Marketero · Entrevistas
The Ultimate Sales Training for 2026 [Full Course]
83 ideas de marketing sacadas de «The Ultimate Sales Training for 2026 [Full Course]», de Alex Hormozi. Sobre todo de conversión, estrategia y decisiones…
- 83 ideas despiezadas
- Fuente Alex Hormozi
- Dura 2 h 34 min
- Publicada en 2025
Ver la entrevista entera en YouTube
De qué habla
Las 83 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 83 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.
Cierre del competidor barato
Oferta y precioSi te comparan con alguien más barato: «si el nuestro costara lo mismo que el suyo, ¿cuál elegirías?». Dirán que el tuyo, les preguntas por qué y ellos mismos enumeran lo que te hace mejor. Cierras con «exacto, por eso somos más caros». Las razones las dicen ellos, no tú.
So you just say, hey, if ours was the same as theirs, which one would you do? Then they're going to say, well, I would do yours. And you're like, why? And then they'll say, well, you have this thing that seems a little better. You've got this thing. My friend referred you. You're like, right. That's why we're more.
Escúchalo en el minuto 1:51:25
Cuando dicen que si, callate y cierra
ConversiónEl unico momento en que hay que callarse es cuando el prospecto dice que si, que entra. El error de principiante es emocionarse y seguir dando detalles: cada detalle nuevo sube por encima de cero la probabilidad de convertir ese si en un quizas o en un no. En cuanto hay acuerdo se cierra la boca, se piden los datos de pago y se cierra la venta.
we can go for, I want to break down the one time where you shut up, all right? Which is if someone says yes and says, yes, I'm in, shut up and close the sale. Do not sell yourself out of a sale. Okay. And this is something that a lot of beginners do. They get excited when the person says yes. And then they start bringing up more details. And then those new details increase the likelihood greater than zero that they take a yes and turn it back into a maybe or take a yes and turn it into a no. The moment you have agreement, you shut your mouth, you ask for payment information and you close…
Escúchalo en el minuto 1:14:29
Contactar un lead en menos de 60 segundos multiplica por casi cinco el cierre
ConversiónContactar a un lead dentro de los 60 segundos de que dejó sus datos aumenta un 391% la probabilidad de cerrarlo. Montar el proceso para responder dentro de ese minuto puede cuadruplicar el negocio mañana, sin cambiar nada más.
Now, you may not know the stats on this. Some of the more experienced salespeople do. If you can contact a lead within 60 seconds of them showing interest or opting in or giving you their contact information, you have a 391% increase in the likelihood that you can close the prospect. And so that means that if you did nothing else but simply put the processes in place so that you can contact leads within 60 seconds, you could 4X your business tomorrow. And so then you have to ask the question,
Escúchalo en el minuto 3:18
Cinco minutos de investigacion antes de cada llamada
ConversiónLo mas aburrido de la venta y por eso lo que nadie hace: dedicar cinco minutos antes de la llamada a mirar cosas de la persona o del negocio. El prospecto dira que hiciste la tarea, y no es porque hicieras tanta tarea, sino porque todos los demas son tan flojos que cualquier nivel de esfuerzo parece extraordinario.
trying to make it happen. And the last one, and this one is so unsexy and because it's so unsexy, no one does it, which is why you make so much money doing this, which is you prep for five minutes before the call, looking up stuff about the person or the business. And so if you're a setter, you can do this for the closer or closer. You can do this for yourself prior to the call, but you would be amazed at how much of a genius you look like with five minutes of prep. People are like, wow, this guy really did his homework. And it's not because you really did that much homework. It's just…
Escúchalo en el minuto 46:47
Sistema AAA: reconocer, asociar, preguntar
ConversiónAnte cualquier pregunta u objeción: primero reconoce repitiendo la última frase del prospecto, luego asocia lo que dijo con algo o alguien positivo, y solo después pregunta. Repetir compra segundos para pensar y construye rapport porque parece escucha activa. Hormozi cuenta que tardó años enseñando ventas en darse cuenta de que eso era lo que separaba a sus mejores vendedores de los mediocres: lo hacían de forma…
So the next one is the AAA system. Now I made an entire training on this because it's so important, but I'm just going to give you the high level on it, which is whenever someone asks you a question or they give you some sort of objection, you want to follow the AAA framework. And I realized this only years into teaching sales that this is what separated my top salespeople from my mediocre salespeople. And they did it naturally and I never caught it, which is that they first acknowledge what the person said. So the reason you do this is twofold. One is because it buys you time to think about…
Escúchalo en el minuto 1:28:17
ConversiónAnte un necesito pensarlo no se termina la llamada, se dispara una secuencia de preguntas. Si es la primera negativa: cual es tu principal preocupacion. Mas avanzada la venta, las duras: que temes que pase, que crees que va a ocurrir, cual es la cosa grande que estas tratando de evitar. Esas van al fondo del asunto, y lo que se escucha despues suele ser el obstaculo real, que si se puede resolver.
harder questions that would be like, Hey, what are you afraid of having happen? Right? If you're like, dude, I just need to think about it's like, dude, what are you afraid of? Right? What do you, what do you think's going to happen? What do you, what's the big thing that you're trying to avoid? Right? And I asked that question because it gets to the heart of the issue. And what you hear after that is usually the real obstacle. And that you can now overcome rather than I need to think about it, but you can't. Right? And so all of the things that, uh, get around stall overcomes all basically…
Escúchalo en el minuto 1:17:22
Mata los zombis de lejos: resuelve BANT antes de pedir dinero
ConversiónLos obstáculos que revientan el cierre (presupuesto, autoridad, necesidad y momento) hay que dispararlos antes de que se acerquen: pregunta si alguien más participa en la decisión, cuándo querría empezar y cuánto gastó en intentos anteriores, todo mientras indagas en su historial de dolor. Si algo te explota siempre en el cierre, cárgalo antes en la conversación.
shout lines at you. All right. And so we talk about killing zombies early. Another way of thinking about it is like you want to defuse the bomb before you get into the close. And the reason that we do zombies is because if zombies get close to you, they eat you and they bite you. Right. So you want to kill them from a distance before they get close. All right. And so you handle zombies earlier on in the sale. And so if you recall from Bant, these are typically going to be your zombies. Right. Budget authority need timing. Hey, is there anyone else that needs to be on the call or involved in…
Escúchalo en el minuto 1:37:09
Tres recordatorios manuales sobre la automatización: 24 horas, la mañana y una hora antes
ConversiónSobre los recordatorios automáticos se superpone contacto manual en tres momentos que en Alan dieron la mayor asistencia: 24 horas antes, la mañana de la cita y una hora antes. El mensaje de 24 horas debe mostrar preparación personalizada (una camiseta apartada, tres hallazgos sobre su sitio web) para que faltar cueste algo emocionalmente.
All right. And so there's three times that we have said, this is from Alan that we know, that gets the highest show up rates. All right. Very simple. 24 hours before. All right. Then AM and then one hour. All right. And so think about it like this. It's like you have your automated ones until the night before. And someone says, Hey, just making sure that we're on for tomorrow. Very excited. I did this personalized thing for you. And so you want to show that you did some sort of prep for the prospect. So they know you put some effort in. And so they would feel worse about not showing because…
Escúchalo en el minuto 17:02
Los detalles matan ventas: nunca respondas a ciegas
ConversiónResponder una pregunta de detalle es tirar los dados, porque es el prospecto quien decide si tu respuesta es la correcta. Hormozi entrena a su equipo a responder con una pregunta sobre la pregunta («¿cuántos días necesitas que abramos?») para poder enmarcar la respuesta según lo que el otro acaba de pedir.
is because not for what you think. The reason that details lose deals and that they are death traps. And let's see if I can use more deliteration is because you don't get to pick whether your answers are correct or not. So if someone says, hey, how many days a week are you open? If you answer, I call that a blind answer. So it's basically you rolling the dice that whatever you say is the right answer, which you never want to do as a salesman. And so whenever someone's asking a question about a detail, what I train our team to do is ask a question about their question. And so we say, oh, well…
Escúchalo en el minuto 1:22:35
ConversiónCuando el prospecto dice que está ocupado con otras prioridades, hazle la cuenta en voz alta: si subimos tu conversión un 30% tus ingresos suben un 30%, y con margen bruto del 90% y margen neto del 30% eso duplica el beneficio del negocio. Después pregunta si lo que está priorizando ahora duplica el beneficio y en qué plazo.
So if we improve your conversion rate, you know, by 30 percent, that would increase revenue by 30 percent. But you have, you know, gross margins of 90. And so in your current net margins are 30. And so if we do that, we'll actually double the profit of the business. So the things that you're working on right now are those doubling the profit of the business
Escúchalo en el minuto 2:01:26
Mejor caso, peor caso: dos opciones sin riesgo
ConversiónCuando te pierdes en la conversación, haz zoom out con el cierre de mejor caso y peor caso: «tienes dos opciones y las dos son sin riesgo; una te garantiza quedarte exactamente donde estás, la otra te da una oportunidad de conseguir lo que quieres. ¿Cuál eliges?». Funciona todavía mejor si tienes garantía.
Because you can say, listen, at the end of the day, you have two options. Both are risk free. You cannot do this. Go home and that's guaranteed to get you in the exact same position you're currently at. Or you can take a shot here, also risk free, but you've got a chance of getting what you want. So one is guaranteed to not. The other one's got a chance. Both are risk free.
Escúchalo en el minuto 1:48:15
Oferta y precioCuando le piden hacerlo por menos, su respuesta favorita es podríamos hacerlo por más, y dice tener con ella un promedio perfecto de efectividad. Pedir descuento es una señal altísima de intención de compra, y contra-anclar por encima hace que el precio original se convierta de golpe en algo que se puede perder.
And so my favorite overcome for, hey, can I do it? Can you guys do it for less is we could do it for more. And as silly as that sounds, that has never not worked for me. And I'm still like I have like a perfect batting average on that one. And so the thing is, is that it's such a high indication of purchasing intention.
Escúchalo en el minuto 2:30:35
El pitch de tres pilares que hay enterrado en todo negocio
Mensaje y copywritingTodo negocio tiene tres pilares que juntos hacen imposible fallar: en fitness son nutricion, entrenamiento y acompanamiento. Haciendo el guion de una empresa que vendia leads a corredores hipotecarios y agentes inmobiliarios paso la manana entera hasta dar con los suyos: que el lead sea oportuno, calificado y exclusivo. Con eso, cada mala experiencia previa del prospecto senala exactamente el pilar que le faltaba.
marketing company that was selling leads to mortgage brokers and realtors. I spent the whole morning being like, what are the three things? And what are the three things that makes an amazing lead? And so it's like, okay, well you want, and I came up with, you want leads to be timely. You want leads to be qualified and you want them to be exclusive. Right. And so basically it's like, it basically going through bent. It's like, you want them to have the budget. You want them to have the timing and you want them to have the authority and or need. Right. And so obviously the need was established…
Escúchalo en el minuto 1:04:07
Un no de ahora no es un no para siempre: pulso cada tres a seis meses
ConversiónMuchas objeciones son legítimas y solo dicen que este no es el momento: otra oportunidad con más retorno, una fusión, un equipo demasiado estirado. Por eso no hay que avergonzarse de escribir cada tres a seis meses para tomar el pulso. Ahí un meme o un correo de una línea da mucho dinero, porque casi ningún vendedor hace seguimiento, por trabajo y por miedo al rechazo.
And so I say this as like, okay, what's the behavior that you're going to change as a result of this? Is that you should not be ashamed of reaching out every three to six months just for a pulse check. This is where sending those fun memes or those one-line emails can make you so much money because so many salespeople are afraid to follow up. One, because it's work and two, because they're afraid of rejection. But if you're not afraid of work and you're not afraid of rejection because you believe genuinely, which you should, that you're going to help this prospect because they are qualified…
Escúchalo en el minuto 2:25:43
Usa a un tercero como pantalla para decir verdades incómodas
ConversiónPara soltar una verdad dura sin atacar al prospecto, atribúyela a otra persona: «justo esta mañana hablé con nuestro ingeniero senior» o «¿te cuento lo que le dije a alguien en tu misma situación?». La asociación crea una pantalla para su ego y te deja tener una conversación directa de forma indirecta.
or you make an association with someone that you just talked to earlier that day, somebody who used the product and loved it and got amazing success or some authority in the business who gave you insight that they don't know. So it's like, that's an amazing question. I actually just talked to our senior engineer earlier today and he actually told me this. Can I share it with you? Right. That allows you to sell a harsh truth to somebody without actually attacking their character. And so if someone says something that's way off, I'd be like, totally understand where you're coming from. Uh, I…
Escúchalo en el minuto 1:29:20
Retención y relación con el clienteDespués de cobrar hay que reforzar la decisión: en vez de soltar al cliente y desearle suerte, preséntaselo en vivo a la persona de éxito del cliente y agenda la siguiente reunión desde esa misma reunión (BAMFAM). Quien lo recibe debe conocer ya sus metas, miedos y dolores para hablarle en esos términos. Hormozi lo implantó en las empresas de su portafolio e hizo un caso de estudio de ese único cambio.
So if you've ever seen, you know, from this whole, you know, video so far, there's the through line that all information should get passed like a baton from the person to the next person in the line. And so I like using this concept of BAMFAM, which is book a meeting from a meeting. And every interaction with a customer, they should know exactly when the next time they're going to be meeting and with whom. And the with whom person should know all of the conversation they've had up to that point so they know a lot about the prospect and what the salespeople have said up to that point so that…
Escúchalo en el minuto 1:49:27
ConversiónCuando el prospecto dice que primero hará lo que aprendió en tu contenido gratuito o en la propia llamada, dale la razón y añade una bifurcación: hazlo, y va a pasar una de dos cosas, o tienes éxito y te topas con el siguiente problema que yo resuelvo, o no lo tienes y ese es justo el problema que yo resuelvo. En los dos casos conviene empezar ya.
So you just say you should totally do that because if you do that successfully, then one of two things is going to happen. Either you're going to succeed, in which case you're going to run into another problem that I can help you solve, or you're not going to succeed, in which case I can help you solve to begin with. But either way, you should get started. So let's get you moving.
Escúchalo en el minuto 2:04:33
ConversiónCuando alguien presiona con un detalle técnico, apela a la autoridad del negocio: «no puedo responderte éticamente todavía porque no hemos metido tu coche en el taller». Y remata con el argumento moral: si alguien te contesta eso sin haber mirado antes, sal corriendo, porque solo quiere venderte algo.
I totally get this is super important. I can't ethically answer your question right now because we haven't brought your car into the shop yet. Right. So be like you asking, you know, a mechanic, hey, what's wrong with my car before you brought it in? Like we got to look under the hood before we can tell you what's going on with it. And I used to use this whether it was, hey, I can't, I can't tell you what's wrong with your diet. They'd be like, hey, well, what kind of diet are you going to be giving me? I'd be like, honestly, it's going to depend. And so it's going to depend on these things…
Escúchalo en el minuto 1:23:56
La adherencia al guion es lo primero que se entrena
ConversiónSi el equipo no sigue el guion, no tiene sentido tener guion. Prefiere que el 100% del equipo diga el guion palabra por palabra y no cierre a nadie, porque entonces sabe que el problema es el guion y lo cambia una sola vez para todos. Si cada uno improvisa, no puede cambiar nada: hay que corregir de a uno.
asterisk here, follow the fucking script. Now, the reason I want to highlight this is that if your team does not follow the script, there is no point in having a script. And so script adherence, in my opinion, is the first thing that you drill. I would rather have 100% of my team saying script word for word and us close no one, because then I could then close, change the script and then get everyone to close. Because if everyone follows the script and it doesn't close, you have a script problem. If people aren't following the script, you can't change anything because then you have to do it…
Escúchalo en el minuto 53:31
ConversiónAnte «tengo que hablarlo con mi pareja o mi socio», pregunta qué pasaría si esa persona dijera que no. Una de cada tres veces contestan que lo harían igual, y ahí ya cerraste. Las otras dos de cada tres no son el final de la venta: sigues preguntando cuál sería la principal preocupación de esa persona ausente.
Now, this is very crazy. But one out of three times when you say, what would happen if they said no? They're like, I'd do it anyways. You're like, what are we waiting for? Let's get started. Now, the two out of three times, they'll say something like, well, then I wouldn't do it. Now, some people say, oh, now that's where the sale ends. Fuck no.
Escúchalo en el minuto 1:55:00
Todo lo que el prospecto ya intento juega a tu favor
ConversiónPreguntar que han probado antes siempre es una ventaja, porque el hecho de que esten hablando contigo prueba que aquello no les resolvio el problema. Si dicen que hicieron Weight Watchers se responde: genial, ahi tuviste nutricion, pero me imagino que rebotaste. Cuando una clienta dijo que ya tenia entrenador personal, el respondio que evidentemente no estaba haciendo buen trabajo, porque ella estaba ahi; ella…
and the things that it was missing when they brought it up. And so if someone said, hey, I did, you know, Weight Watchers, I would say, great. So they gave you nutrition. I was like, but I'm guessing you kind of bounce back. Now, remember, everything they've done is an advantage for you because they are here in the sale, which means it did not solve the problem. And so I remember even having somebody came in who's like, I already have a personal trainer. And I'm like, yeah, he's obviously not doing a good job, but she just looked at me sideways. I was like, you're here. And so she was like…
Escúchalo en el minuto 1:02:59
Dame tiempo significa que no le parece prioritario
ConversiónSi te dicen que lo retoman en unos meses, pregunta qué van a hacer en lugar de esto y luego «¿crees que eso te va a dar mejores retornos que lo que estamos hablando?». El tiempo siempre es un problema de prioridades: o subes el valor de lo tuyo o bajas el de aquello con lo que te compara.
So at that point, I'd say, do you think that doing what this is, is going to get you better returns than what we're talking about? Right. Because, again, time is priorities. So fundamentally, like I said earlier, you have to understand the theory behind this. They're saying, I have other things that are more important. And so we have to say, no, this is more important, which means we have to elevate the value of what we're currently doing or devalue what they're currently doing.
Escúchalo en el minuto 2:00:03
Nunca bajes el precio para cerrar: cambia términos o componentes
Oferta y precioNo se negocia con terroristas: si un cliente ve que le cambias el precio una vez, creerá que todos tus precios son negociables y además se lo contará a los demás. Lo que sí puedes mover son los términos, con un plan de pagos, o los componentes de la oferta, con una versión reducida. Eso es muy distinto de un descuento dado sin ninguna razón.
And so never change price to close a deal. Now you can change terms. So if you want to change how much they paid a day, then you can have a payment plan. If you want to change the components of the offer, then you have a feature downsell. Those are very, very different than discounts that you give for no reason. And so you never negotiate with terrorists because if they see you change your price for them once, they'll believe that every price you have is negotiable.
Escúchalo en el minuto 2:31:25
Estrategia y decisiones de negocioEl error habitual es dejar que el vendedor termine los 20 o 30 minutos de guion y después soltarle una lista de correcciones. Hay que trabajar una sola cosa por sesión y dar el feedback en tiempo real, porque la velocidad con que llega la corrección está inversamente relacionada con cuántas veces hay que repetirla antes de que la persona la incorpore.
different. So two massive problems. Number one is that you have to give one piece of feedback at a time. People can't handle multiple pieces of feedback. So it's not going to work. Second is that the trainability of a person or really an organism, because this actually happens across species, is inversely correlated with how fast you get feedback. And so basically the number of times that you have to give feedback to an organism is inverted with how quickly. So one second,
Escúchalo en el minuto 22:20
Estrategia y decisiones de negocioEl error habitual es dejar que el vendedor termine los 20 o 30 minutos de guion y después soltarle una lista de correcciones. Hay que trabajar una sola cosa por sesión y dar el feedback en tiempo real, porque la velocidad con que llega la corrección está inversamente relacionada con cuántas veces hay que repetirla antes de que la persona la incorpore.
different. So two massive problems. Number one is that you have to give one piece of feedback at a time. People can't handle multiple pieces of feedback. So it's not going to work. Second is that the trainability of a person or really an organism, because this actually happens across species, is inversely correlated with how fast you get feedback. And so basically the number of times that you have to give feedback to an organism is inverted with how quickly. So one second,
Escúchalo en el minuto 22:20
Entrenar al vendedor de atras hacia adelante, empezando por cobrar
ConversiónLo primero que se le ensena a un closer nuevo es como cobrar y procesar el pago, porque si no sabe hacerlo tiene 0% de probabilidad de cerrar. Lo segundo es como pedir el pago y como pedirle a alguien que empiece. Casi todos entrenan empezando por el principio del guion; el prefiere empezar por el final, porque eso es lo unico imprescindible para cerrar.
the fact that you should train sales back to front. So what do I mean by that? You want to make sure that someone knows how to collect payment and process as the first thing that you teach a closer. Why? Because if they don't know how to do that, they have a 0% chance of closing. And so the next thing that you would teach someone is how to ask for payment and how to ask for someone to get started. Because if they don't know how to do that, the likelihood that they close the sale is zero. And so a lot of people start at the top of the script when they start teaching a closer, but it's my…
Escúchalo en el minuto 1:13:14
Clarificar por que estan en la llamada, no darles informacion
ConversiónLa C de su marco CLOSER es clarificar por que estan ahi. Cuando alguien dice que solo queria mas informacion hay que traducirlo: nadie se sube a una llamada para aprender, se sube para resolver un problema. Se pregunta que te hizo sacar tiempo hoy, que te hizo escribirnos, recordandole la accion concreta que tomo, porque todo lead con el que hablas ya hizo algo hacia ti.
And so the C stands for clarify why they are here. All right. And so if you get on the phone and someone says, I just want to have more information, people don't get on the phone to get more information. No one wants to learn stuff. People get on the phone because they want to solve a problem. And so we need to get really clear. We clarify the problem that they're like, why are you here? This is the question that we're answering. Now it's like, why'd you take the time to hop on the call today? What made you reach out to us? What made you hop into the site? And what you want to ask in these…
Escúchalo en el minuto 58:27
ConversiónCuando alguien dice qué caro suele estar verbalizando su reacción, no rechazando la compra; todos hemos dicho que algo era caro y lo hemos comprado igual. Si te lanzas a rebatir, estás gastando balas en zombis que no existen y esa venta se iba a cerrar sola. Mientras el prospecto no diga que no quiere comprar, no asumas que no quiere comprar.
And so a lot of times people just say things as they come out, but it doesn't mean you're not buying. And so an experienced salesperson is going to try and start overcoming things. And you're basically like wasting bullets on zombies that aren't there. They were going to close either way. That's not a real objection. They haven't said no. They just made an observation. So unless someone says they don't want to buy, don't assume that they don't want to buy.
Escúchalo en el minuto 2:29:41
ConversiónCuando alguien dice qué caro suele estar verbalizando su reacción, no rechazando la compra; todos hemos dicho que algo era caro y lo hemos comprado igual. Si te lanzas a rebatir, estás gastando balas en zombis que no existen y esa venta se iba a cerrar sola. Mientras el prospecto no diga que no quiere comprar, no asumas que no quiere comprar.
And so a lot of times people just say things as they come out, but it doesn't mean you're not buying. And so an experienced salesperson is going to try and start overcoming things. And you're basically like wasting bullets on zombies that aren't there. They were going to close either way. That's not a real objection. They haven't said no. They just made an observation. So unless someone says they don't want to buy, don't assume that they don't want to buy.
Escúchalo en el minuto 2:29:41
ConversiónCuando alguien dice qué caro suele estar verbalizando su reacción, no rechazando la compra; todos hemos dicho que algo era caro y lo hemos comprado igual. Si te lanzas a rebatir, estás gastando balas en zombis que no existen y esa venta se iba a cerrar sola. Mientras el prospecto no diga que no quiere comprar, no asumas que no quiere comprar.
And so a lot of times people just say things as they come out, but it doesn't mean you're not buying. And so an experienced salesperson is going to try and start overcoming things. And you're basically like wasting bullets on zombies that aren't there. They were going to close either way. That's not a real objection. They haven't said no. They just made an observation. So unless someone says they don't want to buy, don't assume that they don't want to buy.
Escúchalo en el minuto 2:29:41
Las notas del setter van al CRM para que el cliente nunca se repita
ConversiónTodas las notas del setter deben quedar en el CRM para que el closer abra con: Jimmy me contaba que estas en X y que ya hiciste esto y esto; es justo decir que estas aqui y quieres llegar alla? Hacer que el cliente repita su historia es muy negativo; que tu le repitas lo que el conto es excepcionalmente positivo. Es un balancin binario que hunde o empuja la venta.
All right. And so the five minutes of prep, in addition to, and this is clear, all the notes that the setter sets should be in the CRM so that when you go up with the prospect, you want to say, Hey, so, uh, you know, Jimmy earlier was telling me that you're X, Y, and Z and that you've done this and you've done this. Got it. So is this, is it fair to say that this is where you're currently at right now? This is what you're trying to achieve. Great. Well, this sounds like this would be a good call for you. And I think we're, we're going to, we're going to figure something out together…
Escúchalo en el minuto 47:24
Vender los siete días de la semana suma un 29% de ventas
ConversiónAtender ventas sábado y domingo agrega 104 días de venta al año (52 semanas por 2 días), lo que equivale a un 29% más de ingresos sobre una operación de cinco días. Además, en negocios de consumo los prospectos suelen estar disponibles fuera del horario de 9 a 5, así que el aumento real tiende a ser mayor.
they're available. So sell during the weekends. The other piece of selling seven days a week is like there's actual math behind this. And so there's 52 weeks a year. And so if you have 52 weeks per year times two days, right, is 104 days of sales extra per year, which is 29% increase over just selling five days a week. And so if you want to immediately increase your sales by 29%, sell on weekends. And I
Escúchalo en el minuto 1:08
Árbol de decisión para salir de los detalles
ConversiónAnte una pregunta de detalle: pregunta cuál sería la respuesta correcta para él. Si coincide con lo que ofreces, confírmalo. Si no coincide, pregunta por qué le importa y sube de nivel con «si llegáramos igual al resultado, ¿te importaría cómo llegamos?». Así nunca respondes una pregunta cuya respuesta no conocías de antemano.
question questions or you ask the right answer from the person before answering it. And so if you think about this as a decision tree, someone asks a detailed question, you then ask a question, what's the right answer to this question? They then tell you the right answer. If you have the right answer, you say, great, that's what we have. If they, if you don't have that as the right answer, you ask why they have that. And then you chunk up to the reason behind it. And then say, if we got to that same solution, either way, would you care about how we got there? Both of those note got you out of…
Escúchalo en el minuto 1:36:30
Usar los huecos entre llamadas para adelantar citas al mismo día
ConversiónCuando un vendedor tiene un bloque libre debe llamar a los leads agendados a futuro, calificarlos y ofrecerles un cupo que se acaba de liberar hoy. Así una cita a tres días se convierte en cita del mismo día, que tiene tasas de asistencia mucho más altas, y además se libera el hueco futuro para otro prospecto.
a phone here. There you go. Calling these leads and then pulling them up. And so when you have that conversation with the prospect, the first thing you're doing is qualifying them, which you should do anyways with any leads that are on the calendar that are going to take a full sales slot. But secondarily, when you call them to qualify them, say, hey, I had an opening later today that just opened up. Do you want the slot? And so it takes a three-day out appointment and makes it a same-day appointment. And anyone who's been in sales knows that same-day appointments have way higher
Escúchalo en el minuto 10:30
Escribir el guion con guia de tono usando el formato del procesador de texto
ConversiónEl guion no lleva solo palabras, lleva instrucciones de como decirlas: subrayado significa ir mas lento, mayusculas significa enfatizar, cursiva significa dejar espacio. Un procesador de texto da cuatro senales (subrayado, cursiva, negrita, mayusculas), suficientes para que el closer sepa con que enfasis, tono y ritmo leer cada parte.
whatever. Right. And so pacing, you can go slow and fast. Tone, you can go up and down. Emphasis is where you pause. And so when you're following the script or making the script, you want the script to have a tone guide with it. And so you could have X, Y, Z, W as the words, and you can use the things on a word processor, AKA Google Docs or whatever you type stuff on. And you can say, if I underline, it means slow down. If I put this in all caps, then it means emphasize this. If I put this in italics, then it means create space, whatever. So the nice thing is that on word processors, you have…
Escúchalo en el minuto 56:21
Cierre universal: devuelve la objeción como la razón de su estancamiento
ConversiónAnte cualquier objeción (el dinero, la pareja, el tiempo) se la repites como causa de su fracaso: «¿crees que la razón por la que no has tenido éxito es que siempre has necesitado pedirle permiso a tu pareja?». Sirve para cualquier excusa porque el prospecto ya está en la llamada y ya tiene el dolor encima.
it's money, and you just call it the reason. So it's like, oh, do you think, they're like, I think it's a lot of money. You say, do you think that the fact that you haven't invested in the past is the reason that you're not successful? Right? I need to talk to my spouse. Do you think the reason that you haven't been successful so far is because you've needed to talk to your spouse for all these things? You've always needed to get permission. Do you feel like the fact that you've struggled to make decisions in the past is why you're on the phone with me today? So like, it doesn't matter what…
Escúchalo en el minuto 1:20:46
Si no llamas al lead en un minuto ya esta en otro universo
ConversiónLa gente no recuerda a que se inscribio y puede haberse inscrito a diez cosas. Si no llamas dentro del primer minuto y en cambio llamas dos dias despues, el lead ya esta en otro universo y no tiene idea de que le hablas. Por eso el guion le da tres pistas mentales distintas de lo que hizo: el canal, la promocion concreta y el momento.
you opted in for that thing on Facebook about this specific promotion. It's like, I'm giving them three different kinds of mental cues around what they opted in for. Cause people don't remember the things they opt in for. And especially if you don't call your leads within one minute, then you call them two days later. They're in a different universe at this point. They have no idea what they opted in for. And they might've opted in for 10 things. So they have no clue what you're talking about. And so then you can then bring them in and schedule time. I wanted to
Escúchalo en el minuto 45:25
Estrategia y decisiones de negocioEn ciclos de venta cortos, filtrar candidatos por currículum es lo que frena el crecimiento del equipo comercial. Funciona mejor invitar a todos a una misma llamada y hacer entrevistas de uno a dos minutos: en ese entorno los buenos hablan primero, comunican con claridad y además animan a los que están nerviosos, que es la señal de que serán jugadores de equipo.
And so I am more pro group interviews. And so you can just invite everyone onto the call and quickly do one to two minute interviews with everyone who hops on because the star salespeople will, in that environment where they need to speak up, be more assertive, be more social. One, they'll speak up. Two, they'll be clear communicators. Three, the really good ones, will also encourage other people who are nervous.
Escúchalo en el minuto 2:12:19
ConversiónLa llamada de venta se abre igual que un video de YouTube: prueba, promesa y plan, y toma 15 o 20 segundos. John decidio avanzar con esto, esta es la gran promesa en la que trabajamos, ya lo hicimos con mucha gente como tu, este es el proceso de hoy, y al final vemos si tiene sentido seguir; si no, te vas igual con algo que te sirva. Si el formato retiene sin nadie que refuerce, funciona todavia mejor en una llamada…
you're also there to reinforce them on the call and keep them going to the end. And so I actually think this is one of the easiest ways and proof, promise, plan only takes 15 seconds, maybe 20. So you can absolutely get to the point. And so when you start on a sales call, it works more or less the same way, which is John decided to get going with you on this thing, this big promise that we're working on. We've done this with lots of other people who are just like you. And so this is the process that we're going to do. And at the end of the call, we're going to see if it makes sense to move…
Escúchalo en el minuto 51:45
ConversiónSuenan igual pero se tratan distinto. Dame tiempo para decidirlo es evitación de la decisión y se trabaja ayudando a decidir ahora. No tengo tiempo, ya lo haré más adelante es una conversación de prioridades, y se responde preguntando qué otra cosa está haciendo que sea más importante que esto.
So this one is give me some time to make the decision. Like, let me decide in a week. That's when you go. That's avoidance. That's decision avoidance. If someone says, I don't have time and I can do this later, that's the I'm busy, which means that we're talking about priorities. What else are you doing that's more important than this?
Escúchalo en el minuto 2:02:41
ConversiónEn venta presencial Hormozi pide el documento de identidad antes que la forma de pago. Al sacar la cartera para dártelo, el prospecto ya no puede decir que se la olvidó ni que dejó la tarjeta en casa, porque la tiene delante y tú nunca le pediste el pago.
So if you don't know what the ID close is, is that I prefer to close sales rather than asking for a form of payment when I'm in person for asking for their ID first. The reason I do that is because someone takes their wallet out and usually they put it on the table. Or they take their purse out and they pull out their wallet that has all their cards in it. And so when they do that, a lot of little things can't happen after that point. They can't say they forgot their wallet. They can't say they forgot their credit card at home. Because now it's right in front of me.
Escúchalo en el minuto 1:52:03
Estrategia de contenidosCuanto más caro es lo que vendes, más larga tiene que ser la pista de despegue, es decir más información antes de la decisión de compra. Si te están costando dos, tres o cuatro llamadas cerrar, el diagnóstico es que falta educación antes de la primera llamada: la solución es crear más material educativo y calentar al prospecto antes, no añadir llamadas.
And so if you're selling a more expensive thing, think about it like it's a bigger plane, which means you're going to have more selling, more information that's going to have to happen before they make a purchasing decision. And so if you're getting a lot of two, three, four call closes, it's usually because you're not doing enough education prior to the first call. So the thing that you change is you need to create more education materials. Basically, you need to pre-market them more.
Escúchalo en el minuto 2:21:03
Abrir el calendario en bloques de 15 minutos en vez de una hora
ConversiónEn Alan comprobaron que solo cambiando cómo aparecen los horarios en el calendario sube la tasa de agendamiento y la de asistencia. La venta no dura 15 minutos: se permite iniciar cada 15 minutos y el sistema bloquea los tres bloques siguientes, de modo que el prospecto elige una hora más precisa para él.
one hour, whatever. Now, what we found out with Alan is that we could increase the overall schedule rate and show up rate by simply changing how the times appeared on the calendar. And so we set this up so that we would have 15 minute slots. So you might be thinking, how am I going to sell in 15 minutes? You're not. You allow them to start in 15 minute increments. And then we know that the next
Escúchalo en el minuto 8:26
BANT: los cuatro requisitos para que un lead pase al closer
ConversiónIBM hizo un estudio masivo del que salio BANT: presupuesto, autoridad, necesidad y tiempo. El setter tiene que confirmar que la persona tiene el dinero, que puede decidir sin pedir permiso, que tiene el problema que resolver y que quiere empezar pronto. Sin esos cuatro no hay venta que cerrar, y conviene verificarlo tanto en la solicitud previa como en la llamada, siempre antes de pedir dinero.
about qualification. But the nice thing is that IBM did this massive study and then came up with BANT. And BANT is an acronym that stands for budget, authority, need, timing. And so they said that for a lead to be qualified for an account rep or closer, the setter had to make sure that they had BANT. They had to make sure that the person had the budget, they had the authority to make the decision, they had the need, they had the problem to solve, and they had the timing, meaning they wanted to get started soon. And so those fundamentally are the things that are required to close a sale.
Escúchalo en el minuto 41:03
La anti-garantía para cuando no ofreces garantía
ConversiónSi te piden garantía y no la tienes, conviértelo en un descarte: si eres de las personas que necesitan garantía, esto no es para ti. El argumento es que no puedes controlar lo que hará el cliente, y se cierra preguntando si les parece justo que garantices un trabajo en el que tú no tienes ninguna participación.
The anti-guarantee is how I like to sell around guarantee, which is, oh, if you're the type of person who needs a guarantee, then this is definitely not for you. Because at the end of the day, we can control, we can control, we can't control what you do. So do you think it'd be fair for us to guarantee work that I have no input in doing?
Escúchalo en el minuto 2:03:04
ConversiónSi tiendes a hablar mucho, apunta a que aproximadamente dos tercios del tiempo de habla sea del prospecto y no tuyo. La mayoría de los mejores cerradores hablan menos que el prospecto, porque es el prospecto quien está respondiendo sus preguntas y no al revés.
And so if you tend to be more talkative in terms of talk time, you want to have roughly two thirds of the talk time from the prospect, not you. Now Gong and some of these other sales tools have released different like ideal closing amounts. But in general, most closers talk less than the prospect. And so that's because they're answering your questions.
Escúchalo en el minuto 2:21:53
Revisar grabaciones de ventas con ventas y customer success en la misma llamada
Retención y relación con el clienteUna reunión semanal donde ventas y customer success revisan juntos las grabaciones cambió el negocio de Hormozi: CS puede señalar que cierta forma de decir las cosas genera expectativas que después perjudican al negocio, y ambos equipos suben a una perspectiva más amplia. Además termina el conflicto clásico de CS acusando a ventas de sobreprometer.
recording all calls, this is something that completely changed my business forever was getting sales and CS on the same call every week to review the game tape. And so you're like, why would you review sales game tape with customer success on the call? Well, because then you can say, hey guys, when you say it this way, they expect this and it's really bad for the business. And so what it does is actually elevates both teams to a larger perspective. So they understand that like when, if you ever have conflict
Escúchalo en el minuto 29:13
Nadie puede discutir una pregunta: sé como el humo
ConversiónLas afirmaciones son bombas que el prospecto te puede hacer explotar en la cara; una pregunta no se puede rebatir. Por eso los detalles son mortales (cuando pregunta él, manda él) y por eso Hormozi le pide a su equipo que sea como el humo: no discutas nunca con un prospecto, aunque sí puedes darle la razón al motivo que hay detrás de su pregunta.
we ask a question back because we take back control. The reason the details are death is because they are asking you questions. They are in control, not you. The other reason that questions are so powerful is that no one can disagree with a question. All right. So it doesn't matter what they say, if you just ask a question about it, they can't disagree with a question, which makes you like smoke. And so this is my little ism that I like telling my team is that you want to be like smoke. Like they can't catch you. Like any statement that you give is an opportunity for them to disagree. And we…
Escúchalo en el minuto 1:34:00
El mensaje en frio que menciona al competidor del prospecto
Mensaje y copywritingSu guion outbound favorito es de una linea: hola [negocio], llamo por [competidor], devuelveme la llamada. Si tienes la tintoreria de Tom y te dejan un mensaje diciendo que llaman por la tintoreria Jones de enfrente, la curiosidad te obliga a responder; en cambio llamo de Financiera 123 a ver si te interesa no le importa a nadie. Funciona igual por email que por buzon de voz y la tasa de respuesta es muchisimo mas…
hey, business, I'm calling about competitor, period. Give me a call back. So think about this. Imagine you have a dry cleaning business, and it's Tom's Dry Cleaners, that's you. And you've got Jones, because you're keeping up with the Joneses, Jones Dry Cleaning across the street. And you get a call being like, hey, this is Alex. I'm calling in regards to Jones Dry Cleaning. Give me a call back when it's convenient. You're like so incredibly curious that somebody has left a message and they want to talk about your competition. And so imagine that versus, hey, I'm calling from 123 Financial…
Escúchalo en el minuto 42:21
Conversión«¿Puedo ser tu coach en vez de tu amigo un momento?» o «¿te importa si me pongo serio contigo?» abren la puerta a decir algo incómodo. Pero Hormozi advierte que eso no funciona sin estatus: un chico de 20 años cerrando a dueños de 40 con negocios de 20 millones al año tiene que apoyarse en la autoridad de un tercero, otro cliente igual que él o alguien del equipo.
And so if you're seen as an authority, then you can say, hey, can I be a coach instead of a friend here? Hey, can I put my real hat on? Hey, do you mind if I get real with you for a second before we move on? So these are all ways to gain permission before giving someone a harsh truth. Now, if you're in a sale, let's say you're a 20-year-old guy and you're closing 40-year-old business owners that are doing $20 million a year, that's probably not going to work. And so that's where the other three foils that I brought up in the associate part of it sounds like somebody else just like you…
Escúchalo en el minuto 1:40:07
Dos minutos hablando del producto y el 90% del tiempo del prospecto
ConversiónUn pitch de tres pilares no deberia durar mas de dos minutos: en toda la llamada hablas de tu producto dos minutos, porque hay que hablar del prospecto y no del producto. Al entrar a una organizacion nueva dedica el 90% del tiempo a entender los dolores del prospecto. La mayoria de los equipos hace lo contrario, entrena solo producto, y por eso suenan mal informados y hacen preguntas tontas.
a three pillar pitch shouldn't be longer than two minutes. And so if you're like, wait a second. Okay. So this whole sale, I'm only going to be talking about my product for like two minutes. Yup. Because you want to be talking about the prospect, not the product. And so if I want to get into a new organization and I want to figure out how to sell, I'm going to spend 90% of my time trying to understand the pains, remember for motivation, the pains of the prospect. And once you know the pains of a prospect, and this is me just, you know, taking my ethical disclaimer hat on, you can sell them…
Escúchalo en el minuto 1:06:50
Ofrecer un botón de llamar ahora junto al agendador
ConversiónAdemás del calendario, poner en el funnel una opción de llamar ahora: si el prospecto marca en ese instante, la intención no puede ser más alta. Si hace falta calificar leads, se coloca ese botón después del filtro de calificación.
option to schedule, but you know what else you can give them? Call now. And so when someone clicks down your funnel and they click over to your scheduler or something, if you can add a dropdown that says call now, because now they're calling you and now the intent could not be stronger. Now, if you're in a business where you're like, oh man, we have to qualify leads more, fine. Put the call now thing after you've qualified the lead. Duh. Right? And so just think through how we need to do this. And if
Escúchalo en el minuto 7:12
Que el aplauso en Slack lo dispare el CRM, no el vendedor
Medición y experimentosEn Slack se anuncian más ventas de las que realmente se procesan, porque la recompensa social llega por decir que cerraste. El arreglo es conectar el CRM con Slack mediante una automatización para que el mensaje de felicitación salte solo cuando la venta está efectivamente procesada.
And so the reason that in general, sales in Slack are overrepresented from sales that actually get processed is because people get rewarded for saying I closed a deal in Slack. And so they say they close deals more times than they do. And so you, by the way, pro tip on that is just create a zap between your CRM and a process sale that's been submitted and make that the thing that goes into Slack that they get kudos on, just a side little, little tipsy there for you.
Escúchalo en el minuto 2:16:01
Guion con pausas para llamar a un lead de negocio local
ConversiónAl llamar a un lead que dejo sus datos no se dice hola John, soy Alex, a ver cuando vienes. Se dice John? con el tono hacia arriba, y pausa; el contesta si, quien habla?; entonces soy Alex, con tono de que deberia conocerte, y pausa otra vez. Recien ahi: te llamo porque te inscribiste en Facebook a nuestra promocion, queria asegurarme de que no eres un loco de internet y ver que hora te queda bien para venir.
would call and I would say, John, not, is this John? I would say, John, question mark. No, my tone goes up. Pause. And then he's, John is going to be like, yeah, who's this? Like, this is Alex. Pause. These thinking, who's Alex? Who, like, how, like, and I'm acting with the way that I'm, toning, uh, that he should know who I am. All right. That's the tone that I'm, that I'm bringing this to Alex. Pause. And during the pause, I can hear them. It's like, I'm calling you because you opted in on Facebook for our promotion. And so I just wanted to make sure that one, you weren't a crazy person on…
Escúchalo en el minuto 44:24
Apoyo, no permiso: el último recurso ante el decisor ausente
ConversiónCuando no hay forma de rodear al decisor: «creo que estás pidiendo permiso cuando lo que deberías buscar es apoyo». Y lo llevas al futuro: si dentro de cinco años el negocio sigue igual por no haber conseguido ese permiso, ¿a quién vas a culpar? Quien decide es quien carga con la culpa, y eso significa no tener control sobre tu propia vida.
now, then you go to, hey, I think that you're asking for permission when you really should be looking for support. Right. Because at the end of the day, if we play this out, let's say your business doesn't grow. So like, who are you going to blame? Is it fair to the partnership that you don't get this outcome because you rely on this person? No. Right.
Escúchalo en el minuto 1:57:02
Sé amable, no simpático, y evita el aliento a comisión
ConversiónEl simpático evita incomodar; el amable quiere ayudar de verdad y por eso hace las preguntas difíciles, antes de pedir el dinero y apoyándose en ejemplos de otras personas parecidas. Si pierdes esa posición aparece el aliento a comisión: el prospecto siente que no lo escuchas y que priorizas el cierre sobre él, deja de ver los incentivos alineados y ahí lo pierdes del todo.
And if you always come from the perspective of human first, you will usually maintain rapport. If you don't, then what you will get is something we call commission breath. Which is it sounds like you're not listening to them and you are prioritizing the close over the person. And that's where you lose them completely. Because now they feel like your incentives are no longer aligned.
Escúchalo en el minuto 2:33:19
El setter edifica al closer antes de pasarle la llamada
ConversiónAntes de agendar, el setter debe elogiar al closer (te va a encantar hablar con el, ya ayudo a alguien como tu a lograr esto) y montar la escena de que le consigue un hueco: creo que tiene un espacio esta tarde, dame dos segundos... confirmado, a las cuatro. Eso deja al prospecto pre-encuadrado, muy distinto de un seco te anoto a las cuatro, alguien del equipo te contactara; el closer solo tiene que sostener ese…
this and this, someone else like you achieve this and this. And so you're going to love talking to him. He's a great guy and he's going to help you out. Ooh, you know what? I think he has an opening this afternoon. Let me see if I can get you in. Hold on two seconds. Making noise in the background. Yup. He confirmed. We're good to go. Four o'clock works. Awesome. And so if you have that versus, yeah, I got you down for four, one of our team will be reaching out. Imagine the difference in terms of how that prospect has been pre-framed to talk to that closer. Now the closer, when they start the…
Escúchalo en el minuto 40:15
Sé el basurero del equipo: pide los leads amarillos
Estrategia y decisiones de negocioCon puntuación de leads por colores, los verdes son los buenos, los amarillos los poco cualificados y los rojos los no cualificados. El vendedor nuevo debería pedir todas las llamadas que la empresa le permita tomar, porque los amarillos son entrenamiento gratis con los casos más difíciles y siempre sobran; cerrar a alguien sin recursos demuestra habilidad real y vuelve fáciles los leads buenos.
And so if you're a new salesperson, you want to be a trash man. You want to be willing to take as many calls as the company will let you take. And so think about this way. Like you are going to get free training from the hardest leads, which are the best training grounds for you to learn how to sell. And so you need to think of those yellows as goals.
Escúchalo en el minuto 2:27:19
Grabar y diseccionar los días en que estás cerrando en racha
ConversiónCuando un vendedor está en racha está haciendo cosas distintas sin saberlo: el tono, la apertura, la transición al cierre. Hay que grabar esos días y analizarlos al detalle para sistematizarlos, porque la diferencia entre un buen cerrador y uno grande es que el bueno intenta calentarse y el grande nunca se enfría.
When you're hot, record the living hell out of that and rewatch those game tapes because you aren't on fire. You're doing things slightly differently. It means that your tone's a little different, how you open's a little bit different, how you transition to the close is a little bit different. And all you want to do is you want to look for the details because the big difference between good closers and great closers is that good closers try and get hot. Great closers never get cold.
Escúchalo en el minuto 33:05
Alimentar a los killers: los mejores leads van al mejor cerrador
ConversiónEn vez de repartir los leads en round robin, los mejores leads deben ir a los mejores cerradores y los peores a los peores. Es lo que produce menos desperdicio neto: los prospectos más calificados y con más dinero quedan en manos de quien tiene la mayor probabilidad de cerrarlos por el mayor monto.
but the killers are going to be nodding their head. So what you want to do is you want to feed the killers. Now, what does that mean? Is that the best leads should go to the best closers and the worst leads should go to the worst closers. And so you're like, wait a second, what do you mean? My worst leads go to my worst? Yeah, because that means that you have the lowest amount of net waste within the business. The people who are the most closable, who are the most qualified, who have the most money go to the people who have the highest likelihood of closing
Escúchalo en el minuto 11:48
ConversiónExiste una cantidad fija de información que alguien necesita para comprar, digamos seis cosas. Si el marketing cubre la uno, la dos y la tres, el vendedor cubre la cuatro, la cinco y la seis; si el siguiente prospecto llega con la uno, la tres y la cinco, el vendedor cubre la dos, la cuatro y la seis. Por eso ventas y marketing son el mismo continuo y no dos departamentos.
And so sales, think about sales as personalized marketing, which is, okay, you, let's say that there's one, two, three, four, five, six things that someone needs to know in order to buy. If marketing covers one, two, and three, then you, the salesperson, cover four, five, and six. Now let's say the next prospect comes in and they have one, three, and five, then you would cover two, four, and six. And so basically it allows you to personalize the information required to get this person
Escúchalo en el minuto 2:18:38
La metafora del cepillo de dientes para vender el acompanamiento
Mensaje y copywritingPara vender acompanamiento no se explican canales ni tiempos de respuesta: de nino odiabas lavarte los dientes y tu mama te lo recordaba cada noche; hoy de adulto no fallas un dia. Al principio necesitabas una motivacion externa y despues el refuerzo positivo la volvio interna. Eso es exactamente lo que vamos a ser al principio. La metafora compara lo que vendes con algo que la persona ya entiende.
the other one I got from Tom Miller. So I'll give you the toothbrush one. So you say, hey, when you were a kid, did you hate brushing your teeth? Right. All of us did. Or if they have kids, it's like, do your kids hate brushing their teeth? Yeah, of course. But, you know, and so every night you're like, hey, brush your teeth. They're like, brush your teeth and they go to bed. And now you're an adult. Do you brush your teeth now? And the answer is yes. Most people do. If you have a weirdo, then maybe you shouldn't sell them. Anyways. So you brush your teeth now, of course. Okay. So what…
Escúchalo en el minuto 1:09:05
Edificar al cerrador antes de pasarle la llamada
Marca y posicionamientoQuien agenda debe edificar primero al negocio (mencionar el ranking o la lista en que aparece) y después al cerrador: te voy a pasar con Sean, ha ayudado a 400 personas como tú a conseguir exactamente esto. Sobre las listas, Hormozi aclara que aparecer en el ranking no trae clientes por sí solo, casi siempre se le pagan unos cinco mil dólares a la revista; lo que trae clientes es contarle a la gente que estás ahí.
And so the big obvious one, and Kialdini talks about this in his influence book, is edifying the closer. So if I'm setting a call and I've already edified the business by saying something like, hey, we were on, you know, so-and-so's list. Now, a lot of people want to get on those lists because they think the list is going to somehow get them business. No, the list isn't going to get you business, but telling people that you were on the list will get you business. And so that's where, and let's be real, usually just pay five grand to the magazine so that they can put you on the list
Escúchalo en el minuto 39:23
Haz el doble de actividad que el mejor cerrador de tu equipo
Estrategia y decisiones de negocioPara acelerar la curva de habilidad aplica la lógica de Kobe Bryant: si los demás entrenan una vez al día y tú entrenas tres, mejoras mucho más rápido. En ventas se traduce en localizar a la persona del equipo que más cierra y hacer el doble de actividad que ella; si parece imposible, esa es justamente la señal de que vas a mejorar.
And so the idea is to follow what Kobe Bryant did. So if everybody else is working out once a day, if I work out three times a day, I'm going to get better that much faster. And so my recommendation is find the person on your team who's the best closer and do double the effort that they're doing.
Escúchalo en el minuto 2:09:35
ConversiónSi tienes hambre estas motivado a comer; si estas privado de algo, por definicion estas motivado a terminar esa privacion. En la llamada el trabajo es expandir la privacion, traerla al primer plano para que rebote convertida en motivacion de resolverla. Vendio anos hablando del dolor sin saber por que funcionaba; el nombre que le puso es el ciclo del dolor.
and deprivation creates motivation. And so if I am hungry, I am motivated to eat. If I'm tired, I'm deprived of sleep, means I'm motivated to sleep. If I haven't seen my wife in a few days, I might be motivated to do other things. You get the idea. If you're deprived, you are by definition motivated to end the deprivation. And so what we want to do in the sales call is basically expand the deprivation. We want to bring their state of deprivation to top of mind so that in the moment we can increase their deprivation, which then rubber bands back to increasing motivation to solve it. And so if…
Escúchalo en el minuto 1:00:35
Estrategia y decisiones de negocioContratar por actitud y no por aptitud es una simplificación: la regla real es contratar a quien tenga el menor déficit de habilidades, o sea el menor coste de entrenamiento y la rampa más corta. Enseñar a llamar leads y decir un guion son dos o tres semanas; enseñar a alguien a ser amable lleva mucho más. Solo se invierte cuando la experiencia técnica es rarísima de encontrar.
So fundamentally, the real truth is you should always hire for the lowest skill deficiency. So it's just, what are the deficient skills? What is the cost of training these skills? I want to hire people who have the lowest efficiency, which means that I have the fastest ramp up or the highest return on investment for them becoming proficient in the business.
Escúchalo en el minuto 2:13:21
ConversiónSi el primer contacto tarda más de cinco minutos, la probabilidad de cerrar cae un 80%: de cuatro cierres de cada cinco se pasa a un 20% de cierre sobre esos leads. Por eso la queja de que bajó la calidad de los leads casi nunca es cierta; depende de cuán bien se trabajan.
one minute's a lot. Well, totally. And if you do greater than five minutes, the likelihood that you close them drops by 80%, which means four out of five times you would have closed now goes to 20% close rate on those leads. And so the whole idea that people think that the lead qualities go down
Escúchalo en el minuto 5:01
Ofrecer solo citas para hoy o mañana
ConversiónLa disponibilidad se limita a mismo día y día siguiente porque son los tramos con mayor tasa de asistencia; al restringir las opciones sube el show rate. Si con esa restricción no caben todas las citas, la respuesta es contratar más vendedores, no abrir el calendario más lejos.
I'll see you then. Next one is logistics in terms of how you schedule and or your policies, which is we like to do same day next day period in terms of our availability. Now, the reason for that is because show up rates are higher same day next day. And so if we constrain people to those days, we increase the show up rates. Now, the key, and this is where most people mess up, is that they're like, well, if I did same day next day, I'm not gonna be able to book all my appointments. That means you need to hire more salespeople. And when you do that, you'll get
Escúchalo en el minuto 19:07
La mitad de los prospectos compra a quien responde primero, no al mejor
ConversiónEl 50% de los prospectos se queda con el negocio que le responde primero, no con el que más investigó ni con el mejor. Hormozi cuenta que su esposa llamó a tres salones seguidos preguntando si la atendían en ese momento: los dos primeros dijeron que solo con cita previa, colgó, y el tercero que dijo que sí se llevó la venta, mientras los otros dos dueños siguen sin entender por qué no llegan clientes.
go with the business that responds to them first, not the one who's best that they did the most research for, simply the one that responds to them first. And I remember when Layla was, we were out of town, we were scheduling some, or she was scheduling something for her hair or whatever. And she went to a salon and she called them and she said, Hey, are you available right now to take me? And they're like, no, we're only appointment only. And she said, cool. Hung up, called the next one. She's like, are you available to take me now? They said, no, hung up. Next one. They answered and she, and…
Escúchalo en el minuto 4:11
Oferta y precioLa objeción de detalle es en realidad de preferencias («quiero tu resultado pero a mi manera», y si cambias las variables cambias el resultado). La de dinero es de valor: nada es demasiado caro, solo que no vale la pena. Si le vendieras un Ferrari por cinco mil dólares, encontraría el dinero; el problema es de ingenio, no de recursos.
If someone's saying details, it's going to be preferences. It's going to say, I want your thing my way. And so we need to overcome the fact that if they change the variables, they change the outcome. And all the closes around details are more or less going to be around basically that fundamental line of reasoning. If someone says money, then you're going to basically zero in on value because nothing is ever too expensive. It's just not worth it. Right. If I was giving you a Ferrari for five grand, you would find a way to come up with five grand, of course, which then leads to the second…
Escúchalo en el minuto 1:45:18
Mandar un meme para reactivar al prospecto que te dejo en visto
ConversiónCuando te fantasmean en cualquier punto del ciclo de venta, se manda un meme: el de Kevin Hart preguntando donde andas. Es el mensaje con mayor tasa de respuesta de todos los que envian. Mandandolo a un pipeline frio de 200 contactos suelen volver entre cinco y diez, ademas de reirse, y quedas otra vez dentro de la conversacion.
you get into the weeds and that's where you die. And by the way, if you're working leads because you didn't work them fast and you didn't work them enough, and then you get ghosted at any part in the sales cycle, just send them a meme. Just send them a meme. It's like, there's the Kevin Hart meme where he's like, where are you at? And it actually has a highest response rate at any messages that we've sent. Just sending the meme. And so that meme has made a lot of salespeople a lot of money. And so you can just send that to your cold pipeline, send it to 200 guys, and you'll probably get five…
Escúchalo en el minuto 1:11:42
Apila cierres: varios ángulos seguidos sobre el mismo obstáculo
ConversiónCuando el prospecto se queda dudando en el filo, no esperes en silencio: mete varios cierres seguidos desde ángulos distintos sobre la misma objeción. Hormozi dice haber cerrado muchísimas ventas encadenando remates al ver la duda; la excepción es cuando acabas de bajar el precio, ahí sí conviene callarse.
That's where you want to like right hook, jab, Like you want to just like, ah, and then push them over. So I don't know if I subscribe to whoever talks first after you mention money. Like money maybe, but I can tell you I've closed plenty of sales where I can see them like, hey, it seems like you're hesitating. Right? Let me, like, let's close this up more. But in the vast majority, now obviously with the price drop, sometimes you do want to wait. But the vast majority of other times when I have a big pause, I'll just insert more closes from different angles around the same obstacle.
Escúchalo en el minuto 1:42:05
Quien más veces pide es quien más vende, y el rapport es lo que te deja pedir
ConversiónEl que más veces pide la venta es el que más vende. El problema es que pedir mal enfada al prospecto y ya no quiere seguir hablando contigo, así que el puente es el rapport: te da tiros ilimitados a puerta porque te mantiene dentro de la venta en vez de tumbarte de la silla.
And that's how you move forward in the sale. Because this is a law that you must understand about closing. He who asks the most times gets the most sales. This is a law. He who asks the most times gets the most sales. And the reason that this is so important is because asking when you ask wrong usually loses you sales because they don't want to talk to you anymore. And so if they get into a bad mood, they don't buy. And so how do you reconcile asking a lot of times closing the most sales with when you ask wrong, people stop wanting to talk to you. Therefore you can't ask more times. What…
Escúchalo en el minuto 1:30:17
Junta ventas y marketing bajo un mismo responsable de ingresos
Estrategia y decisiones de negocioEl conflicto clásico de ventas quejándose de la calidad de los leads y marketing quejándose de que no se cierra desaparece cuando dejan de sentarse en lados opuestos de la mesa. Desde que sus reuniones son de generación de ingresos, con un único responsable de adquisición al frente, dice no haber vuelto a tener esa fricción en sus empresas.
And for me, I've actually profited a lot by putting them under one roof. So I always have our meetings as basically revenue generation. And you can have a chief revenue officer who really oversees acquisition overall. And since I've done this, and I've done this for years, there's basically been no conflict between sales and marketing. They're working together to close as many deals as possible.
Escúchalo en el minuto 2:17:03
Subir la tasa de asistencia es más fácil que subir la tasa de cierre
Medición y experimentosUn 20% más de asistencia y un 20% más de cierre valen lo mismo en ingresos, pero no cuestan lo mismo: si el equipo cierra al 35%, arrancarle otro 20% de cierre es dificilísimo, mientras que recordarles trabajar sus leads y confirmar sus citas es fácil. Por eso conviene atacar primero el show rate.
are very important to the business. Because if I had to give you an option, hey, would you rather increase your close rates by 20% or increase your show rates by 20%, which would you choose? Well, if you're a smart business owner, you'd say, well, they're the same thing. Yes. So then the follow up question is, which one's more likely given the stats you're at? If your guys are closing at 35%, for you to get a 20% boost might be very, very difficult. But for you to just simply remind them to work their leads and follow up with their appointments might be very easy. And so you shout
Escúchalo en el minuto 15:32
No memorices cierres: entiende la falacia que hay detrás
ConversiónHormozi dice que no ha memorizado ningún cierre palabra por palabra, solo conoce el fondo de cada uno. Detrás de la objeción de tiempo siempre hay priorización: no falta tiempo, faltan recursos asignados de otra manera, y todos los cierres de esa familia giran alrededor de esa única idea.
Don't memorize. Understand. And so let me walk you through the big understandings that you have to have. All right. So if someone comes with a time objection, they're too busy, then it's really understanding that's a prioritization thing. That's all it is. So we have to allocate the resources differently. That's all the closes that are going to be around time are going to be around that.
Escúchalo en el minuto 1:44:31
En venta enterprise las técnicas de cierre transaccional no aplican
ConversiónTodo ese arsenal de cierre está pensado para forzar una decisión, y en una Fortune 100 o en una venta a gobierno normalmente nadie tiene poder para decidir solo: decide un comité. Ahí la palanca es otra, cuantas más personas de tu equipo hablen con más personas del suyo, mayor es la probabilidad de cierre y más suave la transición.
Now, in a big Fortune 100 or a government sale, things like that, oftentimes no one has the ability to make a decision. And it's a decision by committee. And so you basically need to continue to stay in the pocket. And in most enterprise sales, the amount of people that the customer talks to in your organization increases the likelihood of closing and a smooth transition. And so if they talk to two or three people on your team and you talk to two or three people
Escúchalo en el minuto 2:05:34
Cerrar la agenda el fin de semana crea un lunes lleno de no-shows
ConversiónSi no hay disponibilidad sábado ni domingo, todas las citas se apilan el lunes y el equipo se ilusiona con una agenda llena que termina en no-show tras no-show y reagendamientos. El prospecto hizo clic y agendó el fin de semana porque ese era su momento disponible para comprar; al empujarlo al lunes se pierde su ventana de intención.
and then you've got Saturday and then Sunday and then Monday, right? And so you skip these days. And so then this Monday gets stacked, right? You have all these people who are saying like, oh man, I'm going to show up. So your sales guys get amped. They're like, oh dude, Monday looks big. But as soon as Monday happens, it's no show, no show, no show, no show, reschedule. And you're like, what the hell? Well, you didn't make it available at the time when they wanted to actually come, which is Saturday and Sunday. That's when they clicked on the ad. That's when they actually made the
Escúchalo en el minuto 1:47
La venta empieza en el clic, no cuando suena el teléfono
ConversiónLa venta arranca en el momento en que el cliente interactúa con el negocio, no cuando entra a la llamada. Todo lo que pasa entre el clic y la llamada (el anuncio, el guion de agendamiento, la comunicación previa) cambia de forma masiva la tasa de cierre del equipo, independiente de lo que se diga durante la venta.
what happens before the sale, which yes, is absolutely part of the sale. So the first thing that a lot of people mess up is that the sale begins the moment the customer engages with your business, not the moment they get on the phone. And so how the interaction and communication happens between click and call will massively change your close rates on the team independent
Escúchalo en el minuto 37:42
La compensación recluta, pero no cambia el comportamiento del equipo
Estrategia y decisiones de negocioEn su experiencia, subir la compensación atrae mejores cerradores pero rediseñar el esquema una y otra vez casi nunca cambia cómo se comporta el equipo, porque el ciclo de recompensa llega demasiado tarde. La única excepción que ha visto es pagar sobre caja cobrada: eso sí aumenta la caja cobrada.
So compensation equals recruiting. Compensation, in my experience, does not equal performance. And I'm now you might be like, of course it does. I'm just telling you, in my experience, I have never had a compensation change really change the behavior of the team except for one thing, which I will share with you. If you compensate them off of cash collected, you will in general get more cash collected.
Escúchalo en el minuto 2:15:11
Ascender al mejor cerrador a jefe de ventas suele ser un error
Estrategia y decisiones de negocioHormozi dice haber cometido este error varias veces: los mejores cerradores son perfiles cazadores que solo quieren cerrar tratos y rara vez tienen la paciencia y la vocación de liderazgo que exige dirigir. Antes de ascender a alguien hay que mostrarle que el día a día de un jefe de ventas elimina justo las actividades que ama de su puesto actual.
your best closer usually isn't your sales manager. All right. And so this is a mistake that I've made multiple times in my life. And it's because typically the best closers are very like hunter type person. And there's nothing wrong with that. I mean, Hey, that's what makes the world go round. Um, but oftentimes they're not like super like leadership oriented, patient, willing to continue to invest in teammates. Like they just want to close deals. And so most times, most closers that
Escúchalo en el minuto 25:55
ConversiónHormozi detectó que su equipo cerraba a porcentajes absurdos, cercanos al 100%, un día específico del mes: el día de pesaje final del reto. Entre citas de 15 minutos los vendedores veían a veinte personas bajar 10 o 15 kilos y sacarse fotos del después, y esa convicción recién adquirida se transmitía al siguiente prospecto que entraba preguntando por el programa.
And I was like, what is it about this day? Do you want to know what day it was? It was way out day. And so when we'd run our challenges every week, we would have people who'd be weighing out from six weeks earlier. And so on Friday or Saturday, we'd have weigh outs. And so it'd be people coming in for 15 minute appointments and weighing out, taking their after pictures, weighing out, taking their after pictures. And after someone saw 20 people lose 20 pounds, 30 pounds, whatever it was in that time period, when someone would come in between those weigh-ins or after those weigh-ins, and…
Escúchalo en el minuto 36:24
ConversiónEl mejor vendedor de una compañía de timeshare le propuso al CEO dejar de repartir leads por round robin y darle a él los prospectos calificados. Probaron el cambio solo en su sede: su ingreso personal pasó de 250.000 a 3 millones de dólares al año y, al replicarlo a nivel nacional, la producción de la compañía se multiplicó por cinco.
and you're wasting my time. And then I see some really qualified person go into a dud closer's office and then he misses it. And it's like, shoot, you should give him my terrible lead. He's not going to close them anyways and give me the good one and I'll close them. And so the CEO decided to test it just with the location that this salesman was at. He took his income from $250,000 a year to $3 million a year for him as a salesman, personal income. But what was more important is that it 5X the company when they rolled it out nationwide. He increased the total output for that one location by…
Escúchalo en el minuto 13:17
Seguir leyendo
Esta es una de las 1872 entrevistas despiezadas. Puedes
ver todas, leer las ideas por tema o
empezar por la ruta guiada si no sabes por dónde.