Was ist Wert im Business wirklich?

0:00What are the five business strategies that actually work? At what point does brand become higher leverage than these? Yeah. So, um So, all these almost uh ladder up to the value equation, um which is you have latency, so you have speed, right? Uh you have ease, so how how easy can we make how can we remove friction? There is uh perceived lack of achievement, which is we could ladder to consistency. How can we make this risk-free? Um I say reliability, also kind of like, you know, same same. Um the you know, impact itself, like can we make the impact more meaningful to a customer? Like these are all kind of like the components of value. Um but it's not that So, brand only really influences one of those, which is just the perceived lack of achievement. So, people will buy a brand um because they've been rewarded from that brand in the past. And then the product will complete will reinforce the cycle of the brand or deteriorate it.

1:04And so, there's a lot of concepts in like the creator world where it's like, you know, jab jab dab right hook or, you know, give give get ask, whatever you whatever you want to call it. Um I that is true if the products you have are not great. Because I actually agree with that. >> give giving and then it's a it's a take when you sell the thing.

1:28But no one's like, "Oh my god, Apple, let's say Apple 10 years ago, um is coming out with a new product." No one was like, "Oh, they're right hooking us now." Everyone was lining up because they were excited to buy the product because all the products are great. And so, in listening, so like if you've read any of Steve Jobs' stuff, it's like he actually saw the same deposits of goodwill, but he just saw it through the product itself. It's like, you know, uh we can deposit goodwill because of how good our products are, and we have some bad products, which we obviously try not to make bad products, but if we do have a a product that was a flop, we messed up something.

1:59Then he saw that as like the give give take, which really just ladders up to just always reward your customers at all interactions, period. And so and if you have consistently rewarded someone, then they will have less friction and they will buy faster and they'll be willing to buy at a higher price than to something that's unknown, which is why you're able to command a premium price. And so, you know, how does brand, you know, overcome those things? It doesn't.

2:26It just factors into risk and people love buying things that are risk-free. And if you've bought lots of if you've gone to Chipotle 100 times and you like it, then you'll go again. And let's say the first time you ever go to to Chipotle, you get a bad bowl, but you don't know it's a bad bowl cuz you've never had Chipotle before, then maybe you'll never go to Chipotle again. But if you've had 20 good bowls and you have one bad bowl, they've probably bought enough goodwill from you to get a 21st bowl.

2:53Right? And so, um there's the content that you make that on its own will reward people for giving you something, which is their time, and you give them some sort of benefit for doing it, you know, Jimmy does it with by, you know, continuing to to entertain people. And, you know, we do it by trying to educate business owners. But everyone as long as the person that you're trying to attract gets what they want out of it, then it's a win. And ideally, when you provide the the service or product that you're that you spent all that time on, they buy it and they tell their friends.

3:23And then they don't see it as a a negative experience, they buy and then they buy the next thing. And so, I don't think that brand sits overcomes those things or sits separately. It's just it actually just is a high lever on on the risk. So, you would say that the jab jab isn't even necessary. It can just be right hooks. Or rather, it's well, right hook would just be all taking, so no, it'd be the other way. So, it'd be all all jabs, no right hooks. It'd be all gives and then you just get.

3:53So, you used to position your videos Mhm. way back as uh I have nothing to sell you. Yeah. And do you think School would have had such a successful marketing campaign if you had said at the beginning of all those videos, uh Alex Hormozi, the co-owner of School, uh if you want it, it's link in the description, and then you just did the same video? Um maybe, I don't know. Like I I found School particularly effective cuz it was like, oh, this guy like hasn't really sold anything to people and Um Yeah.

4:21Like I'm not a portfolio company that he'd want to invest in. So, he's just been giving you value. Oh, what's the School thing? Uh it's finally the thing he's pushed. Let me get this. You know, so do you think there's any merit to that or is congruency probably the better strategy? Well, okay. So, you said So, there was two questions there. So, one is would the School launch have worked as well if I had presented other stuff before that?

4:45That could work. Yeah. Um maybe if the other stuff that I presented was good. Um in terms of the congruency piece, uh I had a huge percentage of my audience that wanted to start businesses. I'm not going to help gazillions. I just don't I don't want to build that business. Um but School's a platform that can do it for zillions of people at once. And so, I spent 4 years looking for something that I thought was the best product on the market, and School is the best product on the market in that category. Um and so, that's why I was like, okay, I feel I feel good putting my putting my name behind this. Mhm.

5:18Cuz I I also invest in my companies that I don't put my name on. Not because I don't think there's anything wrong with it, but just uh it doesn't appeal to a huge percentage of my If I buy a teeth whitening chain, there's no point in me pushing my teeth whitening chain. >> [laughter] >> Like just like, if you're in one of these 32 markets that like it just like, why? Real quick, if you are a business owner and you are not growing as fast as you like, I'd like to give you a free gift. So, my team and I put together the $100 million scaling road map, which is basically 200 hours of us looking over all the portfolio companies we've had and what stages of growth they went through, and more importantly, where they got stuck and how they got past it.

5:52And so, we broke it into these 10 stages, and we made this little kind of quiz thing where if you put in your business information, it'll tell you where you're at, and the most important part for you, what to do for each of functions of the business across product, marketing, sales, customer success, recruiting, IT, human resources, and finance. And so, no matter what you're struggling with, someone else has already struggled with it and solved it. And so, I'd like to give you this thing absolutely free. You can go to acquisition.com /roadmap, plug in your business information, and if you want us to actually help you deconstruct the business and you're trying to scale, we'd love to help you out. On the thank you page, you can book a call with my team, and we will look at the business, see if we can help, and if we can, we'll invite you out to Vegas, and we'll do this in person live.