Marketero · Entrevistas
The Mathematics of Business, Explained
41 ideas de marketing sacadas de «The Mathematics of Business, Explained», de Alex Hormozi. Sobre todo de oferta y precio, conversión y medición y…
- 41 ideas despiezadas
- Fuente Alex Hormozi
- Dura 1 h 02 min
- Publicada en 2026
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Llamar a cada lead dentro de los primeros 60 segundos
ConversiónHay que llamar a los leads dentro de los 60 segundos posteriores a que dejan sus datos. No hacerlo equivale a pagar cuatro veces más por cada cliente de lo que pagarías hoy, y está demostrado en estudios y en la práctica que la velocidad de respuesta multiplica las ventas.
rule number four, lead response times. So rule of thumb here for the love of God, please call your leads within 60 seconds. I don't know how, how many times I have to say this across how many videos. And it's just like, do you hate helping people? Do you hate having more revenue and more profit in the business? Would you prefer to pay four times more per customer than
Escúchalo en el minuto 21:59
Regla de 100: cien acciones diarias durante cien días en un solo canal
Canales de adquisiciónElige un canal de adquisición y haz 100 acciones al día durante 100 días seguidos: son 10 mil acciones en una sola dirección. Nunca ha visto un negocio que lo aplique y no crezca; la mayoría consigue su primer cliente alrededor de la tercera semana, pero el compromiso tiene que ser por los 100 días completos.
starting out. And to be clear, this works for all levels. So it's either rule of 100 on your first acquisition channel, or rule of 100. And ideally for 100 days, so 100 and 100, right? And if you're like, wait, 100 times 100, you're like, you're right, that's 10,000 actions. And what happens when you take 10,000 actions in one specific direction, you tend to get results. And the amount of like screenshots of like content and reach and impressions that I've got for people actually tick the box 100 days in a row doing 100 actions that they get their first customer, most people get it by like…
Escúchalo en el minuto 16:45
ConversiónSi vendes a un asalariado, pregúntale cuándo le pagan y agenda los cobros ese día. Si vendes a un negocio, pregunta cuándo entra el grueso de sus depósitos y cobra en esas fechas. Las fechas de pago no tienen por qué coincidir con el calendario de entrega.
even if it's a six month or 12 month, I want to pull that cash forward. Now, a little pro tip again is always ask if you're talking to a wagee, ask them when they get paid and then align the payments on those days. If you're not talking to a wagee, you can ask when they have the majority of their deposits hit, when they are the most cash flush in the business, and then you can set it for those dates. You do not need to coordinate payments with your delivery. Now, one of my favorite
Escúchalo en el minuto 52:07
Oferta y precioAdemás del descuento, para empujar el prepago se agregan bonos en tres ejes: entregar más rápido (saltarse la fila), quitar riesgo (duplicar la garantía) y hacerlo más fácil (concierge dedicado en vez de atención grupal). Con un descuento moderado más uno o varios de esos beneficios, la expectativa sube a que 30% o 40% de los clientes prepaguen.
prepaying. And so the way I think about that is three ways you can do that. How can I deliver something to them faster? How can I make it less risky? And then how can I make it easier? So if I say, hey, you can prepay and if you prepay, you skip the line. Oh, that sounds nice. Hey, if you prepay, you'll get a dedicated concierge versus being in group. Hey, if you prepay, I'll also add in our guarantee or I'll double the length of our guarantee, right? So these are some of the things that you can manipulate in terms of variables to pull cash forward. Now, when you have a moderate discount plus…
Escúchalo en el minuto 49:29
Oferta y precioVende duraciones y ofrece primero el prepago con garantía, prioridad y concierge. Si el cliente no puede, propone mitad hoy y mitad en un mes. Si tampoco, baja a tres pagos. Aunque vendas tres o seis meses de servicio, no hay razón para esperar todo ese plazo a cobrar: el cliente ya tiene el dinero y lo peor que puede decir es que no.
So right off the bat, if you just say like, hey, people go into monthly, it's like, that's a way of doing things. But I would prefer to sell durations and then say, cool, prepay and get guarantee, priority and concierge, right? Let's pull it forward. If they still can, I say, great, let's split it. Half now, half in a month. Now, this is a little pro tip on this. Half now, half in a month, I might sell three months or six months of stuff. There's no need for me to wait three to six months to get paid. I still want to get paid now and in 30 days because they got the money. I might as well ask…
Escúchalo en el minuto 51:29
Siete maneras de adelantar caja para recuperar el CAC el primer mes
Oferta y precioPara acortar el periodo de recuperación se juega con la estructura de la oferta: cobrar una cuota de inicio, un fee de configuración, vender el proceso de onboarding o una rampa de entrada, un programa de front-end definido, empaquetar un producto físico junto al servicio, vender por adelantado un periodo largo, hacer un compra uno lleva dos, o cobrar el último mes por adelantado. Todas resuelven lo mismo: traer la…
are there initiation fees? Are there setup fees? Are there, is there an onboarding process? Is there an on-ramp? Is there a front-end defined program or setup that I can sell? Can I, can I bundle in some sort of physical product up front with my services? Can I sell a bundle of an extended period of time to cash flow at day one? Can I do a buy one, get two? Can I get them to pay for the last month up front? All of these are different tactical versions of solving for the same problem, which is I want to pull cash forward so I can recover CAC within that first month. Because when
Escúchalo en el minuto 32:29
Un vendedor debe cerrar uno de cada tres; si cierra más, sube el precio
ConversiónCon un proceso de ventas decente, un vendedor presencial debería cerrar al menos el 35% de los prospectos que atiende. Si cierra por encima de eso, la señal es subir el precio; si cierra por debajo, se arregla el proceso antes de siquiera considerar bajarlo.
All right. Um, if you have a salesperson that's in person, right. If you're going to someone's home, um, again, my rule of thumb with salespeople in general, with a proper sales process is 35%. I would like them to close at least one out of three, um, of the prospects that they're getting touched with. Typically, if it's higher than that, I will raise price. Um, and if it's below that, then, uh, then I will fix the process before I would even consider lowering the price.
Escúchalo en el minuto 56:41
Regla del efectivo cobrado a 30 días: cubrir COGS más CAC
Medición y experimentosLa utilidad bruta del efectivo que cobras en los primeros 30 días de un cliente debe ser mayor que el costo de entregarle el servicio (COGS) más el costo de adquirirlo (CAC). Cuando eso se cumple, cada cliente devuelve dentro del mes lo que costó y ese dinero financia la adquisición del siguiente.
services too, to be clear. So it's cost of goods sold, how much it costs you for the stuff, plus cost of getting customer. Okay? So if we have the cost of getting the customer and the cost of whatever we got them back, we want both those things together. We want whatever we collect to be greater. We want the gross profit of the cash we collect in that first 30 days to be greater than this plus this. The reason this is so magical is that once this occurs, customer comes in, you acquire that customer, and then you have to deliver on that customer. And then that customer pays you back all of…
Escúchalo en el minuto 42:07
Dar al menos 10% de descuento por pago total anticipado
Oferta y precioTodo negocio debería ofrecer como mínimo un 10% de descuento a quien paga completo hoy, porque ese dinero, aunque solo lo dejes en el mercado accionario, valdrá al menos 10% más en un año. Ese es el piso de lo que conviene ceder con tal de adelantar la caja.
go get more customers, right? Think about this. Everybody here should at least give a 10% discount for getting paid in full today. Why? Because the value of money today is typically at least, or at least that save value of that money in a year will be worth 10% more. At minimum, you could take the money, put it in the darn stock market, right? And then wait a year and it would be worth 10% more, all right? And so like at minimum, that is the amount that I'm willing to give to
Escúchalo en el minuto 48:26
Oferta y precioEn el sistema de apartado el cliente empieza a pagar hoy y recibe el producto cuando termina de pagar. Como mientras más rápido paga más rápido recibe, es él quien se apura y ya no tienes que empujarlo tú. Además la cobranza se vuelve mucho más fácil porque todavía no recibió nada, y no arriesgas nada: cobras completo antes de entregar.
now and half in a month. And we'll be out next month. And so what's cool about layaway is that when people understand that like the faster they pay, the faster they get, they are now incentivized to pay it off as fast as possible rather than you trying to pull it forward, which is why I'm such a big fan of layaway as a payment option. In addition to that collections become significantly easier because they haven't got anything yet. And so they've already decided they want this thing.
Escúchalo en el minuto 54:07
Escalera de tasa de cierre para saber cuánto subir el precio
Oferta y precioLa escalera completa: cerrando entre 60 y 80% estás subvalorado de 2 a 3 veces (de 100 pasarías a 200, quizá 250 o 300); entre 50 y 60%, de 1,5 a 2 veces; entre 40 y 50%, de 1,25 a 1,5 veces. Los saltos se comprimen a medida que baja la tasa de cierre.
Now underneath of that, let's say that your closure isn't necessarily over 80%, but let's say it's 60 to 80. So you're closing between, you know, three and four out of five who are there. You're probably underpriced by between two and three X. So if you're currently charging a hundred, you might definitely consider going to 200 and you might have a 250 or 300 in you, and you'd be able to make more money. Now the next tier above that is between 50 and 60%. So as we get close, you'll notice that the jumps compress. If you're between 50 and 60%, typically you're underpriced by one and a half to…
Escúchalo en el minuto 1:31
De doce cuotas a mitad y mitad en cuanto supieron que la entrega esperaba
Oferta y precioVendiendo un onboarding white label de 25.000 dólares a agencias, dos socios pidieron dividir el pago y propusieron 2.000 dólares mensuales durante un año. Hormozi aceptó sin poner límite de cuotas, pero les agendó el onboarding para dentro de un año, cuando terminaran de pagar. Al escuchar eso cambiaron solos a mitad ahora y mitad en un mes.
I remember having two partners who were on the phone saying, they're like 25 grand. They're like, that's awesome. And then they said, can we split into payments? And I said, sure. And they said, well, how many payments can I split it up to? And I said, as many as you want. And they were like, oh, amazing. We'll just spend, you know, we'll just do 2000 bucks a month. And we'll pay it off, you know, this year. And I said, okay, cool. So we'll just set your onboarding for a year from now. And they were like, oh, we got to like pay before we come in. And I was like, yeah. And they, it was, this…
Escúchalo en el minuto 53:29
Medición y experimentosEl valor de vida del cliente sale de dividir lo que paga al año entre la tasa de deserción: con 50% de retención anual, alguien que paga 100 dólares al año vale 200. Con 80% de retención ese mismo cliente da unos cinco ciclos y vale cerca de 500. Treinta puntos de retención parecen poca cosa y cambian el LTV dos veces y media.
So if you have 50% annual retention, then you can take whatever someone pays over a year. Let's use simple math and say, someone pays a hundred dollars per year. If you have 50% annual retention, then it means that you can basically double it. So you divide it by 50% equals $200 is what you're going to make from a customer. Now here's where this gets really wild. Let's say that you have 80% annual retention. Doesn't seem like that much different, right? It's only 30%. What is it actually different from a math perspective? It means that you're going to get functionally four turns, five turns…
Escúchalo en el minuto 45:33
Cerrar 80% o más significa que estás subvalorado entre 3 y 4 veces
Oferta y precioSi cierras al 80% o más de las personas con las que hablas (cuatro o cinco de cada cinco), tu precio está entre 3 y 4 veces por debajo de lo que podrías cobrar. Es una regla de dedo construida sobre años de datos en negocios que venden con vendedor por teléfono, Zoom o presencial.
demand goes up, et cetera. The idea is if you're closing at 80% or more in whatever you sell, so four to five people you talk to buy your thing, you're typically underpriced by three to four X. That might sound mind blowing to you, but that is just the data that I've, again, rule of thumb that I've collected over many years of business.
Escúchalo en el minuto 1:08
Medición y experimentosEl valor de vida del cliente sale de dividir lo que paga al año entre la tasa de deserción: con 50% de retención anual, alguien que paga 100 dólares al año vale 200. Con 80% de retención ese mismo cliente da unos cinco ciclos y vale cerca de 500. Treinta puntos de retención parecen poca cosa y cambian el LTV dos veces y media.
So if you have 50% annual retention, then you can take whatever someone pays over a year. Let's use simple math and say, someone pays a hundred dollars per year. If you have 50% annual retention, then it means that you can basically double it. So you divide it by 50% equals $200 is what you're going to make from a customer. Now here's where this gets really wild. Let's say that you have 80% annual retention. Doesn't seem like that much different, right? It's only 30%. What is it actually different from a math perspective? It means that you're going to get functionally four turns, five turns…
Escúchalo en el minuto 45:33
Retención anual medida sobre la cohorte inicial, no sobre el total
Retención y relación con el clienteEn B2B el benchmark es retener más del 80% de los clientes al año, y se mide por cohorte: de los 100 clientes que tenías el 1 de enero, cuántos siguen el 1 de enero siguiente. Terminar el año con 160 clientes no significa que retuviste los 100 originales, y ahí es donde la mayoría se confunde.
And so what are quote good benchmarks? Well, good benchmarks for anything B2B is you probably want to be above 80% in terms of retention annually. So that means that if I get a hundred customers, Gen 1, right? So this is January 1, let's say 2025, Gen 1, uh, 2026, I want to make sure that I have at least 80 of these customers. Now this is where people get confused. Let's say that they grow because they get better at marketing sales throughout the year. They, and they come January 26th and let's say they're at 160 customers is how many they have. They think, Oh, well, I definitely retained all…
Escúchalo en el minuto 44:37
Comprimir en un día toda la publicidad que hoy haces en diez
Canales de adquisiciónSi vendes tres clientes al mes, es un cliente cada diez días, y en esos diez días hay una cantidad de publicidad (contenido, boca a boca, prospección, anuncios pagados, afiliados, referidores) suficiente para una venta. Toma esa cantidad, hazla deliberadamente en un solo día y pasas de una venta cada diez días a una venta diaria. Las empresas que venden 30 veces más que tú suelen hacer 30 veces más publicidad.
business that in that 10 days, there's enough advertising for one sale to occur. And so the idea is, okay, well, if I can just look at the amount of advertising that I'm doing probably haphazardly over a 10 day period, and then do it deliberately instead of on accident on a daily basis, then I could take what I do in advertising in 10 days and do it in one. And if I do it in one, then I'm going to get the same outcome as doing one sale every 10 and I'll get one sale every day. And so the companies that are doing 30 times more sales than you are typically doing 30 times
Escúchalo en el minuto 19:34
Quien paga el año por adelantado no puede desertar
Oferta y precioCobrar el año completo por adelantado elimina el churn de ese cliente durante todo el periodo y además pone el efectivo en tu mano hoy, dinero que puedes reinvertir de inmediato en conseguir más clientes.
I'm obviously a big fan of pulling cash forward because of all the reasons I already mentioned. One is if someone prepays for a year, no one can churn if you prepay, right? You already pay for the year. Can't really churn out, right? What other benefits happen when you prepay? Well, if you prepay, you get all that cash today. If you get all that cash today, we can use it, do that cash,
Escúchalo en el minuto 48:08
Cada humano en el circuito suma tres puntos al LTV a CAC exigido
Medición y experimentosCuenta cuántos de los tres pasos (atracción, conversión, entrega) dependen de una persona: con cero humanos basta 3 a 1; con uno, 6 a 1; con dos, 9 a 1; con los tres, 12 a 1. El colchón extra existe porque cada humano nuevo trae ineficiencia y hay que poder absorber que el próximo vendedor o técnico rinda menos que el primero.
versus what you actually do are typically very different. And so, because now I have two humans in the loop, I'm going to have inefficiencies on delivery when I bring in a new rep or a new technician or new whatever, who's not going to be as good, not as, not as effective as the other people. I got to be able to eat that. If I have a bad salesperson, when they come in, I'm gonna have to be able to eat that. And so now I got to be at nine to one to have the cushion to scale. And then finally, along the same line of thinking, if I have three people all the way through, I've got humans who are…
Escúchalo en el minuto 10:20
Recuperar el costo de adquisición en 30 días para crecer con la tarjeta de crédito
Medición y experimentosEl objetivo es recuperar en 30 días lo que cuesta traer un cliente. La razón es práctica: casi cualquier dueño de negocio accede a una tarjeta de crédito, que entrega 30 días de dinero sin interés. Si pones 100 dólares de la tarjeta para conseguir un cliente y recuperas esos 100 antes de fin de mes, no le debes nada a nadie y te quedaste con el cliente; eso se repite indefinidamente y da crecimiento sin límite.
period? It's how quickly you can recover the cost of getting a customer. Now for me, ideally, I try to do within 30 days. So payback period in general is how fast you get the money back from what it costs you to get somebody. My goal is within 30 days. Why? Because just about every business owner, at least in America and at least the developed world can typically gain access to a credit card, which gives you 30 days of interest-free money. Now, the reason that's important is that if you have interest-free money, that it means that you can grow that money out of pocket. And that allows you to
Escúchalo en el minuto 29:20
Oferta y precioCon un costo de entrega de 100 dólares, cobrar para tener 70% de margen bruto significa un precio de 333 y deja 233 por cliente; al 80% el precio es 500 y deja 400; al 90% el precio es 1.000 y deja 900. Los porcentajes suenan cercanos y la ganancia por cliente no lo es: por eso su mínimo para entrar a un negocio de servicios es 80% de margen bruto.
Whereas every dollar revenue up to that point covered costs, right? And so what is our, we make $233 here, right? We make $400 here and we make $900 here per customer. Big difference, right? And so when people hear these numbers, because these numbers look similar, they think that these are going to be very similar and they are not. And so this is why I'm so adamant that 80%
Escúchalo en el minuto 38:38
La sensación de vacas flacas y vacas gordas es síntoma de volumen insuficiente
Canales de adquisiciónCuando el negocio se siente de festín o hambruna (una venta esta semana, tres semanas sin nada, dos ventas y otra sequía) el problema no es un flujo de leads inconsistente: es que la ventana de medición es demasiado corta. Visto año contra año probablemente vendas casi lo mismo; la volatilidad percibida es síntoma de que no estás haciendo suficiente.
are. If your business feels feast or famine, meaning if you get a sale this week, and then there's nothing and there's nothing and the next week you get one and then two more weeks and then one, two, and then another three weeks of famine, the issue is not that you have, quote, inconsistent lead flow. It feels inconsistent because the timeline you're measuring it on is too small. So if I were to look at it year over year, if you're the type of business that does a small amount of advertising, you might sell about the same amount of customers every single year. But that volatility or the…
Escúchalo en el minuto 18:25
Ocupación de agenda del equipo comercial en 70%, nunca sobre 85 ni bajo 60
ConversiónEl punto dulce de utilización de la agenda de un vendedor es 70 a 75%, con un rango de trabajo entre 60 y 85%: no dejarla subir sobre 85 ni caer bajo 60. Con solo 30% de ocupación la moral del equipo se desploma porque nunca agarran ritmo y cada llamada pesa demasiado, aparece el aliento a comisión; el objetivo es maximizar la conversión de los leads que ya entraron.
conversion. Okay. So on the other extreme, let's say that you have 30% utilization. So, you know, 70% of their calendars empty. The problem with this that I found is that sales team morale can start to drop because they don't really ever get in momentum. So if you have like two calls a day, like the calls sometimes mean too much. And so guys have kind of commission breath. They're like, I have to close the sale, right? I'm not going to get paid. And so it's a balance between both those things. So I've found 70% is kind of the sweet spot. I don't let it get above 85. And I try not to let it…
Escúchalo en el minuto 26:47
ConversiónPara un servicio presencial que cierra leads venidos de Meta, el benchmark es cerrar cerca del 10% de los leads. En webinars fríos a mercados amplios la conversión de opt-in a venta es de 2% a 3%, y sube hasta 5% si el nicho es más estrecho. El porcentaje se calcula sobre los leads totales, no sobre quienes asistieron.
if you're closing off of meta leads for in person, it's like, you should close 10% of the leads that you have. So you get a hundred leads for an in-person service business. You should close about 10%. Um, if you're above that amazing, if you're below that, you probably have some opportunity for improvement. Um, if you're closing off cold webinar leads, um, if you're selling to broader markets, you're probably looking at two to 3% conversion of those leads as in webinar opt-ins to sales. If you are a little bit more niched, then that can go up to 5% of leads. Um,
Escúchalo en el minuto 56:02
Cerrar menos de 30% es problema de avatar o de proceso, nunca de precio
ConversiónSi menos de una de cada tres personas con las que hablas compra, o le estás vendiendo a la persona equivocada o tienes un problema en el proceso de venta. Hay que arreglar esas dos cosas antes de siquiera considerar bajar el precio, porque bajar precio es lo que pide un equipo comercial con mala cultura o un emprendedor con miedo.
if you're below 30%, so that means that less than one out of three people who you talk to buy, then you either have an avatar issue, you're selling to the wrong person, you have a sales motion issue. And I fix those two first before ever considering lowering price because it almost always is the thing that the sales team might consider wanting to do if you have a bad culture on your sales team or an entrepreneur who's afraid. But more realistically, raising prices is almost
Escúchalo en el minuto 2:56
El margen neto nunca puede superar al margen bruto
Oferta y precioEl margen bruto es la diferencia entre lo que cobras y lo que te cuesta entregar, y dicta todo lo demás: tu margen neto no puede superarlo. Si sueñas con un negocio de 50% de margen neto y tu margen bruto es 50%, tendrías que operar sin costo de adquisición, sin gastos fijos, sin empleados fuera de entrega y sin nadie de administración, lo que en la práctica es imposible.
If you like your net margins cannot exceed your gross margins. Think about that for a moment. If you have, if you're like, man, I'd love to run a 50% net margin business. That's an amazing goal. And I love that goal for you. If your gross margins are 50%, that means that you can have literally no other cost besides the thing you sell in the entire business. You can't have any cost of acquiring customers. You can't have any fixed overhead. You can't have any employees that are not specifically in delivery. You can't have any admin, any help. Of course, now the likelihood of you getting to a…
Escúchalo en el minuto 34:18
Paga 10 meses y llévate 12: lo toma entre el 15% y el 20%
Oferta y precioCon una oferta del tipo compra 10 y lleva 2 gratis, es decir pagar diez meses y recibir doce, la expectativa razonable es que entre 15% y 20% de los clientes tomen el prepago.
pull cash forward, all right? Now, what percentages, rule of thumb, should you expect? So let me give you a couple. So if you have, call it a buy 10, get two type deal, like you pay for 10 months and you get two for free, you can expect someone in the neighborhood of like 15 to 20% of people to take that offer. All right. If you give discounts in excess of that and you give bonuses for people
Escúchalo en el minuto 48:56
Un buen socio de financiamiento sube las ventas totales un 35%
ConversiónLa cifra que citan los ejecutivos de Affirm es un aumento del 35% en ventas totales al ofrecer financiamiento de terceros. El beneficio es doble: entra gente que no habría podido comprar por falta de formas de pago cómodas, y el negocio recibe todo el efectivo hoy.
from a firm. So I know a lot of the high ups at a firm, not a lot. I just know a very high up at a firm. I'll just say that. A handful of them. And the metrics that they quote is a 35% increase in sales overall. Kind of interesting. So not only does that money come forward, if you have good financing, you can also increase sales overall. People who would not have been able to buy are now willing to because they have more convenient ways of paying. So that kind of gives you a double whammy of, oh, people who wouldn't buy did. And they went from not buying to me having all that cash today…
Escúchalo en el minuto 50:28
Descomoditizar la oferta para sostener 80% de margen bruto
Oferta y precioSi el cliente mira tu producto y el del negocio de al lado y le parecen lo mismo, compra el más barato: eso es una oferta commoditizada, y pasa igual con servicios que con productos. La salida es diferenciar y marcar, como la sal común frente a la sal rosada del Himalaya, para poder cobrar una prima y llegar a 80% o más de margen bruto.
If a customer can look at your thing and somebody down the streets thing and say, these are about the same. I'll buy the cheaper one. You sell a commoditized service, just like you can sell a commoditized product. And so you might have salt and salt and you got FSG salt and whatever, you know, pink Himalayan it's salt, right? And so how do we make these two things different? We have to brand it's pink Himalayan versus just normal stuff, right? And they charge a premium for that. And so you have to figure out how to reconfigure. If only there were a book written about how to make an offer…
Escúchalo en el minuto 40:23
El costo de adquirir clientes es un commodity de la industria; el LTV no
Medición y experimentosDentro de una misma industria, dos negocios que venden servicios parecidos pagan prácticamente lo mismo por conseguir un cliente. La diferencia está en cuánto vale ese cliente después: quien logra que valga 5, 10 o 100 veces más puede gastar mucho más en adquisición que su competidor. Ese arbitraje es lo que vuelve a una empresa enormemente más valiosa que otra igual de cara de alimentar.
the same thing, the cost of getting customers there is typically about the same. Here's where one business can become five, 10, a hundred times more valuable is that those customers are worth five, 10, a hundred times more to the other business. And so they are able to play a huge arbitrage game so they can spend way more money in the acquisition than the business that only has, call it 50% retention, right? This guy's getting two and a half times more per customer than the first company, even though maybe the cost of getting the customer in both these scenarios might be the same. And this is…
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Los promedios de la industria son la vara para terminar siendo promedio
Estrategia y decisiones de negocioSi el estadounidense promedio está endeudado, divorciado dos veces y con sobrepeso, no tiene sentido usar ese promedio como vara. Los dueños dicen odiar a su competencia y a la vez se miden con la misma regla que ella usa. Citar el promedio del sector como suficientemente bueno equivale a aceptar que dejaste de intentar mejorar.
It's like if the average American is in debt, divorced twice, overweight, and just mid as fuck. Right. Why would I want to have that be my bar to compare myself against? You say you have this, I mean, so many, so many, you know, business owners have this hatred for their competition. They hate their competition. They want to crush their competition. And yet you want to measure yourself by the same stick that your competition measures themselves. What's a great way to be average, right? Is use averages as, as your determination of whether or not you're good. And so I would highly encourage you…
Escúchalo en el minuto 58:41
450 piezas de contenido por semana frente a una al día
Estrategia de contenidosAcquisition.com produce alrededor de 450 piezas de contenido por semana, unas 25 a 30 mil al año. Muchos negocios de un millón de dólares publican una al día, es decir 365 al año: mil veces menos volumen.
things tend to normalize again. And so we make whatever it is, 450 pieces of content a week, right? Almost 500 for simple math. So we're looking at 30, you know, 25, 30,000 pieces of content per year. And many of the people that are at $1 million are doing something in the neighborhood of like one a day. And so they're doing 365 and we're doing like 25 or 30,000. And so we get nine or 10 times the, uh, sorry, uh, way, more than that. Sorry. That's a thousand times,
Escúchalo en el minuto 20:42
Oferta y precioEl 80% de los negocios son de servicios y por lo tanto no escalables, y ahí el precio solo sube. Al mejorar generas más demanda de la que puedes atender, subes precio, y eso mejora margen bruto y reputación, lo que te permite pagar y contratar mejor talento. Mientras más rápido giras ese bucle, más avanzas; el bucle inverso (atender a más gente por menos) te hunde.
you probably have an unscalable business, which 80% of businesses are unscalable, meaning they're service-based. And in those conditions, there's only one way you go in service, which is up. Because if you play it out long enough, you get good, you get enough demand because you're good, you can't service everybody. So you chart, you go up in price. And then around and around you go. And the faster you spin that loop to going up in price, the more you will progress in business because your gross margins will go up, your reputation will go up. You'll be able to hire better
Escúchalo en el minuto 4:06
Su página de Amazon convierte 25% pero le deja un tercio del margen
Canales de adquisiciónLa página de su libro en Amazon convierte alrededor de una de cada cuatro visitas, frente al 1% o 2% habitual de una página web propia, porque la confianza en la plataforma empuja la conversión. El costo es la comisión: Amazon se queda con la mayor parte y a él le llega como un tercio de la utilidad. Aun así, diez veces más conversión por clic con un tercio del margen deja tres veces más dinero.
example on this. Again, these are rules of thumb. Um, my Amazon page for my books. So like offers, for example, this is the last time I looked, um, we convert roughly a quarter of the traffic that hits that page. That's crazy. One out of four clicks buys. Now what you trade off when you have a platform like an Amazon, right? Is that I'm not making all that money. Amazon's basically making all the money and then like paying me a small commission. And so you just have to play with the numbers there, which is like, okay, instead of it being, uh, you know, 25%, I'm getting two and a half percent…
Escúchalo en el minuto 57:23
El LTV a CAC de 3 a 1 solo aplica si atracción, conversión y entrega están automatizadas
Medición y experimentosEl famoso 3 a 1 del mundo del software solo es válido cuando los tres pasos del negocio (atracción, conversión y entrega) tienen cero arrastre operativo: anuncios que llevan a una página de pago y un software que entrega. Eso aplica a cerca del 5% de los negocios, y aun así se repite por todo internet como si fuera ley.
to use a binary scale of a zero or one, zero or one, zero or one, then we would say if we have zero, basically of unlimited scale, I put zero operational drag for attraction, conversion, and delivery. What is that? That's probably a SaaS product, right? You can run ads to a checkout page and then the SaaS, the software does the delivery, right? All the way zeros all across. And so for that, when you have all zeros, three to one between how much it costs you to get a customer and how much you make is an appropriate ratio. But what if one of these three things includes a human? So let's give a…
Escúchalo en el minuto 7:01
ConversiónNunca ha ganado menos dinero por contratar más vendedores. En la mayoría de las culturas comerciales los vendedores se acomodan: alcanzan su número y aflojan, cierran su meta en las primeras dos semanas y descansan las otras dos. Mejor tenerlos justo por debajo de esa cifra para que sigan exprimiendo su pipeline, y sumar gente en vez de rediseñar el esquema de comisiones.
You typically need to hire more salespeople. And I'll say as a personal note, I have yet to make less money by hiring more salespeople. So like when in doubt, sales tends to drive business. And I also have some belief around the fact, and this is most cultures, not our shared acquisition, but the vast majority of sales cultures, guys will get fat and happy. They will make enough sales to make whatever that nut is for them that they don't want to work that hard anymore. And so I would rather have the guys just below whatever that amount is. So they're always striving. They're always squeezing…
Escúchalo en el minuto 28:24
El financiamiento hace crecer un buen negocio, no salva uno malo
Oferta y precioSi la comida de tu restaurante es mala, financiarla solo logra que más gente descubra más rápido que es mala. Hormozi dice no haber visto nunca un negocio salvado por el financiamiento, aunque sí varios que crecieron gracias a ponerlo en marcha.
a business. Now, I'll put this little caveat in place, which is that financing will not save your business. If your food sucks at your restaurant, financing it will just get more people to find out that the food sucks faster. All right. So I've never seen a business get saved by this, but I have seen businesses grow for sure by making some of these deals and putting them in place.
Escúchalo en el minuto 51:05
Máquinas de 400.000 dólares que cuestan 17.000 fabricar
Oferta y precioContra la creencia de que en manufactura no se pasa del 10% de margen, un conocido suyo que fabrica maquinaria compleja tiene 70% de margen neto, lo que obliga a que el bruto sea muchísimo más alto. Vende a grandes industrias máquinas que automatizan un flujo de trabajo completo por 400.000 dólares y le cuestan 17.000: lo que cobra es el know-how, no el material.
And so I'll get asked the question, like, do you think you can have margins in a manufacturing business that are above 10%? Yes. You know how I know? I also have a friend of mine who does complex machinery. You know what his margins are net 70% net. Well, what does that mean about his gross margins? That means they got to be way above 70. You want to know what, how he did it? He builds machines that he sells to big industries that automate a huge function of different workflows. And he will charge $400,000 and a machine will cost him 17 grand because he has no how. And so if you
Escúchalo en el minuto 1:00:55
El dinero grande aparece en ventanas de arbitraje por encima de 30 a 1
Estrategia y decisiones de negocioCasi toda la plata que ha ganado vino de ventanas puntuales donde había un arbitraje enorme entre lo que costaba traer un cliente y lo que ese cliente valía. Le ha pasado cuatro veces y en todas el ratio estuvo por encima de 30 a 1; de ahí su insistencia en seguir golpeando y ajustando el modelo de dinero hasta que la palanca se abre.
Now, what, how is that? How is that possible? Right? How is that possible? Most of the money that I've made in my life has happened during these distinct windows of opportunity where there was huge arbitrage between what it costs me to get a customer and what a customer is worth to me. And, uh, I've had that happen four times in my life. And each of those times have been above 30 to one. And so the reason I'm so adamant about this is that I know because I've had it happen that you
Escúchalo en el minuto 12:19
Solo hay dos estrategias ganadoras a largo plazo: CAC cerca de cero o LTV enorme
Estrategia y decisiones de negocioLas empresas gigantes ganan por un extremo o por el otro. Del lado del costo, llevan el CAC casi a cero con marca masiva o con un producto viral: Facebook consiguió 8 mil millones de personas prácticamente gratis y con ganar unos cientos de dólares al año por cada una ya hace mucho dinero. Del lado del ingreso, empresas como Salesforce facturan de 1 a 5 millones al año por cliente empresarial aunque adquirirlo sea…
LTV to CAC. Now, what is, there's only two ways to improve that ratio, right? Way one is you drive CAC down to zero because there's only two long-term winning strategies in business. Have extremely low CAC, which means you build massive brand A or B, you have a product that is viral. Those are the two types of things that create really big companies on the cost side. On the other hand, you have the extremely high LTV side. So if you look at a company, I'll give you an example of each. So Facebook is a company that wasn't, oh, we have unlimited LTV. No, they have a business where CAC…
Escúchalo en el minuto 13:14
El primer año de Gym Launch cerró con un LTV a CAC de 100 a 1
Medición y experimentosEn el primer año de Gym Launch, con atracción semiautomatizada y equipo de venta telefónica, el LTV a CAC fue de 100 a 1: gastó 100 mil dólares en adquisición y facturó 10 millones.
You guys want to know what it was? I'll tell you. The first year of gym launch, my LTV to CAC was a hundred to one. I spent a hundred grand and made 10 million. Wild. Recommend. It was wild, wild times. Okay.
Escúchalo en el minuto 11:59
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