Systeme für ein Dienstleistungsunternehmen aufbauen

0:00Unternehmer/Gast own a medical practice. We're kind of closing in on three million revenue. >> Correct. >> Uh we'd like to grow. I wrote down my question. Um and it's um what's the most overlooked operational uh system that adds the most leverage in scaling a service-based medical business like HRT? And if you could uh only hire one person to help implement that system, who would it be and what would their role look like?

0:30>> It's a very targeted question. I think it'll depend on the business. So what's um right now are you are you local or are you Yeah. Are you local or are you national? >> Just local. >> You're local. Okay. So people come in person. >> Yes. >> Okay. Got it. What's your primary lead source? >> Uh meta. >> Meta. So ads. >> Yeah. Ads and re uh sorry referral >> referrals. >> Sure. What's the split?

0:54Alex >> Probably 30 60 referrals. 30 60 meta. >> Okay. Heard. What's CAC? What's LTV? >> Uh LTV would be probably 4K I would say. >> That's LTV. >> Yeah. >> What's CAC? >> Um >> what do you spend for on per month on ads? How many new customers do you get?

1:20We spend about 25k >> per month now. Yeah. >> Okay. >> And >> Adwords, >> excuse me. >> Adwords or meta or meta? >> Both. >> Both. Okay. >> Yeah. And we get probably out of that we get roughly around 150 new patients. >> Okay. So like 225ish per per patientish. Okay. So you're making like 20-ish to one. That's not bad.

1:46>> Um Okay. So 20-ish to one. And I'm guessing margins are good. >> Yeah. >> Great. So, do you have from a capacity standpoint, do you have more square footage that you can service more customers with? >> Yes, we have more square. >> How many how many more customers can you take right now per month sales velocity wise? >> 100 200. >> Okay. So, you can double right now. Okay. So then what breaks when you double? >> Nothing breaks.

2:11>> Well, then why don't you double? >> No, to answer your question. So, like the thing that breaks first is going to be the operating constraint. >> And so, then what stops you from doubling? >> I don't like >> Can you spend twice as much money? >> Yeah. >> So, why don't we spend twice as much money? >> We should do that. That sounds good. >> Um, so if you had twice as many people, would they all be able to be serviced?

2:36>> Yeah. >> I love this for us. So, I I don't I don't really know what the issue is. Yeah, I think um >> are you doing this right now month over month? >> No, we're kind of stagnant right now. >> So then why why >> Yeah, that's what that's why I'm here. >> Why not? So why don't we spend more money just because you it's like you got to mental barrier of a,000 bucks a day and you're like I don't want to spend more than a thousand a day. [snorts]

3:01>> I I mean I think my personal observation or thinking was that we should be more efficient with the money we're spending. Like I was thinking like okay our conversion rate >> 20 to1 should be like 40 to1 >> maybe >> I mean you can always get more efficient. I wouldn't say it's the limit of the business. >> Okay. >> I mean long term the only thing that's like if we're just zooming zooming out the only thing that's really going to matter long term is that you keep people forever.

3:28>> That's the only thing that matters. What are your long-term goals? >> Long-term goals. >> Yeah. >> Ideally I mean we would like to grow uh expand you know nationwide if possible. Would you explain to multiple locations locally first? >> Yeah. >> Okay. >> We have two right now. >> Okay. So, if you could have four or five in your local market, you'd be fine with that? >> Yeah. >> Okay. Um

3:53>> Yeah. The way I mean, the way to do this is that you you basically want to reverse engineer Forever Stick. Now, HRT is a product that tends to keep people pretty long time because it's hard to get off, right? They might switch you to switch providers, but once you're on, you kind of stay on. Um, so as long as you're What's your turn? Do you know? >> Um, right now probably 40

4:16Alex >> 40% annually. >> Yeah. >> 40% annually. So you keep 60% of your customers every year. >> Maybe less. Maybe we keep like 50%. >> Okay. So 50% leave, 50% stay. All right. So that would be something that I would be looking at. Um, so yeah, if I were to solve this in order, I hear where you're coming from from like because you're local, you need to make sure that you don't just burn through your reputation.

4:43Um, which you might be at 50% of your customers leaving every year, especially on a product that's typically as as sticky as that. I mean, that's if you come from the gym world. >> Um, did you go through gym launch? >> Yeah. >> Yeah. So, you learned how to market and sell. You just didn't learn how to product. Um, yeah. So, I think you I think your instincts are right. I think we have to fix churn and we'd have to fix the sales motion. Part of it is going to be how the expectations are being set on both the marketing and the sales call and the offers that are that are that are that are top of funnel um and kind of the handshake between kind of step one, two, and three and what are the what are the kind of the key activation points and um the conversations that have to be had.

5:19Alex So, if you did have a lot of profit, I would probably grab someone from from the software world and customer success um to build out the customer success like pathway for you so that you can fix the churn issue. So, to your point, I hear where you're saying we're like, "Yeah, we could spend more, but you'd be churning out of people." So, I think your your instinct's right there. Um fix the hole in the back and then number one, if you just do that, the business will probably double. Like if you can cut your churn from call it 50% per year to 20% per year or less then the business will just double on its own in two and a half years if you just did nothing. You just kept everything the same. But the thing is disproportionately that would drop the bottom line.

5:59>> So your profit would significantly more than double by doing that. >> I'll give you guys a fun example. So uh we whiten is a is a teeth whitening chain that we own. Um and when we invested in the business we two 2 point no we doubled LTV or rather double lifetime revenue per customer which sounds like a small thing but by doing that we 2.4xed revenue and we seven and a halfxed profit per location.

6:30Alex That's why I bought the company. I was like I can crush this. Uh and so I I I say that as a good incentive for you in terms of uh making it worth it. Like you might be able to double or triple or maybe quadruple the profit of the business by simply keeping going from turn being half people leaving to only 20 or maybe 10% leaving every year. If you do that the thing will just grow like crazy >> um and you'll just feel good about it. So your pro the who to solve that problem is there is a customer success person and then mapping the journey and there's probably a little bit of tech stack that you need to automate a good deal of it so that you don't have um as much operational drag.

7:03Alex >> Awesome. Thank you so much. >> You bet. Thanks. >> Real quick, I'm going to show you the exact 10stage 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.

7:29And we've done this across software, physical products, uh, service businesses, brickandmortar, all of this. And it works. And it's my gift to you. It's absolutely free. And so the link's in the description, but you just go acquisition.comromadap, just enter your info, and it'll spit it right back to you. Offering.