Marketero · Entrevistas
Watch This To Get Ahead In 2026
43 ideas de marketing sacadas de «Watch This To Get Ahead In 2026», de Alex Hormozi. Sobre todo de estrategia y decisiones de negocio, marca y…
- 43 ideas despiezadas
- Fuente Alex Hormozi
- Dura 55 min
- Publicada en 2025
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Estudio de tiempo semanal metido en GPT para definir que roles contratar
Estrategia y decisiones de negocioRegistra todo lo que haces durante una semana, mete ese estudio de tiempo en GPT y pidele: si quisiera reemplazar el 100% de estas actividades, cual es el menor numero de roles que las cubre, con el nombre y la descripcion de cada puesto. Suele salir que haces algo de RR.HH., algo de marketing y algo de ventas, y entonces sabes que necesitas una persona de cada.
your, the activities that you currently do into component parts. The activity of doing that is we do time studies. So you look at what you do in a current week and then you start parsing out. Okay. You can take the entire time study, plug it into GPT and just say, Hey, what roles, uh, if I were to replace 100% of these activities, what are the, is the smallest amount of roles that could replace all of them and give me the job description and names for those. And it's like, okay, well then actually you do things, you do some HR shit and you do some, uh, marketing stuff and then you do some…
Escúchalo en el minuto 48:31
Memorizar el guion tachando una palabra en cada repeticion
ConversiónEl metodo para que un vendedor memorice el guion es imprimirlo, leerlo en voz alta, tachar una palabra y volver a leerlo, tachar otra y repetir. Cuando la hoja esta entera en negro has dicho el guion tantas veces como palabras tiene y ya te lo sabes; ellos lo llaman respirar el guion, y es el requisito para pasar al role play.
training anything. So they say something. And so the way that we train is number one is you have to memorize a script. And so the way you memorize a script is you put the script in front of someone, they print out a second script, and then they read the script out loud. And then they black out one of the words and they read it again. And they black out another word and they read it again. And by the time you've blocked out every single word, you've said the script for as many times as there are words in the script and you tend to fucking know it. And so then you're staring at an entirely…
Escúchalo en el minuto 30:46
Estrategia y decisiones de negocioMantiene un documento llamado la gran lista de ideas de Alex. Cada idea la desarrolla entera en un memo enlazado con como funcionaria y cuanto se ganaria, y despues sigue con su vida. Solo vuelve a abrir la lista cuando ve al equipo descansado y con brillo en los ojos, y al releerlas con distancia descarta la mayoria de las que en caliente le parecian enormes.
I didn't, I didn't have a way to mess that one up. Right. And so, and so, and so what I do is I had, I honestly have a document that's called Alex's big list of ideas. And every time I have an idea, I totally flush it out. I put, you know, I put a link on the doc to another doc that has a big memo that has like, this is how it'd work. This is what we'd make. This is how I blah, And then I keep living my life. And then when I finally see the team looks like they have smiles on their faces, like they're well rested, they have a glint in their eye. Then I pull back out my big list of ideas. And…
Escúchalo en el minuto 12:07
Estrategia y decisiones de negocioCuando alguien no hace lo que le pediste solo hay cinco causas posibles: no sabia que lo querias (la mas comun), no sabia como hacerlo, no sabia para cuando, algo se lo bloqueaba, o no queria hacerlo. Cada causa tiene su solucion: escribirlo, entrenarlo, ponerle fecha o quitarle el bloqueo.
to do something and they're not doing it, you have like four or five reasons that they're not doing it. Right. The first is they just didn't know that you wanted them to do it. Most common. Hey, did you that thing? And they're like, what thing? You're like, damn it. I didn't write it down. Did I? Okay. So we have to write it down. We have to, we have to put a deadline on it. Fantastic. So now I say, why didn't you do that thing? They say, well, I didn't know how to do it. Okay. Well, fine. So they didn't know how to do it. Now let's say we train them. So I told you that you needed to do it…
Escúchalo en el minuto 42:55
Vende en el punto de mayor carencia, no en el de mayor valor
ConversiónEl error de timing mas comun es vender cuando el cliente ya recibio todo el valor. Con el ejemplo del filete: a quien acaba de comerse uno excelente no le vendes un segundo; se lo vendes al entrar, cuando dice que esta muerto de hambre. La oferta correcta en el momento equivocado sigue siendo la oferta equivocada, y el punto de maxima carencia y el de maximo valor solo coinciden a veces.
offer's right, the timing's wrong. And so if I wanted to sell two steaks, what I would do is say, Hey, sir, how's it going? You say, great. I'm like, how hungry are you? You're like, dude, I'm fucking starving. And I'm like, guy like you, you're going to need two steaks. That's when you sell two steaks. Yeah. Before you've had your first bite before you're full, when you're at point of greatest deprivation where people get confused is they're like, Hey, people got a lot of value. That's when I want to sell the point of greatest deprivation and the point of greatest value only sometimes…
Escúchalo en el minuto 25:06
ConversiónLa peor forma de hacer role play es que la persona recite el guion entero; la segunda peor es dejarla terminar y darle el feedback al final, porque para entonces ya no lo recuerda y no sirve. Ellos avisan que interrumpiran 50 o 60 veces en el primer pase: cuando alguien falla se para, se le dice pruebalo asi, lo repite, y si sale bien se le manda fijarlo, o sea repetirlo una y otra vez. El aprendizaje ocurre porque…
go through a script where you say, Hey, just to be clear, we're going to interrupt you probably like 50 or 60 times. By the time you get to the end of it, that's okay. The worst way that do people do role playing is that someone, they go through a whole role play or someone just says the script. That's the worst way. The second worst way is that you go through it and we quote role play. And at the end, the guy says, all right, so, you know, at the beginning you could have done this a little bit different and, you know, kind of said this a little bit bad at the end. And you probably should…
Escúchalo en el minuto 31:28
La regla de 100: cuatro horas diarias de prospeccion durante 100 dias seguidos
Canales de adquisiciónHormozi propone escalar la prospeccion por volumen: 10 contactos manana, 20 al dia siguiente, luego 30, 50 y 100. Su regla de 100 consiste en dedicar cuatro horas al dia a esa actividad durante 100 dias seguidos, y afirma que quienes se comprometen de verdad ven cambiar el negocio bastante antes del dia 100.
which means you do 10 outreaches tomorrow and you're like, this sucked. Nothing happened. And you say, great. Tomorrow I will do 20. And then you do 30 and then you do 50 and then you do a hundred and you keep going. But I promise you, if you do the rule of 100, which is in that book, you do a rule of 100 and you do that for a hundred straight days, your business will grow. Yeah, for sure. And what's crazy is that people actually fully commit to it. And then like way before day a hundred, they're like, holy cow, my whole business has changed. But like, you have to commit to it. You have to go…
Escúchalo en el minuto 2:06
Estrategia de contenidosEmpieza todos sus videos con la misma formula: quien es, que empresa tiene, cuanto facturo su portafolio el ano pasado y para que hace los videos. Lo hace a proposito para demostrar estatus y credibilidad lo mas rapido posible. El poder, que es la pieza que elegiria si solo pudiera tener una, no se declara: se gana segun lo bien que le funcionen a la gente las instrucciones que das.
I have all four, right? And so the idea is that if we want to gain influence, we want to have as many of those loops demonstrated as often as possible in the content that we have. The reason I start every video with, my name is Alex Ramosi, I own acquisition.com. This portfolio last year at over $250 million a year. And the reason I make these videos is so I can help you do X, Y, and Z, so we can eventually blah, All right. I do that because I'm trying to demonstrate these things as fast as I can. I try to demonstrate status, credibility. The power occurs from how good the advice that I give…
Escúchalo en el minuto 37:23
Conocimiento declarativo para vender, conocimiento procedimental para cobrar
Estrategia de contenidosHay dos tipos de ensenanza: el conocimiento declarativo es saber sobre algo y el procedimental es saber como hacerlo. El declarativo es con lo que se vende; el procedimental es lo que se vende. Si ensenas tacticas la gente se va con una lista de tareas y con la sensacion de que ya esta servida, porque el valor de una tactica solo se cobra al ejecutarla, es decir con retraso, y eso mata la compra de hoy.
The issue is not understanding what kind of information you should teach at each stage. And so there's two types of education. There's declarative knowledge and there's procedural knowledge. This is, I didn't invent this. It's just education system. The last 100 years, but people just don't talk about it. So, um, uh, declarative knowledge is knowledge about something. This is what you use to sell. Procedural knowledge is about how to do something. This is what you sell. If you use this to try and sell stuff, people will walk away with a shitload of to do's and they're like, I'm good. What you…
Escúchalo en el minuto 27:02
ConversiónSu equipo comercial entrena a diario, hace role play todos los dias sin excepcion, y cada semana tiene un uno a uno con su manager revisando grabaciones de sus propias llamadas para trabajar puntos concretos. Sostiene que la inmensa mayoria de las empresas subestima cuanto entrenamiento hace falta para tener un equipo de primer nivel.
of get, you guys have my schedule for how we onboard and how we train. And I think for many people, that's a big belief breaker. It's hard for people to comprehend exactly how much we train at acquisition.com. It's a shitload. Um, and so to give context on that, our sales team trains every single day, every day, and they all role play every single day. And every week they have a one-on-one with game tape with their manager of what they specifically need to work on. And like that muscle
Escúchalo en el minuto 30:06
O muy caro a unos pocos o muy barato a todos: el medio es donde se muere
Oferta y precioSu principio de precios es vender algo carisimo a unos pocos seleccionados o algo baratisimo a todo el mundo; el medio es donde la gente muere. Si lo que vendes no es escalable porque depende de personas, cobra el margen bruto mas alto posible a quien tiene dinero para pagarlo. Servir al mercado masivo solo funciona si desarrollas un producto de escala realmente ilimitada.
concept is how I go about pricing a product. The fundamental principle I follow is either sell extremely expensive to a select few or something super cheap to everyone. The middle is where people die. And so fundamentally big picture, if you will sell something that is not scalable, then you want to sell with the absolute highest gross margins to the people who can afford that ticket, which makes sense to sell to people who have lots of money to get the money from them. On the other hand, there's tons and boatloads of people who have very little to no money. And so if you're going to serve…
Escúchalo en el minuto 21:52
La prueba de la camisa: si olvidas la idea, no era buena
Estrategia y decisiones de negocioToma prestada de la pelicula The Blind Side la regla de no comprar la camisa el mismo dia: si una semana o dos despues sigues pensando en ella, vuelve y comprala. Aplica lo mismo a las ideas de negocio. Si se te olvida, no era tan buena idea; las que te siguen carcomiendo por las noches son las que merece la pena desarrollar mas a fondo.
Blind side. So she said that I actually think about this a lot with ideas. She said, if you like a shirt, she's like, you know, don't buy it. But if you go home and you're still thinking about it, you know, a week or two later, like you should probably go back and grab the, grab the shirt or whatever. Right. And so I think about that with ideas. Like if I'm able to, like I have this fear. What if I forget the idea? If I forget the idea, it wasn't that good of an idea. But the ones that like keep you up at night, that keep gnawing at you, those are the ones that like I'll flesh out more
Escúchalo en el minuto 13:04
Estrategia de contenidosEl miedo a regalar los secretos en el contenido esta al reves: el 99% de la gente nunca te va a comprar, pero todos te juzgan por la calidad de tu contenido gratuito. La formula es dar toda la informacion y cobrar por la implementacion.
do you sell without giving away all your secrets? Right. A lot of people are afraid when they make content. Well, what if I give away all the secrets? Like no one will have anything to buy from me, which is the exact opposite because 99% of people are never going to buy from you, but they will judge you based on the quality of your free content. And so the idea is like, give away all the information and then sell the implementation.
Escúchalo en el minuto 26:35
Los cuatro componentes de la influencia: estatus, poder, credibilidad y semejanza
Marca y posicionamientoLa influencia se compone de cuatro piezas, SPCL por sus siglas en ingles. Estatus es cuantos refuerzos controlas, o sea las cosas que la gente quiere. Poder es la correspondencia entre lo que dices y lo que pasa: si alguien sigue tus instrucciones y le va bien, ganas influencia. Credibilidad es la prueba de terceros de que lo que dices es cierto. Semejanza es cuanto se parece la audiencia a ti; por eso la de Layla…
So there are, there are four components of influence, right? You have SPCL specials, the easy way to remember it. You have status, which is the number of reinforcers that you control the stuff that people want. You control that. The second is power, which is say, do correspondence, which is when I tell someone to do something, if they follow those instructions, a good thing occurs, you gain more influence. The third is credibility. So is there a third party world that proof that what I'm saying is true? And then fourth is likeness. How similar are they to me now in this
Escúchalo en el minuto 34:46
Estrategia y decisiones de negocioEn vez de listar reglas en abstracto, piensa en las condiciones donde hay comportamiento: que reglas rigen una reunion, por ejemplo. En acquisition.com la regla es que si no estas hablando estas en mute, y hablar por lo bajo con otro durante una reunion es casi motivo de despido porque significa que no estas atendiendo.
how do we like, and think about when you're thinking about these rules, think about the conditions where behavior exists and it'll be much easier for you to think about the rules of behavior. So it's like within a meeting, what are all the rules of a meeting? Right? So maybe at acquisition.com, if you're not talking, you're muted. That's a rule. And if you talk while you're in a meeting and you're not talking, like you're not talking to everyone else, like that's like close to grounds for termination. Um, just because it means you're not paying attention. Why are you here? Then like,
Escúchalo en el minuto 52:19
No busques un unicornio: ensamblalo por piezas
Estrategia y decisiones de negocioEl fundador aprendio marketing, ventas, producto y contratacion durante anos, y luego pretende contratar a una sola persona con esa misma vida por una fraccion de su sueldo. Buscar ese unicornio no es productivo; hay que despiezar el rol y montar una aproximacion: el cuerno del rinoceronte sobre un caballo blanco mas unas luciernagas. No sera tan bueno como tu, pero sera bastante bueno.
we're doing. Right. Yeah. So we have to break it into parts. And so I give the analogy of the unicorn, right? So like you're a unicorn in your business. You looking for unicorns is probably not a productive activity. But if you wanted to create something that was an approximation of a unicorn, it's like, okay, well, I need the horn so I can go find a rhinoceros and I'll get the horn part. And then, but that body's not going to work. So I got to go get a horse. It's going to be a white horse. It's not going to have a horn. Well, fine, I can get the horse. But then what about the magic pixie…
Escúchalo en el minuto 46:45
Pagar 60.000 al ano para recuperar el 80% de tu tiempo
Estrategia y decisiones de negocioEjemplo de una empresa de climatizacion: el dueno queria reclutar mas gente pero el 80% de su tiempo se iba en incidencias sueltas de atencion al cliente. Contratar a alguien que las cubriera costaba 60.000 dolares al ano sobre un beneficio de 400.000, es decir bajar a 340.000. La respuesta es si: hoy ganas menos, pero recuperas el 80% del tiempo para hacer crecer el negocio.
something blocking me? I would go recruit more people for my HVAC company, but right now, 80% of my time is dealt with these customer service issues that are coming up onesie twosies all day. Okay, great. How much does it cost to replace the onesie twosie thing? Cost me $60,000 a year. I $400,000 in profit. Am I willing to go from $400,000 to $340,000 in profit in order to get 80% of my time back? Yes. But that means I'm going to make less money. Yes. Today. But then I'm going to get 80% of my time back so that I can then focus on how to figure out how to do more. And so it's just,
Escúchalo en el minuto 44:43
Mensaje y copywritingNadie actua por el valor recibido sino por la falta que siente: duermes cuando estas agotado, comes cuando estas hambriento. En un pitch el trabajo es agitar el dolor y ensanchar la brecha entre donde esta la persona y donde quiere estar. Como en lo monetario esa carencia no es fisiologica sino percibida, hay que construir la percepcion de carencia; su ejemplo es que rodearte de gente mucho mas rica te hace sentir…
you create deprivation around the next thing. And so the motivation for any person to take action on anything is the amount of lack they have. Deprivation. You're incredibly motivated to sleep when you're exhausted. You're kind of motivated to eat when you're starving, incredibly motivated to fuck when you're having. Right. And so the idea is we want to extend. That's why in a pitch, it's all about the pain. It's like, how can we agitate the pain? How can we extend where they are to where they want to be and make this gap bigger and bigger and bigger for us in a monetary world, which is what…
Escúchalo en el minuto 25:35
Mensaje y copywritingNadie actua por el valor recibido sino por la falta que siente: duermes cuando estas agotado, comes cuando estas hambriento. En un pitch el trabajo es agitar el dolor y ensanchar la brecha entre donde esta la persona y donde quiere estar. Como en lo monetario esa carencia no es fisiologica sino percibida, hay que construir la percepcion de carencia; su ejemplo es que rodearte de gente mucho mas rica te hace sentir…
you create deprivation around the next thing. And so the motivation for any person to take action on anything is the amount of lack they have. Deprivation. You're incredibly motivated to sleep when you're exhausted. You're kind of motivated to eat when you're starving, incredibly motivated to fuck when you're having. Right. And so the idea is we want to extend. That's why in a pitch, it's all about the pain. It's like, how can we agitate the pain? How can we extend where they are to where they want to be and make this gap bigger and bigger and bigger for us in a monetary world, which is what…
Escúchalo en el minuto 25:35
Cultura es el conjunto de reglas si-entonces que gobiernan el refuerzo
Estrategia y decisiones de negocioHormozi define cultura como las reglas, dichas y no dichas, que gobiernan el refuerzo dentro de una organizacion. Una regla es un condicional: si haces esto te premian, si haces esto no pasa nada, si haces esto te castigan. Definirla asi la vuelve mejorable; mientras sea una palabra vaga no se puede arreglar.
you don't know what it is. Sure. So I define culture as the rules spoken and unspoken that govern reinforcement in an organization. So what are the rules? If that like, and then what is a rule? A rule is a conditional statement of if this, then that. So if you do this, then you will get rewarded. If you do this, then nothing will happen. If you do this, then you'll get punished. So culture is a series of rules that govern what happens, good stuff, bad
Escúchalo en el minuto 50:38
La eulogia inversa: mil palabras para toda una vida
Estrategia y decisiones de negocioEscribir el elogio funebre de su madre le enseno a Hormozi que casi nada de lo que nos angustia entra en el texto, y tampoco entra casi nada de lo que nos esforzamos por conseguir. De ahi el ejercicio de la eulogia inversa que atribuye a Charlie Munger: escribe hoy la tuya sabiendo que solo tendra entre 500 y 1.000 palabras, porque la gente esta ocupada y tiene sitios donde ir.
I think writing my mother's eulogy was really valuable for me because if anyone here has written a eulogy or an obituary or anything like that, you get to see what's included and what's not included. And a hilarious amount of the things that we stress about in life are not included. Also, a hilarious amount of the things that we strive to achieve are also not included. And so when I think about, and I think Charlie Munger is the first, like he's the first person that I know said, I'm sure plenty of people have said it before him, but, um, I love the concept of the reverse obituary or the…
Escúchalo en el minuto 53:50
Estrategia y decisiones de negocioComo emprendedores saltamos de entrada a la conclusion de que el empleado no queria hacerlo, y en la experiencia de Hormozi esa es la ultima causa que resulta ser real. La mayoria de la gente que tiene un trabajo prefiere conservarlo y prefiere sentir que lo hace bien, asi que casi siempre el problema es una de las otras cuatro causas.
Which one did you want me to do? And then finally you get into this, which is that I didn't want to do it, which in my experience is the first place that we go to as entrepreneurs. And typically the last one that's reality. Most people I have found when they have a job prefer to keep it. And I've also found that most people prefer to feel like they're doing a good job at their job. And so it's usually one of these other issues. And so this provides a really good framework for having those conversations.
Escúchalo en el minuto 43:48
Martha Stewart: dar instrucciones que funcionan durante anos crea poder de venta
Marca y posicionamientoPresenta a Martha Stewart como la primera influencer y la primera mujer billonaria hecha a si misma. Su mecanica fue dar durante anos instrucciones concretas a mujeres sobre como hacer cosas; ellas las seguian, salia bien y las felicitaban. Cuando finalmente decia compra mi libro, la respuesta era obvia: todo lo demas que me has dicho que haga me ha funcionado.
heard of Martha Stewart, hopefully. Martha Stewart's a goat. I have a tremendous amount of respect for her. She was the original influencer, one of the first ever. And everyone was amazed that she became the first self-made female billionaire. No one talks about this. First self-made female billionaire. Why? She literally gave women instructions for years on how to do stuff. And then they followed those instructions and then good things happened. They made the cake, exactly. And then everyone said, oh, you're amazing, mom. And they do that over and over again. So when she says, buy my book…
Escúchalo en el minuto 37:58
Estrategia y decisiones de negocioLa via preferida de Hormozi es codificar todas las reglas de comportamiento (facilmente mas de cien) diciendo que se premia y que se castiga, y luego agruparlas en tres frases o tres palabras que, al desplegarlas, devuelvan ese conjunto de conductas. La via rapida y sucia es elegir tres valores y describirlos lo mejor posible, que es como se suelen crear.
and then what's probably the easier, faster one. So that my preference is actually codify it all and say like, what are all the things that make us us? And of course you're going to have your values and whatnot, but I see values as chunked up rules. So if I were to say I have 200 rules of behavior that I want to say, these are the things that are rewarded. These are the things that are punished. Okay. How can I chunk these into three statements or three bulleted words that when unpacked would mean that if I believe this to be true, this is the set of behaviors that will go along with it…
Escúchalo en el minuto 51:33
Hacer prospeccion es un termino empaquetado con cien pasos escondidos debajo
Estrategia y decisiones de negocioCuanto menor es la habilidad de quien recibe una instruccion, mas especifica tiene que ser. Decir haz prospeccion suena a una sola tarea, pero debajo hay cien comos: calentar un dominio, escribir el opener, integrar las herramientas. La gente se atasca en uno de esos comos y abandona porque nadie se los desglosa.
the skill level of the individual, the more aggregate skills they have to learn in order to chunk up. And so sometimes people hear the word, Oh, you just need to do outreach. But that is a bundled term that has a hundred things underneath of it, which is like, how do I warm up a domain? How do I set, you know, what's an opener? How do I integrate my, you know, Clavio with my whatever, right? Like, how do I integrate these tools? And so there's a hundred hows underneath of it. And they'll usually get stuck on one of the hows and being unwilling to try because it's so frustrating of like,
Escúchalo en el minuto 4:22
Seis preguntas hasta dar con la restriccion real del negocio
Estrategia y decisiones de negocioDespues de un lanzamiento Hormozi aplico esta cadena de preguntas a si mismo y tuvo que bajar seis niveles para encontrar el cuello de botella: reclutar ejecutivos. Hoy el 80% de su tiempo va ahi (cuatro reuniones con ejecutivos en un solo dia mas el seguimiento posterior) y cuando esa gente este integrada repetira el ejercicio para encontrar la siguiente restriccion.
being like, okay, this is what I need to do. I literally went through this process. So post launch for me, I was like, okay, I have this bandwidth back. What's the next thing, train of the business. And for me, it was six questions down for me to be like, that's what the issue is. And that's what I'm focused on. And so right now, 80% of my time is dealing with that constraint, which is I'm heavily recruiting executives right now. That's what I'm doing with my time. Yesterday at four executive meetings and I have follow-up notes and connections afterwards that I have to do. That's what my…
Escúchalo en el minuto 45:17
Estrategia y decisiones de negocioCuando monto su family office leyo 15 libros en dos semanas sin hacer nada mas. Su forma de resolver una restriccion no es elegir un metodo sino aplicarlos todos a la vez: leer varios libros, ver todos los videos, contratar a alguien bueno que revise su trabajo en tiempo real, hasta que ese problema deja de ser el problema. Sostiene que la gente falla por identificar mal la restriccion o por actuar demasiado poco…
we're going to start this family office, I think I read 15 books in like two weeks on, you know, different family office structures, different investment theses, um, books by people who ran big hold codes just so I could get some better idea of this stuff. And I would say 15 books is not like a huge amount of information, but it was like, just to give an idea of like, I did nothing else besides read. Um, and so if I thought that sales was the issue, I think people try to solve a problem one way. I tend to approach a problem with like, I don't care which one works. I will do all of them…
Escúchalo en el minuto 7:35
Con cuentas por pagar no toca pensar a cinco anos, toca ir de 100 mil a un millon
Estrategia y decisiones de negocioEs muy dificil tener vision cuando tienes facturas que pagar, asi que primero hay que resolver lo personal para comprarse aire mental. Mientras tanto el foco unico debe ser como paso de 100 mil a un millon al ano, algo que segun el se puede lograr en un ano; el horizonte largo llega despues, cuando mas recursos y habilidades cambian tu vision del tablero.
can see. It's very difficult to have vision when you have bills to pay. And so you have to get that situated first. In my opinion, you have to get your like personal stuff figured out and then you'll buy yourself breathing room to think further. Yeah. So in that case, then am I thinking three to five years? No, I think you figure out how to like go to a million dollars a year and like, don't worry about anything else. Say it again. I'm sorry. I think you think, how do I go from a hundred K to a million? That's my whole focus. And you can do that in a year. Yeah. Um, and like
Escúchalo en el minuto 18:55
La marca es un historial de refuerzo positivo que preprograma conductas
Marca y posicionamientoDefine marca como construir un historial de refuerzo positivo con una audiencia amplia que ademas tenga alta probabilidad de comprarte en el futuro; en la practica es preprogramar conductas. Frente a una audiencia fria, una audiencia con marca cumple mucho mas tus peticiones: mira esto, compra esto, agenda una llamada, lee este correo. Funciona porque la ultima vez que te hicieron caso les paso algo bueno.
Okay. Now in this next section, I want to talk about influence and branding. And the reason this is so important is that fundamentally branding is building a history of positive reinforcement with a large audience that ideally has a high likelihood of purchasing from you in the future. And so think about branding as pre-programming sets of behaviors. And so if I have a cold audience, and then you have a branded audience or people who have an association between you and the thing that is good, right? Then these people are going to be far more likely to take a desired action, right? So branding…
Escúchalo en el minuto 33:43
Un equipo de ochos con un proceso de diez gana a un crack sin proceso
ConversiónEl vendedor estrella suele ser un vaquero que hace lo que quiere mientras cierre, y a largo plazo eso es un cancer cultural que ademas suprime al resto del equipo y hace imposible escalar por falta de consistencia entre representantes. Hormozi prefiere un equipo entero de ochos ejecutando un proceso de diez sobre diez, y afirma que ese equipo siempre rinde mas que uno con una estrella y sin proceso.
deference that we give to the process. And so if you have a star salesperson, one of the difficult parts is that that person tends to be a cowboy, right? Does whatever he wants as long as he closed deals. That is a cultural issue. It will be a cancer long-term if he's a prima donna. And so most of the time, I would rather have a team of all eights closing on a 10 out of 10 process. And that team will always outperform a team that has one star and no process.
Escúchalo en el minuto 33:19
Estrategia y decisiones de negocioAl despiezar tu rol, lo que haces se reduce a dos cosas: tomar decisiones o hacer trabajo de contribuidor individual. Hay que quitarle el misticismo al soy el visionario y yo pongo la energia, y aceptar que la mayoria de los negocios pequenos no necesita mas ideas sino mas ejecucion.
Those are going to be the core elements of what you do. Right. If you want ideating, then maybe that's going to come here and then we'll make a decision about it. Right. But most small businesses don't need more ideas. They need more execution. And so we just have to break what you do day to day to the buckets, the constituent parts of what they are and just take all the mysticism out of it. I've like visionary and I've got the energy and whatever. It's just like you do this stuff. This stuff makes money. We need other people to do that stuff.
Escúchalo en el minuto 49:50
Estrategia y decisiones de negocioAl despiezar tu rol, lo que haces se reduce a dos cosas: tomar decisiones o hacer trabajo de contribuidor individual. Hay que quitarle el misticismo al soy el visionario y yo pongo la energia, y aceptar que la mayoria de los negocios pequenos no necesita mas ideas sino mas ejecucion.
Those are going to be the core elements of what you do. Right. If you want ideating, then maybe that's going to come here and then we'll make a decision about it. Right. But most small businesses don't need more ideas. They need more execution. And so we just have to break what you do day to day to the buckets, the constituent parts of what they are and just take all the mysticism out of it. I've like visionary and I've got the energy and whatever. It's just like you do this stuff. This stuff makes money. We need other people to do that stuff.
Escúchalo en el minuto 49:50
Estrategia y decisiones de negocioAl despiezar tu rol, lo que haces se reduce a dos cosas: tomar decisiones o hacer trabajo de contribuidor individual. Hay que quitarle el misticismo al soy el visionario y yo pongo la energia, y aceptar que la mayoria de los negocios pequenos no necesita mas ideas sino mas ejecucion.
Those are going to be the core elements of what you do. Right. If you want ideating, then maybe that's going to come here and then we'll make a decision about it. Right. But most small businesses don't need more ideas. They need more execution. And so we just have to break what you do day to day to the buckets, the constituent parts of what they are and just take all the mysticism out of it. I've like visionary and I've got the energy and whatever. It's just like you do this stuff. This stuff makes money. We need other people to do that stuff.
Escúchalo en el minuto 49:50
El bucle del infomarketer: 10 testimonios de cada 1.000 clientes
Oferta y precioSi vendes a 1.000 personas, 10 van a tener buen resultado por pura estadistica, aunque el producto sea malo. El infomarketer usa esos 10 testimonios para vender, el resto dice que es basura, y entonces tiene que inventar una oferta nueva y repetir el ciclo para siempre. Hormozi lo llama directamente mentir en publicidad.
Yes. So the reason that the, you keep doing more offers is because you say it's great. You get a handful of testimonials. Cause if you sell a thousand people, you can get 10 people to get a good result because they're going to get a good result no matter what, because they're 10 out of a thousand are going to have something good happen. So you get your 10 results and then you convince people and then they buy. And then all of a sudden those people say this sucks. And so then you have to start all over again saying this new thing is amazing and great. And then get your 10 testimonials from…
Escúchalo en el minuto 41:51
Estrategia y decisiones de negocioLa primera vez que contratas esos roles, dos de cada tres van a ser malos porque todavia no tienes reconocimiento de patrones; uno saldra aceptable. Vuelves a contratar y tardas seis meses en darte cuenta. Es el peaje: hay que seguir intentandolo hasta llegar al siguiente escalon de 500.000 o un millon al mes, donde volveras a fallar con el siguiente puesto.
actually have something that works? And the first time you hire them, two out of the three will suck because you don't have pattern recognition. And then one of them will be okay. And then you'll hire again and it'll take you six months to figure that out. And like, but that thing is, is that once you get there though, you will finally be able to get to 500 or a million a month or whatever the next stopping point is. And then you'll be like, fuck, I don't know how to hire this next person. And then you'll fail for a while and then you'll get it. You just can't stop. You can't stop trying…
Escúchalo en el minuto 49:09
Scale zero: cambiar margen por un negocio que no te necesita
Estrategia y decisiones de negocioCuentas de ejemplo: facturas 20 millones al 50% de margen y ganas 10, pero estas metido en todo. Si contratas de verdad a toda la gente que necesitas, el beneficio cae de 10 a 4 millones y tu ya no haces nada; pero esa empresa puede pasar de 20 a 40 millones de facturacion y entonces ganas 8 sin ti dentro. El objetivo es scale zero: sacrificar margen para que el negocio requiera cero de ti.
terms I use is scale zero. And so the goal is like, how can I get, so let's say that, let's say hypothetical math. If I do something, I make $20 million a year and it's 50% margins and I'm heavily involved in a whole bunch of shit, right? If I hire truly all the people that I need, maybe my margin goes from 10 million to four. Let's just, it would just be an extreme here, but I do nothing now. But now that company can then go from 20 to 40 and I can make eight on 40 and it requires zero of me. And so again, it's this, a lot of times we have our ego tied
Escúchalo en el minuto 47:41
Investigación de mercado y clienteServir la parte baja del mercado es duro porque, aunque el precio sea pequeno, representa un porcentaje enorme de los ingresos o los ahorros de esa persona. Por eso llega con las expectativas de quien te entrega los ahorros de su vida, nada le basta nunca, y acaba desgastando tu reputacion y la moral de tu equipo. Ademas son los que exigen que prometas el mundo por diez dolares.
just don't know you exist. The reason that it's so tough to service the bottom end of the market is that for them, the small amount of money is a huge percentage of their income or their savings. And so they will have the expectations of someone who gives you their life savings. And so there's almost nothing that can satisfy. Right. And so you will, you will drain your reputation and you will drain the morale of your team because there will never be something that is enough. And also those tend to be the types of people who want you to promise everything in order to get your $10. Right. And…
Escúchalo en el minuto 23:34
Estrategia y decisiones de negocioTodo negocio que depende de una persona concreta tiene key man risk, y es un arma de doble filo: cuanto mejor te haces en algo, mas insustituible eres y mas te conviertes en un pasivo para el negocio al mismo tiempo que en un activo. Vale para el fundador y para cualquier empleado.
creates something called key man risk. And this is the next business principle that I use. And so fundamentally every business, if it's relying on any person, whether it's the entrepreneur or otherwise, if that person is going to be key man. Now, this is a double-edged sword because the better you get at something, the more key man you are. And so the more you've invested in yourself, in some ways you become a liability for the business as much as you are an asset, but this applies across the board. And so the only real way to pay this down, I'll explain in this little clip.
Escúchalo en el minuto 45:57
En un funeral no se habla de dinero, se habla de servicio y caracter
Estrategia y decisiones de negocioEn el funeral de un titan de la industria esa frase ocupa una sola linea y cubre cuarenta anos de carrera; a partir de ahi todo el discurso gira sobre dos temas: el servicio y el caracter. De ahi salen las dos preguntas utiles: que causas merecen que las sirva, y que rasgos necesito exhibir para poder servirlas al maximo nivel.
the accomplishments we have, like, if I really think about like what the, you know, the Alex funeral is going to be, no one's going to give a shit about how much money I made or anything like that. No one, like imagine Titan of industry, right? Like some people want to be cover of Forbes or whatever it is. It's like, when you go to that guy's funeral, you know, they don't start with like, he was a Titan of industry. Okay, fine. That was one sentence. And that was, that covers 40 years. Great. Uh, but then they're going to transition to two things, which is what I saw as the common theme…
Escúchalo en el minuto 54:44
Marca y posicionamientoLa marca se compone de lo que tu dices de ti, lo que otros dicen de ti y lo que el cliente piensa despues de recibir el producto. Es como ir al cine: ves el anuncio, un amigo te dice que estuvo buena y vas, pero una vez dentro tu opinion sobre la pelicula ya no depende de tu amigo.
you'll still want to get it. Um, and then that cycle continues to reinforce. And so that is the brand loop. It's like what other, what you say about you, what other people say about you. And then finally, what the customer thinks about you after delivering the product at that point is the final, the final point. So like said differently, if you're going to go see a movie, you see the advertisements of the movie first. And then you're like, huh, that looks interesting. And then a friend of your sees the movie and they're like, you're like, was it good or bad? And they're like, Oh, it was good…
Escúchalo en el minuto 41:11
Para trasplantar la cultura manda al campeon de cultura, no al mejor tecnico
Estrategia y decisiones de negocioAl abrir una sede nueva, primero comprueba que el lider de alli cumple de verdad esas reglas, y despues mueve alli a tu mayor campeon de cultura, siempre que la cultura de la sede original pueda seguir reforzandose sin esa persona.
what culture means to you. And then when you have that as the litmus test, when you go and transpose that to the new location, one, you want to make sure that the leader does actually adhere to those sets of rules and, um, behaviors. And my, my way of doing this would be to take the, the biggest culture champion here and move them there provided that culture can still reinforce itself without that leader. Death creates clarity. A business owner asked me about what I meant by death creates
Escúchalo en el minuto 53:00
Con marca suficiente puedes vender sin prometer nada
Marca y posicionamientoCuando la marca es lo bastante fuerte se puede lanzar una oferta sin promesas: basta decir que todo lo que te han comprado antes fue bueno y que esto tambien les va a gustar, que confien. Mientras se cumpla esa promesa, el ciclo se refuerza y la siguiente venta es aun mas facil.
happens when you build a strong enough brand, right? And so, but like, but that's, but that's exactly the point is just like, once the brand gets high enough, then you can just make the offer with no promises and say, Hey, every other thing that you've bought for me has been good. You'll like this too. Trust me. And then people will buy. And as long as I keep that promise, the next time I have a thing, hopefully
Escúchalo en el minuto 40:51
Marca es alcance por influencia en la direccion correcta
Marca y posicionamientoUna marca fuerte tiene tres componentes: alcance grande, influencia alta y en la direccion correcta. Los padres son el ejemplo extremo de influencia altisima con alcance minimo; un personaje polarizante tiene alcance enorme e influencia real porque cambia el comportamiento de la gente, la odien o la amen.
Your parents have super high influence, very small reach. So all of our parents here are most of your parents. If you didn't have parents, sorry. Um, but let me tell you how parents work. Uh, so for most people, parents have super strong brand for you for very tiny reach. So in other words, you'll have a strong brand when you have large reach, high influence and in the right direction. So let me explain what
Escúchalo en el minuto 40:28
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