of like, hey, if you you need to do this as our client, the agency four agreements and you go through these four agreements or whatever. And then you send it to them to sign. We do this for our clients. You send them a document. We call it a best practices document. And you have them sign it. Is it legally enforceable? No. But there is now a mutual agreement amongst people that hey yes I understand that I need…
Escúchalo en el minuto 28:19
Investigación de mercado y clienteLas agencias y proveedores de servicios deben implementar un SOP de calificación que el equipo de ventas aplique rigurosamente antes de cerrar un contrato; aceptar clientes con ofertas rotas, problemas de atribución o nula disposición a iterar desgasta el talento de los mejores especialistas y condena el servicio al fracaso.
evaluate did you hire the wrong client because there are times where you could have really great a players and I'm just going to use a media buyer example and it's like they have a bad offer they've done everything they're not updating their tracking or they will not pivot their offer to match what the market demands and so then you're doing everything you can and I have seen talented media buyers wither away because everything that they're trying isn't working and there's no cooperation back. Putting that aside, the accountability has to go both ways. I agree 100%. And there's this is why…
Escúchalo en el minuto 27:27
Cálculo inverso del costo máximo por cita a partir del CAC y la tasa de cierre
Medición y experimentosPara determinar cuánto puedes pagar por una cita o lead comercial, define primero el costo de adquisición de clientes (CAC) máximo tolerable y multiplícalo por tu tasa de cierre de ventas (por ejemplo, si el CAC objetivo es de $1.000 y se cierra al 20%, el presupuesto máximo por cita agendada es de $200).
we ask is how much are you willing to invest to acquire a client, do you know number without a beat. I know what I'm willing and I know my like true ceiling you're willing to invest, let's just say a,000 bucks for a client and you close at 20%, then you say, "Okay, well, how much am I looking to invest?" I know it should be higher. How much am I willing to invest to get an appointment? If we're closing at 20%, then you should be willing to invest $200 to get that appointment. So, very, very basic. You back it out. Yeah, you just back it out.
Escúchalo en el minuto 13:00
Calcular la rentabilidad bruta antes de escalar la inversión en adquisición de leads
Medición y experimentosAntes de exigir mayor volumen de prospectos o activar campañas de captación, un negocio de servicios debe calcular su rentabilidad bruta (ingresos menos costo de prestación/COGS) y su tasa de retención. Desconocer este margen impide determinar con precisión el costo por adquisición (CAC) o costo por lead admisible sin poner en riesgo la viabilidad del negocio.
whole conversation like how much you can afford to to pay to acquire a customer if you're an agency and most don't really know. It's, you know, one of these, but we're talking about like figure out your profitability. And then you're actually closer because you now know what the big number is, what your COGS number is, basically what your gross profitability is because gross profitability is revenue minus COGS and then you got your GP and then from there you determine what like the growth that most agencies want. The ones that I talk to are like, "Yeah, just get me more leads, man." And then…
Escúchalo en el minuto 31:35
Los tres únicos mecanismos para hacer crecer los ingresos de un negocio
Estrategia y decisiones de negocioTodo crecimiento en los ingresos de una empresa se fundamenta exclusivamente en tres palancas: aumentar el número total de clientes, incrementar la frecuencia de compra (compras más recurrentes) y elevar el valor medio de cada transacción (AOV y LTV).
sense. And then we increase LTV, we increase AOV, we do all these things. Three ways to grow a business, right? Get more customers, get them to buy more often, get them to buy more when they buy. There's only three ways. He's like,
Escúchalo en el minuto 7:50
Medición y experimentosLas métricas reportadas dentro de las plataformas publicitarias (como ROAS in-app de 3x a 5x, alcance o impresiones) pueden aparentar un alto rendimiento mientras el negocio permanece estancado en facturación. La efectividad de marketing debe evaluarse considerando métricas financieras reales como costo de adquisición neto, margen de contribución, COGS y rentabilidad operativa.
They're getting about a three to four to five myrr blended rorowaz." Like he It's all inapp metrics. And he's like, "I'm not making any more money. I've been flat ever since I added these guys for a year. And they're telling me every week, hey, look at your rorowes. look at how great we're doing on Meta Google, that you can make the metrics look as good as you need them to be in order to air quote not get fired. But at the end of the day, if the business owner is "Yes, that's it." And inapp metrics of it because his business is flat year-over-year ever since you hired him. agency owners don't…
Escúchalo en el minuto 6:26
Uso de mapas de puesto desglosados por frecuencia para evaluar objetivamente al personal
Estrategia y decisiones de negocioPara tomar decisiones de permanencia o despido basadas en hechos y no en emociones, se debe contrastar la ejecución del empleado contra un mapa de puesto que detalle metas y responsabilidades diarias, semanales, mensuales y trimestrales.
feelings. So when I go through and if we're going to determine whether or not we have to let a team member go, we'll go through their job description. don't have, we'll go through a job description that lists out exactly the things that that person needs to do to be successful at their job. We put our job descriptions as daily, weekly, monthly, quarterly, semianual goals or a job map. Job description job. We call it job map, but it's the same thing. It's I go through every are they doing this?
Escúchalo en el minuto 23:27
Tolerar el bajo rendimiento deteriora la confianza y expulsa al mejor talento
Estrategia y decisiones de negocioMantener indefinidamente a empleados de bajo desempeño provoca que los miembros más valiosos del equipo cuestionen la capacidad de liderazgo de los fundadores y consideren abandonar la empresa.
owner, you have to also recognize that if you're keeping somebody on the team that is not a great player, your great players are looking at that and they are considering leaving because of that reason. And they're looking at you and they're wondering what the hell is wrong with you. And maybe they're questioning your ability to lead. So you could potentially leave lose a great person because you're tolerating an underperformer. People forget that so
Escúchalo en el minuto 24:34
Retención y relación con el clienteCuando una agencia supera su presupuesto de entrega y sufre alto churn, el problema suele residir en el rendimiento individual de la ejecución; se debe auditar y clasificar a los ejecutores en un semáforo (verde para retener, amarillo para capacitar y rojo para reemplazar) según el retorno financiero que generan a sus clientes.
then actually switch and I'll go look at churn because churn is a great indicator if if we're actually getting results for we're not making money for our clients, they're going to cancel. So then if I look at those two things, I see budget and I see high churn, right? Overbudget and high churn, then it goes back to the people conversation. It's like, okay, buyers. who are the ones that are actually making money for the clients and the ones that are not because it's usually just a couple bad apples that are ruining it for everybody. We have to make the decision red, yellow, green. They're…
Escúchalo en el minuto 19:02
Estrategia y decisiones de negocioAl vender una agencia a inversores o firmas de capital privado, la valoración se basa en la proyección de beneficios futuros y no solo en el EBITDA actual. Los compradores exigen sistemas probados con bajo nivel de churn (tanto de clientes como de empleados) y un modelo predecible de captación de clientes de alta retención para asegurar la rentabilidad a largo plazo.
want to do. But if you want to sell your business and you're an agency owner, you have to have a system. Like these guys will eviscerate you. The private equities of the world unless you have numbers that match churn. Obviously, we curing churn, number one issue. Like ITA. It's about like earnings before amortization, which is basically profit, advax. And then they want to see a proven model of acquiring customers to affect better churn, the right types of customers and or clients, and then also increase profitability going long term. Because what they're paying for is your profit right now…
Escúchalo en el minuto 35:24
Medición y experimentosGuiarse exclusivamente por el ROAS que muestran las plataformas publicitarias impide ver el impacto real en el negocio; el crecimiento sostenible exige evaluar los costos de bienes vendidos, gastos operativos y el CAC efectivo frente al estado de pérdidas y ganancias (P&L).
information that speaks to profitability because they're like, "Oh, well, I'm dependent on inapp rorowaz, something I can demonstrate at large, at scale." However, the net growth on that business, they don't know to ask for. I what's wrong with a lot of agencies is that they don't have the metrics. So they don't even understand their own metrics. How can they understand like the cost of goods sold or gross profitability or you know operating expenses or chargebacks or any of the things that you need to understand in order to determine ENCAC at the end of the day or how to grow a client's…
Escúchalo en el minuto 10:12
Medición y experimentosGuiarse exclusivamente por el ROAS que muestran las plataformas publicitarias impide ver el impacto real en el negocio; el crecimiento sostenible exige evaluar los costos de bienes vendidos, gastos operativos y el CAC efectivo frente al estado de pérdidas y ganancias (P&L).
information that speaks to profitability because they're like, "Oh, well, I'm dependent on inapp rorowaz, something I can demonstrate at large, at scale." However, the net growth on that business, they don't know to ask for. I what's wrong with a lot of agencies is that they don't have the metrics. So they don't even understand their own metrics. How can they understand like the cost of goods sold or gross profitability or you know operating expenses or chargebacks or any of the things that you need to understand in order to determine ENCAC at the end of the day or how to grow a client's…
Escúchalo en el minuto 10:12
Oferta y precioEl objetivo esencial de una agencia de marketing digital debe ser ayudar a sus clientes a generar más dinero; sobrevender servicios sin capacidad de entrega ni resultados reales es la causa principal de la desconfianza y la mala reputación del sector.
industry as a whole the reputation has to think? Scam. Yeah. Right. Scammer. It this small percentage of people that have really over our industry selling things to people when they didn't know how to deliver and they didn't know how to get results. And ultimately, they didn't know how to help their clients get make more money. That's really what a marketing agency is supposed to do. It's like, you know, we got to help our clients to make more money. It doesn't have to be more
Escúchalo en el minuto 4:04
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