Tattoo Business: Fokus statt drei parallele Geschäftsmodelle

0:00Unternehmer/Gast We sell tattoos to tattoo clients. >> Mhm. >> Doing about 4 million in revenue. Would love to be at 35 million in revenue. >> Mhm. >> And what's stopping us is focus. So, we've got multiple parts of the business. Stop me if you've heard this before. We do the tattoos. We also have continuing education for other tattoo artists. And um what I was alluding to earlier, I've started to get into coaching studio owners and things like that. And so, Ed was talking about maybe doing something like Gym Launch for tattoo industry.

0:29>> Yeah. >> So, >> Yeah. >> Yeah. So, normally I wouldn't recommend doing something like Gym Launch cuz Gym Launch was a unique situation um where it it it's actually similar to tattoos in that probably tattoos actually been more in that direction because it's so dependent on the skill of the operator or the artist that are in each shop. Unless you have absolutely like mechanized it, so it doesn't matter if anyone's good. Like there's a hundred tattoos that everyone gets. I don't know, is that true?

0:56>> No, not really. >> Okay, yeah. So, that's like >> [laughter] >> I I don't know about that part. Um So, what's the goal? >> Um the goal is to have a company that I can exit. >> Okay, so you want to exit. So, this these are conflicting. Very, very tough to to to exit a business that's like that. Um it was unique for us and very difficult um to do that mostly cuz it's very face-driven. And so, people don't typically like unless it just over time becomes, you know, Gym Launch became its own brand. That it was like I stepped out the back door for almost 2 years uh leading into the sale where I wasn't involved in delivery or even the last 18 months for the for the the ad side. So, you can do it. It's just significantly harder than you might expect and profitability will take a hit. Um but let's outline the decision paths. So, you have number one, go into the kind of information et cetera space.

1:49Very difficult to sell. You will make more money in the short term. Uh the second option is that you just continue to grow corporate and build a large brand. And then that will for sure be easier to sell when you come to sell, but it will take longer to get there. Um, I don't really think there's an option three. So, which of these sounds more tasty to you? >> Um, it all it all sounds good to me. The only when I'm thinking about scaling the studio side of things, that would need a lot of studios, such as just a lot of personnel. It's like 20 people per studio, you know? So, I mean,

2:21>> Panda Express has 2,600 locations. >> Yeah, that's true. Yeah. I mean, I'd really be happy with any of them, I think. >> Well, well, then which one are you going to do? >> So, should I not do Gym Launch for Tattoos? >> No, I'm saying you can. It's like that's what The thing is is that either way you're going to have to shoot a kid in the head. >> Yeah. >> I know, aggressive. >> multiple.

2:46>> Well, it feels that way, I imagine. You know what I mean? It's like this spawn that you created, and you're like you made it in your own image, you know? >> Yeah. >> Uh, and it hurts. It hurts a lot. Anyone who's um, has anyone here ever shut a business down before? Painful as [ __ ] Like so much harder than starting one. >> Cuz I'm assuming to pursue one of the other options, I'd have to shut the studio down. >> Yeah. >> Yeah. Yeah. >> Now, there's the narrative that you're saying, "Well, isn't it good that I have these studios that I can prove that I'm legit?"

3:17Nope. Nope. Doesn't matter. I owned exactly zero gyms when I had Gym Launch. I had six prior, but zero when I did it, so that I could focus on Gym Launch. >> Yeah. Makes sense. >> So, which direction are you going? >> I think I think the educational or the the tattoo studio owner facing thing. >> So, here's the thing. Um, you will make more money over like let's just paint it out over 10 years, right?

3:43Like over 10 years, you'll make more money every year, you just won't make as much the last year. And so, there's a lot of romanticism around selling a company, and as somebody who has done it, um I can appreciate it. But the thing is is like I don't see one way as right or wrong. Like if you if you if you offered somebody, "Hey, would you like to make a mil like when you're 85 years old and you look back, would you be happier that you made I'm just making up numbers. $3 million a year in personal income for 10 years or basically made $100,000 a year for 10 years and then made 50 on the last year in your 30s or 40s, whatever. Pick your pick your number. I don't know. When you look back and you're like, "I'm I mean, it's 10 years of living."

4:24So, I I'm not as uh polar on on the decision. It's totally personal. But if you do want an exit then the corporate path is the way. If you want to make more money, then the Gym Launch version is probably a better path, which I don't normally say. Um but just because of how difficult it is to um attract star artists and that being kind of the core of the delivery, I could imagine wrapping their model in something that you have um and then ultimately what you'll have to weave in is the things that make it sticky. And that's why Gym Launch was able to win. Because basically everything in education, what makes it so difficult to sell and also honestly to run, is that once someone has gotten your secret or your bag of tricks, then what?

5:07You have to have consumables. And so, that's one of the things that, you know, we can help you with, but like um putting the consumables in there so that it does stick and that's what's going to drive LTV long term, putting the sales motion in place, all that kind of stuff. It's different, um but ultimately the thing that's going to make it work. >> Cool. Awesome. >> If you are 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 roadmap, 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 in these 10 stages and we made this little kind of quiz thing where if you You 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 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.