Marketero · Entrevistas
Your Business Is NOT What You Think It Is
37 ideas de marketing sacadas de «Your Business Is NOT What You Think It Is», de Alex Hormozi. Sobre todo de estrategia y decisiones de negocio, oferta y…
- 37 ideas despiezadas
- Fuente Alex Hormozi
- Dura 41 min
- Publicada en 2024
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Estrategia y decisiones de negocioCuando el cuello de botella es el talento y no los clientes, replica el embudo que ya dominas: en vez de generar leads de clientes, genera leads y postulaciones de candidatos; en vez de la llamada de venta, la entrevista; en vez de onboarding de clientes, onboarding del empleado; y después entrenamiento hasta que sea competente y pueda ascender dentro de la organización. Es la misma maquinaria de adquisición…
and so once we we started walking through this I was like oh you're in the recruiting and training business and I was like okay think about it like this you know how to acquire customers you have to Market you generate leads you work the leads you have a you have a sales call and then you onboard them and then you retain them and you send them I was like we need to flip that and so you need to think about what is my acquisition for talent how do I generate leads and applications for talent instead of sales how do I interview instead of uh instead of onboarding customers how do I onboard a new…
Escúchalo en el minuto 7:49
Estrategia y decisiones de negocioCuando el cuello de botella es el talento y no los clientes, replica el embudo que ya dominas: en vez de generar leads de clientes, genera leads y postulaciones de candidatos; en vez de la llamada de venta, la entrevista; en vez de onboarding de clientes, onboarding del empleado; y después entrenamiento hasta que sea competente y pueda ascender dentro de la organización. Es la misma maquinaria de adquisición…
and so once we we started walking through this I was like oh you're in the recruiting and training business and I was like okay think about it like this you know how to acquire customers you have to Market you generate leads you work the leads you have a you have a sales call and then you onboard them and then you retain them and you send them I was like we need to flip that and so you need to think about what is my acquisition for talent how do I generate leads and applications for talent instead of sales how do I interview instead of uh instead of onboarding customers how do I onboard a new…
Escúchalo en el minuto 7:49
Estrategia y decisiones de negocioCuando el cuello de botella es el talento y no los clientes, replica el embudo que ya dominas: en vez de generar leads de clientes, genera leads y postulaciones de candidatos; en vez de la llamada de venta, la entrevista; en vez de onboarding de clientes, onboarding del empleado; y después entrenamiento hasta que sea competente y pueda ascender dentro de la organización. Es la misma maquinaria de adquisición…
and so once we we started walking through this I was like oh you're in the recruiting and training business and I was like okay think about it like this you know how to acquire customers you have to Market you generate leads you work the leads you have a you have a sales call and then you onboard them and then you retain them and you send them I was like we need to flip that and so you need to think about what is my acquisition for talent how do I generate leads and applications for talent instead of sales how do I interview instead of uh instead of onboarding customers how do I onboard a new…
Escúchalo en el minuto 7:49
Empujar o pivotar: escribe tus supuestos y pivota solo si se caen
Medición y experimentosHormozi distingue dos tipos de dificultad. La buena es cuando tus supuestos de primeros principios se sostienen (hay contadores en TikTok, se les puede alcanzar con anuncios de forma rentable) y lo único que falta es iterar: ahí se empuja. La mala es cuando un supuesto de base se demuestra falso con datos, por ejemplo si TikTok prohibiera a los contadores; ahí se pivota. Deja los supuestos escritos antes de invertir…
there's two very different types of hard in business and there's the good kind of hard and there's the bad kind of hard so the good kind of hard as I see it is that you have you have underlying assumptions that you believe to be true from a first principal's level so I'll particular business and we think that fundamentally so this is the principal perspective are there let's say accountants on Tik Tok yes I think there are accountants on Tik Tok okay is there a way that we can run ads profitably and get our messaging in front of those people on Tik Tok if the answer is yes then I…
Escúchalo en el minuto 19:12
Investigación de mercado y clienteHormozi reconoce que solo descubrió el problema real de cada negocio después de meterse en él. Su recomendación es hacer el trabajo previo: hablar con gente que ya opera en ese mercado y preguntarles directamente cuál es la parte más difícil de su negocio, para saber qué problema vas a tener que resolver antes de comprometer dinero y tiempo.
my own experiences that because I'm probably just a nan or an idiot I only learn about it once I get into it and so as a recommendation if you are going to enter into a new Marketplace talk to people who are in it and ask them what the hardest part of their business is
Escúchalo en el minuto 8:45
Escalera de diagnóstico cuando un canal de anuncios no da retorno
Medición y experimentosSi los anuncios no rinden, no concluyas que el canal no funciona: recorre el embudo desde el principio. ¿Hubo clics suficientes? ¿Hubo optins? ¿Los que se registraron son el tipo de persona correcto? Si no lo son, el ajuste está en el mensaje, en la segmentación o en el lead magnet. Esa iteración ordenada es dificultad del tipo bueno, no evidencia de que el canal no sirva.
the okay well let's start at the beginning how did we get did we get enough clicks okay yes we got clicks all right do we get optins yes we got optins okay of the optins that we got are they the right type of people yes they're the right type of people or no they're not the right type people okay well then maybe we need to change the messaging maybe we need to change the targeting maybe we change the lead mag but these are the iterative types of heart this in my opinion is a good type of heart I
Escúchalo en el minuto 20:01
Cambia "no es escalable" por "no sé cómo escalarlo"
Estrategia y decisiones de negocioCuando alguien afirma que su negocio no es escalable, Hormozi exige bajar el argumento a la física: qué impide materialmente escalar el desarrollo inmobiliario, ¿acaso se acabaron los terrenos? Reformular la frase como no sé todavía cómo escalarlo convierte una circunstancia del universo en un problema bajo tu control, y lo mismo aplica a no hay vendedores que vendan como yo o el marketing no funciona en mi rubro…
that business I said so what I want you to do instead of saying this isn't scalable I want you to say I don't know how to scale this and then that becomes a problem that you can solve it's the same as saying there's no salespeople who sell like me no you don't know how to get salese to sell like you there's no marketing doesn't work for my business no I don't know how to make marketing work for my business you go from it being a circumstance Universe problem to something that you can whenever someone says this business isn't scalable you have to break it down to physics tell me why physically…
Escúchalo en el minuto 37:31
Busca el nicho donde tu rareza es justamente el requisito
Investigación de mercado y clienteLa lata de esta marca era pequeña, un formato que encaja en los carritos estrechos de aviones, trenes y buses. En vez de pelear en el retail general, la jugada era venderle a empresas de transporte: un mercado tan angosto que solo compites contra dos o tres, aunque con requisitos duros de tamaño, peso, etiquetado y precio. Cerrar un contrato ancla, por ejemplo una naviera con 90 cruceros, da caja sin poner capital y…
on and so the Hail Mary was the can size was small and it fit well for airport uh she says airplane stus and train and bus people they have these carts with little right for them and so I said okay well if you can go close a cruise liner that has 90 cruise ships and you can make them your distribution maybe you're selling to the wrong Market maybe instead of selling to brick-and mortar uh Distributors you actually just need to go to Transportation based businesses and then that's your Niche and the thing is is there you only have to out compete like two or three other people because it's…
Escúchalo en el minuto 31:19
En consumo masivo la métrica que decide es la recompra
Medición y experimentosLa pregunta central es qué porcentaje de los clientes ideales que prueban el producto por primera vez lo vuelven a comprar, y la fundadora ni siquiera tenía ese dato. Se mide sobre el cliente objetivo, no sobre cualquiera que lo probó: un chocolate infantil no se juzga por lo que opinan los ancianos. Sin recompra espontánea no existe valor de vida del cliente en productos de consumo, porque pagas por adquirir a…
what percentage of people who drink your drink for the first time buy it again and she didn't have that metric if there's ever a [ __ ] important metric Goods is what percentage of people who who try the thing do it again and I then mind you this is of Ideal customers not everybody so if you have a kid's to buy it again but of the ideal Avatar what percentage of those people buy again and she didn't even have that enough that people want to buy it again Car customer they drink it once there's no LTV in consumer package Goods unless people get rep purchases that's it it has to get repe…
Escúchalo en el minuto 26:54
Bajar de mil tiendas a una región y vender a pie con degustación
Canales de adquisiciónLa recomendación fue abandonar la dispersión y concentrarse en una zona: ir tienda por tienda un par de veces por semana, dar a probar el producto ahí mismo y contar la historia en persona. Eso ya deja dinero el mismo día, porque la gente compra por verte ahí. Además los vendedores del local terminan aprendiendo tu discurso de tanto oírlo, y si les pagas comisión por unidad vendida empiezan a mover el producto por…
listen you're in the UK Market you need to go from a thousand distribution places to shrinking all the way down to Regional and you need to go on foot and talk to each of the local uh sellers stores and you need to stand there and Sample and Sample and Sample and Sample and tell your story and when you do that you'll make money people will buy the product just from you being there that that's profitable on a day-to-day basis but hopefully you do that a couple times week at each store and then all of a sudden the salespeople hear you saying it and then you make sure that they get Comm…
Escúchalo en el minuto 28:07
Estrategia y decisiones de negocioFrente a un problema que no sabes resolver, calcula cuánto valor de empresa hay al otro lado y compáralo con lo difícil que es. Hormozi le dijo a un CEO de su portafolio que lanzar una nueva línea de producto sumaría 200 millones de dólares de valor y que el problema, en su opinión, no era 200 millones de difícil sino unos 10 millones de difícil: a ese cambio le llamó un robo. Esa cifra al otro lado del muro es lo…
but what I do is and I had this convers ation with one of our portfolio CEOs I was like hey we have to build this new product line out and he was like I don't know how to do that and I was like well here's the good news once we do it I was like it'll increase the Enterprise value of this business by $200 million and I was like is that worth it and he was like well when you say it like that he's like I mean I definitely feel a lot more encouraged to solve the problem I was like right now I don't think it's 200 million hard I was like this might be 10 million hard but that's a great trade if if…
Escúchalo en el minuto 17:56
Antes de elegir camino, escribe qué tendría que ser verdad para ganar
Estrategia y decisiones de negocioHormozi diagnostica un negocio imaginando primero su versión extrema, la máxima posible, y desde ahí enumera los fundamentales que tendrían que cumplirse para llegar. En este caso había dos caminos: el de marca grande exigía mucho capital y el aval de una celebridad; el regional exigía pasión y un horizonte de 10 a 15 años de combate cuerpo a cuerpo. Como ella no tenía ni lo uno ni lo otro, el único camino viable…
so in and this was tough for me because basically I like to think about what's the hypothetical extreme version of this business what is the what is the maxim version of this business and so I saw two different paths here for her uh path so either she'd have to raise a ton of money which I didn't think made a lot of sense at the level that she was at or taken and so I say I say that as the fundamentals that would have to be true in order for her to win here she would have to have a lot of money to do the Big Brand deal and have distribution she would have to be super passionate and have a 10…
Escúchalo en el minuto 25:50
Una sola jugada decisiva, con criterio de muerte escrito de antemano
Estrategia y decisiones de negocioHormozi le concedió un Hail Mary: si no lograba cerrar el contrato con el canal de transporte, debía cerrar el negocio y dedicarse a otra cosa. Definir una apuesta única con condición de cierre evita el desgaste lento, porque de todos modos se iba a quedar sin dinero antes de que ocurriera nada. Prefiere que la emprendedora aprenda rápido a que queme tres años más sin avanzar en algo que no encaja con sus…
for it I told her I said okay I'll give you one Hail Mary and if this Hail Mary doesn't work you shut down the business and you move but if you can't close that deal for me I said I think you should pivot because I didn't think if I were betting I wouldn't have bet on the business and I God that that actually works because if that didn't work she would run out of money before anything else would happen and then she would be forced to change the business and I would rather her learn that quickly than waste another three years not making progress on potentially a different business that would…
Escúchalo en el minuto 31:09
Un segundo canal de adquisición vale más que la utilidad que trae
Canales de adquisiciónPerder dinero abriendo un canal nuevo no es pérdida sino inversión en valor de empresa, porque diversificar el origen de los clientes reduce el riesgo para un comprador aunque no sume ni un peso de utilidad. Con el ejemplo de Hormozi: una empresa con 2 millones de EBITDA que cotiza a 5x vale 10 millones; agregar un segundo canal que duplique el EBITDA suma como mínimo 10 millones y realistamente unos 15 millones de…
don't see me losing money on the ads as quote losing money I see that as me investing in something that's going to increase the Enterprise value of my company because I'm going to get another acquisition Channel I'm going to diversify how I get customers to me that's a great return it's actually one of those underutilized ways of thinking about this it's like okay if I have a company that has one way of getting customers and I can get a second way of getting customers and I diversify risk in terms of my client acquisition that meaningfully increases the Enterprise Value even if I had no…
Escúchalo en el minuto 20:22
Cada negocio tiene un problema peludo distinto al que crees
Estrategia y decisiones de negocioLa mayoría de los negocios se estanca porque el dueño trabaja en lo que ya sabe hacer y no en la restricción real. Hormozi entró al negocio de gimnasios creyendo que era de resultados y entrenamientos, y era de ventas y marketing; entró a suplementos creyendo que era de producto e ingredientes, y era de marca, medios y distribución; entró a software creyendo que era de marketing, y era de producto. La tarea es…
the vast majority of businesses are stuck because they're working on the wrong stuff the entrepreneur likes doing able to accurately identify what the real problem in your business is and it's usually not the one you think it is workouts and it was really about neither of those things um the gym business is actually about sales and marketing and supplement business and I thought that I was in the product business so I thought that wasn't actually the business I was in the subon business it's about brand media and distribution like business but you're really becoming into the product business…
Escúchalo en el minuto 0:00
La mujer del vestido rojo: cambiar de negocio te devuelve al mismo techo
Estrategia y decisiones de negocioMuchos emprendedores aprenden a vencer al jefe de nivel uno y dos, chocan con el de nivel tres, que exige una habilidad nueva, y en vez de aprenderla arrancan otro negocio donde su habilidad actual vuelve a servir. Hormozi llama a esa distracción la mujer del vestido rojo: la oportunidad que se ve mejor con las habilidades que ya tienes y que te seduce con optimismo desinformado, sin contarte los problemas que trae…
to solve that problem and so what's interesting is that a lot of entrepreneurs will restart the cycle over and over and over again because to solve those problems so he knows how to beat the level one and the level two boss but as soon as he coms the level three boss which is a completely different skill set they needed to have he just stops and starts another opportunity and so this is what is so deceptive about the woman in the red dress is that the when I say if you're new to my stuff the woman in the red dress is the is the distraction it's the shiny object it's the it's the opportunity…
Escúchalo en el minuto 13:31
El cuello de botella que se muda contigo de un negocio a otro
Estrategia y decisiones de negocioDetrás de todas las excusas de la fundadora había una sola carencia: no sabía contratar, entrenar ni dirigir personas, y eso frenaba por igual al negocio de cócteles y al inmobiliario. En el inmobiliario ya tenía resuelto todo lo demás, las conexiones, los diseñadores de interiores, el criterio de mercado y la negociación de propiedades y préstamos; solo le faltaba equipo. Cuando el freno es una habilidad tuya…
now you're going to have to hire employees but guess what you already know how to do it whereas in the other life and so you already know how you negotiate these these loans how you how you negotiate the properties and What markets you look after and where you see redecorations and who your interior designers are you already have all the connections you just need to hire people and so the real problem was that she just didn't know how to manage people she didn't know how to train people and That Was Then the real problem that honestly spread across all the businesses that she was trying to…
Escúchalo en el minuto 36:19
Si subcontratas el desarrollo, los honorarios suben cuando ven cuánto facturas
Estrategia y decisiones de negocioHormozi tercerizó el desarrollo de su software en una agencia externa que era dueña del producto. Advierte que apenas la agencia ve el dinero que pasa por el software, sube sus tarifas, y que su incentivo es construir todo lo que puedas pagar. Sin alguien interno con equity o en nómina que sepa programar o al menos hacer QA del trabajo, quedas totalmente a su merced.
like okay cool I'll just hire an Outsource development team and they'll just build me whatever hour is they'll was like oh shoot I have this outsourced team that owns the product and that's not their core business because they're really just a shop that sells to anybody and their incentive is to just build me as much as humanely possible buy the the way if you run Revenue through any kind of software as soon as the development shop sees how much money you're making guess what happens to your fees they go up and unless you have someone who can check them and knows how to code or knows how to…
Escúchalo en el minuto 3:55
Donde el dinero llega fácil, aprieta; donde llega difícil, suelta
Estrategia y decisiones de negocioHormozi dice que cuando el dinero viene fácil va con todo y cuando viene difícil afloja, y que casi todos sus negocios nacieron de un desvío así. Gym Launch apareció por accidente: hacía reestructuraciones de gimnasios viajando a vender para otros, y al ofrecer en licencia el material que él mismo usaba ganó en un mes más que en toda su vida. Le pasó lo mismo a un dueño de agencia que vendía sitios llave en mano de…
entrepreneur when money comes easy I go hard when money comes hard I go easy and so so many of the businesses I have are are half steps where it's like then boom this flow of cash opens up I was like oh maybe this is the business that I should be getting into like gym launch started by accident I was doing turnarounds flying out doing done for I said hey I'll sell the licensing of all the stuff that I used to use that I made more money in a month that I ever made in my life and I was like whoa maybe this is the business I'm in and there that had an agency uh business and so many of his…
Escúchalo en el minuto 34:12
Medición y experimentosUna marca británica de cócteles listos para beber estaba en unas mil tiendas y facturaba cerca de 1,5 millones al año, pero con una rotación bajísima: el negocio consistía en adelantar inventario a los puntos de venta que después no lo movían. Terminó sin empleados y sin una sola unidad de ganancia. Contar puntos de distribución no dice nada si no mides cuánto se vende en cada uno.
them now she was I think she was doing you know a million and a half a year and in like thousand different stores were thousand stores 1.5 million a year yes the cell through rate was very low which front inventory to the people and they're not really moving it and so when just let all of her staff go so it's just her and it made zero profit and she
Escúchalo en el minuto 25:01
CAC de 6 dólares y casi cero cancelaciones, y aun así estancado en 40 mil al mes
Estrategia y decisiones de negocioUn exdueño de gimnasio montó una empresa de limpieza para Airbnbs con números excelentes: costo de adquisición de cliente de unos 6 dólares y un LTV altísimo porque casi nadie cancela. Aun así estaba trabado entre 30 y 40 mil dólares mensuales, porque el cuello de botella no era conseguir clientes sino conseguir gente que limpie, llegue a tiempo, no robe y se comunique con el cliente. Al atacar ese problema pasó a…
business and he was like and so I said okay give me LTV me give me CAC like how's it work he's like oh uh LTV is insane people never cancel and CAC is like $6 and I was like oh my God like why are you not making gazillions of dollars he's like you know the issue is actually Talent it's actually getting people who clean houses who show up on time and do a good job and don't steal and speak English and communicate with customers he's like that's actually the issue and flipped that he took the business from I think it was like $30 or $40,000 a month to over $150,000 a month within the next 12…
Escúchalo en el minuto 6:20
Estrategia y decisiones de negocioLas mayores firmas de servicios profesionales (McKinsey, Bain, BCG, EY, KPMG, estudios jurídicos y contables) son en el fondo máquinas de atraer talento, entrenarlo mejor y más rápido que nadie y subir la vara continuamente. Por eso los negocios de consultoría, coaching e información no escalan: tienen un único talento, el gurú, y contratan gente muy por debajo de ese nivel, con lo que el servicio se diluye y el…
that's any business right but if you want to make it big look at the biggest consulting firms Professional Service businesses in the world what are they you look at McKenzie you look at Bane you look at eron young KPMG you look at the biggest firms accounting look at law look at Consulting what are what are they they're recruiting machines and it's because they know how to attract Talent train talent and make people more Val and they get the best and brightest people and so the reason that people can't quote scale in these information coaching Etc businesses is because they have one talented…
Escúchalo en el minuto 9:17
Cambiamos de negocio para volver a sentir que ganamos
Estrategia y decisiones de negocioLa fundadora sacaba todo su dinero del desarrollo inmobiliario, dedicándole un par de horas a la semana, mientras entregaba el resto de su tiempo a un negocio sin utilidad; según Hormozi la sedujo la mujer del vestido rojo, la promesa de que su talento rendiría más y más rápido en otra parte. El patrón es general: avanzamos por los problemas que ya sabemos resolver y nos frenamos ante el primero que nunca vimos, y…
that she had a prop and I was like so you basically play business on the side so you easily in a couple hours a week make more money than you make with all your hours a week on this other entrepreneur the cocktail lady who had the property development business she actually was in the right business in her property development and rather than push she pivoted she got seduced by the woman in the red dress she got seduced by lady who said hey your skill set would be so much cooler over here you'd be able to build a billion dooll thing solve it and so usually people progress through the easier…
Escúchalo en el minuto 35:27
Oferta y precioUna empresaria con la que habló Hormozi vendía cócteles enlatados de 5% de alcohol, es decir, en la práctica jugos de fruta premium con ingredientes orgánicos. Su diagnóstico es que el producto tenía precio premium pero sin marca premium, solo con ingredientes premium, y por eso le costaba vender. La calidad del insumo no justifica sola el precio: quien lo justifica es la marca.
difference so she was uh a lady who um had a had a CO a canned cocktail business so she had premium cocktails okay so and the cocktails were 5% ABV so they weren't cocktail strength but so there's basically like Premium Fruit juices now she wouldn't say this this is me saying this Premium Fruit juices with you know organic ingredients and all that stuff that were priced premium without a premium brand but premium ingredients um and she was having trouble uh selling
Escúchalo en el minuto 24:32
Caso Sheets: ni LeBron ni la distribución salvan a un producto mediocre
Oferta y precioJesse Itzler lanzó Sheets, unas tiras de cafeína parecidas a las de Listerine, con el respaldo de LeBron James y la distribución ya montada. Las ventas subieron cuatro semanas seguidas y desde la quinta cayeron sin parar; su conclusión fue que el producto simplemente no era lo bastante bueno. La curva posterior al lanzamiento funciona como diagnóstico: si el producto gusta, el crecimiento continúa aunque sea más…
that has to be true because Tak it to its absolute extreme all the marketing branding in the world you're simply going to tell everybody you have a mediocre product they'll never buy it again and so Jesse Ito tells a story that I like a lot he had this product called sheets it was a caffeinated like Listerine strip and he partnered with LeBron so he had premium brand Like said they started cranking sales first week second week more sales third week even more sales fourth week even more a billion dollar brand in two years this is going be unbelievable fifth week sales go down sixth week sales…
Escúchalo en el minuto 29:20
El margen de vender expertise es un arbitraje que tus mejores se pueden llevar
Oferta y precioEn un negocio de servicios que vende expertise, la rentabilidad es el arbitraje entre lo que le pagas a alguien y lo que puedes cobrar por su expertise. La trampa es que cuando entrenas bien a alguien y se vuelve excelente, gana la opción de irse y llevarse a los clientes. Por eso las firmas profesionales grandes terminan siendo sociedades: necesitan un camino a la propiedad para que el retorno ajustado por riesgo…
on the humans and so that's the fundamental Arbitrage if you're in a service based business where you spell sell expertise is the return on the Arbitrage between what you pay somebody and what you can charge for that person's expertise now the difficulty in that business is that when you train someone and they become really exceptionable they become really smart what do they have they have opportunities to leave they can take those clients with them and so there's a reason that most of these Professional Service firms at scale become Partnerships they become llps so you have I become a…
Escúchalo en el minuto 10:23
Corazón misionero frente a corazón mercenario
Estrategia y decisiones de negocioEl mercenario llega por el arbitraje: mira las tendencias del mercado, los gráficos y la oportunidad que podría capturar. El misionero tiene un hueco en el pecho y necesita que ese producto exista en el mundo porque le cambió la vida. Hormozi usa esa distinción para predecir quién aguantará los 10 o 15 años que exige construir algo sin capital; como no percibió ese fuego en la fundadora, no apostó por su proyecto.
blah but what I didn't sense was what I call a missionary heart now there's mercenaries who are like look at the Arbitrage look at the charts look at like this is the opportunity that I could I could tap into it's like yeah she had said there's a hole in my heart and I want this drink to be in the world because it changed my life then I'd be be willing to P 15 years because it's it's your soul it's your it's your passion it's something that you feel like you're on this Earth to do I didn't get that vibe from her and so seeing dollar thing and seeing that she didn't have the heart for it and…
Escúchalo en el minuto 30:34
En suplementos vendes marca, medios y distribución, no ingredientes
Marca y posicionamientoHormozi contrató a un bioquímico de élite para formular el producto más eficaz posible y descubrió que ese no era el negocio: en suplementos lo que manda es la marca, los medios y la distribución. Con cápsulas, que no tienen sabor, la recompra depende casi solo de marca y distribución. Su lectura de AG1 es que la gente lo recompra porque sabe rico y genera un hábito, no porque perciba el efecto de los ingredientes…
supplement business and I thought that I was in the product business so I thought it was going to be about all the ingredients that I was using I thought it was going to be about like how efficacious in all the studies that we could prove and so I got Dr cashy who's world make the absolute most efficacious product with the best ingredients but and especially if you have products that don't have a flavoring so if you have capsules of any sort uh then it really is just about brand and distribution now if you have a product that is like a uh like an ag1 right now people buy ag1 because obviously…
Escúchalo en el minuto 1:46
De 22 operaciones en dos años y medio, 4 dieron el 90% del retorno
Estrategia y decisiones de negocioHormozi creía que invertir era hacer muchos tratos a buen precio y descubrió que se trata de aprender a decir que no a mucha mayor velocidad, porque los retornos siguen una ley de potencias. De 22 operaciones hechas en dos años y medio, cuatro concentran el 90% de los retornos, y varias de las demás fueron pura pérdida de tiempo y dinero. Basta con acertar una vez en grande.
so investing I thought it was about doing lots of deals at good prices and to some degree it is but in reality at least in my experience it's been way more about learning how to say no at a much higher velocity um to a much higher number of deals because you only need one Facebook and so it's kind of this counterintuitive thing where you have power law that starts really really uh leveling out so like we did 22 deals over the last two and a half years and four of those deals are the ones that are 90% of the returns that we have and there's so many the deals that we did where I'm like man that…
Escúchalo en el minuto 11:27
Si vendes directo al consumidor, tu negocio real es comprar tráfico
Canales de adquisiciónPara una bebida lista para beber el costo de envío hace inviable el canal directo al consumidor. Y aunque se forzara, construir una marca grande por esa vía significa meterse en el negocio del tráfico: comprar medios de respuesta directa todos los días. La fundadora nunca había hecho publicidad de respuesta directa, así que ese camino quedaba cerrado por falta de habilidad, no por falta de idea.
buy in person now she was RTD meaning is ready to drink and so shipping costs made direct to Consumer for me not really a viable option it's too expensive now are there ways you can do be really tough now she'd never run Rec response before so I was like I know able to to do media she does like advertising I was like there's no way you're going to win build a billion dollar brand when you really have to be in the traffic business for cocktails if you're going to direct go to direct a consumer now if she was like I'm a dollar saave Club Advertiser then I'd be figure something like this out but…
Escúchalo en el minuto 26:35
Oferta y precioCon su empresa de software Hormozi llegó a 1,7 millones de dólares mensuales de run rate en seis meses, porque vender software es fácil cuando prometes más rápido, mejor y más barato. El problema fue que el producto no podía cumplir esa promesa: sin producto a la altura, la máquina de ventas solo acelera el choque. Terminó vendiendo la empresa en un trato todo en acciones a un comprador estratégico que tenía equipo…
easy thing to sell who doesn't want good fast cheaper better everybody does and software if you have a good product Market fit in terms of what you're trying to sell the problem was that my product wasn't good enough to deliver on the promise and so I got into it and was market and sell it and sure we sold a ton I mean we went to 1.7 million a month in uh in six months in terms of in terms of uh run rate um and that was per month 1.7 million and so the thing is we were able to sell the crap out of it but I then quickly realized that uh the product just couldn't deliver and then I lesson too…
Escúchalo en el minuto 3:39
Oferta y precioCon su empresa de software Hormozi llegó a 1,7 millones de dólares mensuales de run rate en seis meses, porque vender software es fácil cuando prometes más rápido, mejor y más barato. El problema fue que el producto no podía cumplir esa promesa: sin producto a la altura, la máquina de ventas solo acelera el choque. Terminó vendiendo la empresa en un trato todo en acciones a un comprador estratégico que tenía equipo…
easy thing to sell who doesn't want good fast cheaper better everybody does and software if you have a good product Market fit in terms of what you're trying to sell the problem was that my product wasn't good enough to deliver on the promise and so I got into it and was market and sell it and sure we sold a ton I mean we went to 1.7 million a month in uh in six months in terms of in terms of uh run rate um and that was per month 1.7 million and so the thing is we were able to sell the crap out of it but I then quickly realized that uh the product just couldn't deliver and then I lesson too…
Escúchalo en el minuto 3:39
Retención y relación con el clienteExiste la creencia de que un gimnasio muy barato no sufre cancelaciones. Hormozi afirma que cadenas como Planet Fitness o Crunch Fitness, con cuotas de unos 10 dólares mensuales, tienen entre 5% y 6% de churn mensual; lo que las sostiene es que inscriben una cantidad enorme de gente nueva cada mes. Precio bajo no equivale a retención.
have this massive Market but people tend to turn out of gyms even the very lowcost gyms like a lot of people have this misbelief that they think like oh well Planet Fitness or Crunch Fitness is 10 bucks a month so of course no one cancels but they actually have five or 6% monthly churn they just have a ton of people who sign up every month as well
Escúchalo en el minuto 1:08
Retención y relación con el clienteExiste la creencia de que un gimnasio muy barato no sufre cancelaciones. Hormozi afirma que cadenas como Planet Fitness o Crunch Fitness, con cuotas de unos 10 dólares mensuales, tienen entre 5% y 6% de churn mensual; lo que las sostiene es que inscriben una cantidad enorme de gente nueva cada mes. Precio bajo no equivale a retención.
have this massive Market but people tend to turn out of gyms even the very lowcost gyms like a lot of people have this misbelief that they think like oh well Planet Fitness or Crunch Fitness is 10 bucks a month so of course no one cancels but they actually have five or 6% monthly churn they just have a ton of people who sign up every month as well
Escúchalo en el minuto 1:08
Estrategia y decisiones de negocioHormozi sostiene que llevar su empresa más grande de 100 a 150 millones de dólares anuales es el mismo nivel de trabajo, a veces menos, que ir de cero a un millón o de uno a diez, pero son 50 millones en términos absolutos. Además, a diferencia de las compras, donde el volumen baja el precio, en la venta de empresas hay una prima por escala: te pagan un múltiplo mayor por la misma utilidad cuando la empresa es más…
because I can get so much more taking the largeest company of the portfolio is about $100 million a year if I can get that that going from 100 to 150 million is actually the same level of work sometimes easier than going from Z to 1 million or 1 to 10 million like and it's it's 50 million in absolute and you also get a premium on the eida meaning the take-home I'll say that in quotes for the business is that it's the reverse of uh of buying where you get economies of scale where you you lower the price when you get bigger with with businesses you get a you get a scale premium you get paid…
Escúchalo en el minuto 12:04
Estrategia y decisiones de negocioHormozi afirma que casi cualquier rubro admite una versión de mil millones de dólares en valor con un horizonte de tiempo largo: techumbre, restaurantes vía franquicia o cadena, incluso tintorerías como la cadena Zips. El vehículo casi nunca es la limitación; lo que frena es que hay que derrotar a un jefe nuevo en cada nivel y la mayoría se distrae antes porque no sabe en qué negocio está.
for for whatever business you're in is that the reality is that almost any business can be taken to a billion dollars with a long enough time Horizon this is truth almost any business can get to a billion dollars in terms of value with a long enough time Horizon so you're in the roofing space you can get to a billion dollar roofing company you have a restaurant there's a version of a restaurant business that is a billion dollars it's not a single location but it could either be a franchise of million dollar companies and so you look at dry cleaning like you look at Zips like it's a massive…
Escúchalo en el minuto 16:06
Estrategia y decisiones de negocioHormozi sostiene que llevar su empresa más grande de 100 a 150 millones de dólares anuales es el mismo nivel de trabajo, a veces menos, que ir de cero a un millón o de uno a diez, pero son 50 millones en términos absolutos. Además, a diferencia de las compras, donde el volumen baja el precio, en la venta de empresas hay una prima por escala: te pagan un múltiplo mayor por la misma utilidad cuando la empresa es más…
because I can get so much more taking the largeest company of the portfolio is about $100 million a year if I can get that that going from 100 to 150 million is actually the same level of work sometimes easier than going from Z to 1 million or 1 to 10 million like and it's it's 50 million in absolute and you also get a premium on the eida meaning the take-home I'll say that in quotes for the business is that it's the reverse of uh of buying where you get economies of scale where you you lower the price when you get bigger with with businesses you get a you get a scale premium you get paid…
Escúchalo en el minuto 12:04
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