Warum langweilige Geschäftsmodelle am meisten Geld bringen

0:00I sell plastic surgery business consulting and um we're doing 1.2 million right now. I'd like to get to 5 million in the next 3 years and I just kind of made up that number, honestly. Um >> That's what all goals are. >> And I coming into this um I was thinking manpower was my constraint um but now I'm wondering if it's the model because we do everything from new practice startups. We work with existing practices doing business assessments and we do ongoing consulting that kind of looks like fractional COO.

0:30>> Okay. >> And every problem that we find, I want to fix for them. So, we now do hiring for them. We'll do their HR. Um so, yeah, we're kind of all over the place. >> One, super common between 1 and 3 million. Um two, at the beginning, accept credit cards from humans' pulses as the primary method for what type of customers do I serve. Um but typically between 1 and 3 million is where you get narrower on your avatar and you get more specific about your products and services because you run into the issue that you're dealing with right now, which is that typically if you're good at something, you're good at a lot of things and if you're good in a specific space, you want to help in all these different ways. But you will find out probably and you probably if I were to ask, which I will, um is there something that you do that's very valuable that takes you less time that's more repeatable than other things that you do?

1:21>> Honestly, that's probably the HR and hiring side, but just the least exciting, but >> Well, boring businesses make lots of money, so I'm a big fan of that. >> They all need it and >> Money's exciting, though. >> Yeah. Okay. And I see that as an an ongoing recurring thing that wouldn't actually need high-level consulting manpower to continue offering that. >> Mhm. So, is there a specific type of plastic surgeon that suffers from that problem more than others?

1:46>> Um I mean, honestly, most of them. >> Okay. That works. >> Yeah. >> But from the ones you said you said you have some startup people, you have like is there any differences in their needs? >> Yeah, probably more so the startups. The earlier they are in business, they don't necessarily have a in-house manager that's doing that for them. >> More headcount. >> Mhm. >> Okay. So then, um, what would stop you from just doing that as the primary thing you do?

2:14>> Um, I guess it just sounds boring to me. That's not as exciting. >> Fair. >> Yeah. >> And I think what's really valuable, at least for me, is understanding that it is not my business's job to satisfy my intellectual curiosity. >> Mhm. >> Like my business's job is to serve my customers. Not my personal needs, my emotional needs. Right? Cuz if it did, then it would change every day. And that would make up for a horrible experience for you guys, uh, but lovely for me.

2:42Um, and so a lot of it is like repeat successful actions, do the boring work. The reason I say those things is because that is kind of what it sounds like. >> Mhm. >> But I don't want to I don't want I don't want to let you off easy. Um, you do this you do fractional CFO work. What's the thing that people want when they come from you? Is it different than what they need? >> Usually, um, the existing practices that come to us are it's it's rarely needing more profit. Um, it's actually they they feel like they're on the treadmill and they're trying to deliver Yeah, they need they need time.

3:17Yeah, they want to simplify, they want to be more efficient. >> And you're like, you're just understaffed by three people. >> Yeah. >> Okay. So what's your, uh, what's the How do you charge for that? I'll just tackle the next problem cuz this is what's fast. >> Yeah, so the practice assessment, we go on-site, so kind of like your original Jim Lunch uh, model, and we charge we go for 2 days, and then we build in like 60 days of implementation. It's 15 grand. >> Okay. How many customers are you getting per month right now, and how are you how are you selling them?

3:46>> I actually don't know the number of how many per month. One to two new >> Okay. per month. Um, my primary sales are it's referrals, word of mouth, and then I speak at conferences. >> Okay. So, I'll just say conferences is probably the one that really drives the needle, and the other things just happen ancillary. Okay. So, if we wanted to get to 5 million in 3 years, you could get to 5 million in terms of run rate in like 12 weeks if you wanted to. Um, how many conferences do you speak at a year?

4:13>> Eight. >> Okay. >> This year. >> So, I'm guessing you don't like traveling as much. >> I mean, >> You good with that? >> I travel about 3 weeks out of the month, so. >> Mhm. So, I would I would do this. I would probably increase the price of my core service. Um, I would map it to the head count. Not necessarily do the on-site thing if you didn't have to. And then I would take all that travel time, and I'd do like, how can I do a conference every other week?

4:40So, if you go from eight conferences to 24, >> Yeah. >> and we change the pricing model so that you also don't have to spend 2 days on-site. They don't really care. >> Mhm. >> They just care that the problem gets solved. Um, you could probably sell that same thing for 35 to 50, given the customer avatar that you're going for. >> Mhm. >> Um, because for them, they just think like >> Mhm. >> most of them denote things in number of surgeries. >> Mhm. >> I know because my father's a plastic surgeon. Uh, and so, if you're like, "Listen, it's four surgeries. What are we talking about?"

5:07>> Right. >> [laughter] >> Like, it's 1 day of work. >> Yeah. >> And you're going to pay 1 day of work so that I can give you 20 back. >> Mhm. >> Forever. >> Mhm. Yeah. >> It's a pretty decent trade. >> Yeah. >> How does that sit? >> Um, pretty good. I guess >> Or right, all that makes sense. >> Well, there's a limit on conferences, like [laughter] how many plastic surgeon conferences there are. >> Yeah. >> But I think like related to that, we do get a lot of interest from med spas. >> Mhm.

5:33>> Plastic surgeons have med spas, and med spa owners are at these conferences. >> Mhm. >> Um, and I have taken just pure med spas on, >> Mhm. >> and I don't know if that's a mistake, if I should stay very niche with plastic surgeons. >> Yeah, so I'll I'll I'll answer this one cuz it'll not just affect you. Um the reason niching down is important is because of operational efficiency. If the nature of the work you do doesn't change, then you don't need to narrow the avatar. Where it becomes important from a narrowing the avatar perspective also comes from messaging and sales motion, but if the delivery mechanism is more or less the same, you can have multiple ways of acquiring customers with different messaging, with different hooks, etc. And then the back end more or less stays the same. So, I wouldn't say that that's actually something that's going to limit you.

6:13>> Okay. >> So, do you Are we getting into the medical staffing business as the primary thing? >> I already am, but it's not as my primary. >> Okay. But, do you make the most money there? >> Yes. Uh long-term, yes. >> Yeah. Yeah, so they need it the most. You make the most money there and they all need it. And you sell time to people who have none and they have money. >> Right. Okay. Thank you.

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