Erst Umsatz pro Standort steigern, dann expandieren

0:00My husband and I run an in-home therapy company. We're about 40k a month and spread throughout five or six different cities, staff in each location. Should we focus on one city or just scaling across all? This is Lauren 1998. >> I understand it's 40k a month total. >> Yeah, I'm going to guess.

0:23Honestly, I would focus on getting the revenue per location up and the profit per location up because that's pretty thin. >> Yeah. >> Um like you know, and I don't actually know what a therapy clinic margins or revenue typically, >> but you know, it's more than 6,000 a month. >> It's Yeah, I was going to say it's more than 6,000 a month. So, I would say that we need to figure out at what point can you expand and you've already optimized the model. So, we always say like you've got to nail it before you scale it.

0:51You've got to nail the model before you actually scale the model. So that means Okay, it's >> all about nailing models. I'm with you. >> God. So what this means, >> money models, >> money models, gold digger models. >> What this means is, thanks for just, you know, ruining my life. What this means is that you need to know what's the first product you sell, what's the second product you sell, what's the third product you sell. You need to have the entire customer journey mapped and optimized in each location before you scale. Because think about how hard it's going to be to add in all those things after you've already hired people, train them on the old model. So what we always talk about with franchises and brick and mortar locations like we've got to get the model right in location one or if you have a couple locations, then let's just focus on that. We have to optimize it, make sure we can get our maximum revenue and profit per customer and then we can look at scaling. So, no, I would not keep doing that because scaling adds complexity and it's very hard to I like to say like if you've got a rowboat, which is like say you have one location, it's like steering a rowboat. It's easy to steer. You can pivot fast, but Oh, yeah. Camera's over here.

1:57>> Good metaphor. >> Good metaphor. >> Uh, but if you have the Titanic, it's slow. It's hard to steer. You could see an iceberg and you could turn it and it could still hit the iceberg. And so, you know, the more locations you have, the more you're like the Titanic. >> All right. IP Titanic. >> Yeah. Rest in peace Titanic. And you want to be like a robbo when you're making these decisions. And so when you're building out the model, the ideal is to keep it as lean as possible. And I think you can get a lot more revenue and profit per location before you do that.

2:25>> Okay, >> cool. >> Real quick, I'm going to show you the exact 10-stage road map from zero to 100 million plus that less than 1% of companies finish. I've now done multiple times. And so I can say with a lot of confidence that these are the stages as headcount increases that you need to get through. And I broke each of these down by eight different functions of the business. What the constraint feels like, like what are the symptoms of it when you're going through it. And then what steps we actually took to graduate.

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