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Was du mitnimmst
- Es ist selten, dass jemand gleichzeitig ein Info-Produkt Geschäft und eine Software-Firma für dieselbe Zielgruppe erfolgreich aufbaut.
- Wer auf Software umsteigen will, sollte eher das alte Info-Produkt Geschäft aufgeben statt beides parallel zu betreiben.
- School funktionierte, weil es beim Kauf schon einen technischen Gründer, einen Head of Engineering und Product Market Fit hatte, es fehlte nur Marketing.
- Wer richtig gut im Marketing ist, sollte lieber ein bereits starkes Produkt vertreiben statt selbst eine Software zu bauen.
Volltranskript
Das Transkript ist das englische Original mit Timecodes. Die deutsche Zusammenfassung steht oben. Sprecher werden automatisch zugeordnet.
0:00One question. I have a info-product business. I sell courses and I want to transition to a software uh to my same audience. But I saw I watched a video of yours. Don't do software, that video? Yeah? The video I said don't do software. >> No. Do software but quit the info-product. But you are not doing this in this moment with the school and this.
0:24What should I do? I didn't understand what you said before that. What was the original question? How should I start a software company? No. If I can't do software company and info-product business at the same time, if it's the same audience. Or I have to quit the first one to do the software. Um I would just say I have yet to see anyone succeed to do both. And you with the school and this? This isn't an info business. Okay.
0:51>> I don't sell courses. Okay. Yeah. >> Thank you. And to be also clear, um School was a is a fully formed business when I bought. And so it already had a technical founder. It already had a head of engineering that was recruited out of some of the top, you know, super Gs. They already had product-market fit. And so the thing that that business lacked was marketing. And that was what I brought to the table. Okay. Thank you so much.
1:20I think for a very good marketer, it makes more sense to find Basically, if you know how to bring distribution, great products find distribution and great distribution finds great products. And so the idea is if you are very good at bringing the rain, then you want to just find the most efficient bucket humanly possible. If you're a business owner and you are not growing as fast as you'd 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. And 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 {slash} road map, 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 just 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.