Warum jedes Geschäftsmodell seine eigenen Probleme hat

0:00I sell CFO advisory. Really? Um, >> sell that. >> CPA, CFO advisory. Super expensive. B2B. It's probably sticky. You're probably operationally constrained though, so keep going. >> Yeah. In tax planning. Yeah. >> Um, we will do probably about 2.9 this year. >> Amazing. >> I would love to be at like 20 million. >> Okay. >> Um, but what's stopping me?

0:23>> I have We've made all this stuff. I have two books. I fire my CPA. I've taxfree millionaire. I've made all these courses. I don't know what to do with them. I don't know how to market. I don't know how to advertise. I've never done any of this. >> You're doing three million a year. >> All organic. >> Yeah. I mean, you're obviously not marketing shitty. Um, so you've got all this stuff, [snorts] right? You got these books, you got these courses, you make content.

0:50>> Yes. >> Okay. So, you are marketing. >> Well, I've never put them out there. Like, I don't know what to do with it. >> Wait. Huh? Okay. Hold on. So, you've got all this stuff in your back pocket. So, you've got tax-free millionaire book andor course. You've got fire CPA book andor course and you make content about tax accounting [ __ ] >> Yep. >> And so people come in and buy your tax accounting [ __ ] >> right? And you're trying to get to 20.

1:16>> Yeah. >> Do people turn out? >> Well, I've never tried to sell anybody on the stuff that I've made. >> Well, but we don't need but like forget let's erase those for a moment. Those are not real things for the purpose of our conversation. >> If you didn't have those things, what would you do to grow the business? >> People call our office and they come in and I sell them for monthly service and I get referrals for

1:42>> in person or virtual. Yeah. >> Okay. But you're local. >> I'm local. We have a bricks and mortar. I have a billboard. >> But most I do. Yeah. But most of our clients are are are not in Texas. >> Okay. Her. Okay. So they're coming from the content. They call up. You guys sell them whatever >> referrals? Yeah. >> Absolutely. >> And what are you growing at annually? >> What am I what >> growing at annually? >> Uh last year I was 2.2. >> Okay. It's great. So yeah, super good to whatever 30 35% annual growth. It's awesome. Okay. So what's the um so you you want to get to 20 and I'm guessing you just don't want to wait like seven years to get to 20 at that compound rate.

2:18>> Yeah. >> Right. So, as long as you're keeping customers, when I said do they churn, that's what I meant. Like, are they stay do people stay with you? >> The people that are on monthly stay a lot more than the people that come in just for a one-time tax plan. >> What's the um this will be fun for you. Okay. >> So, what's the I'll give you like some some business accounting. Um what's sales velocity right now? >> I don't know what what >> how many units a month do you sell >> uh on the monthly reoccurring?

2:44>> Yeah, >> there's probably about 190 clients. Now, how many do you sell every month? New. >> Oh, new ones. We're We've closed down for new sales cuz I'm trying to figure everything out. So, nothing right now. Nothing. >> Well, that will not grow the business. That for sure. That >> there's my Yeah, I'll be here all day, guys. Uh, >> okay. So, so we have a goose egg there.

3:09Okay. But, okay. You have this other stuff. Why do we care? >> Well, that's what I want to do. Like I like the products. I like to educate. I like to be in front of the camera. Like I want to do all that. >> Okay. Well, what's wrong with the business that you decided to stop selling stuff for? >> It's [ __ ] hard. That's why. >> It's re No, like to fulfill on it. And >> you could always just start a business where you sell everybody else's stuff. >> Well, you didn't get my joke. You missed it. Okay.

3:36>> And what I'm trying to get to now, like AI, what you were saying is going to completely obliterate our industry, which I'm really excited about because I want to dive into it. I want to leverage AI tools and even overseas partners doing low-level stuff. Okay. >> Um because people in our industry are really slow and outdated. >> Yeah. >> But all of these are not things that you would solve with marketing. >> You're supply constraint. And so you're like, how do I market more? I'm like, you can't even take people.

4:05>> Well, I want to market like for courses and to buy my books and things like that. >> You have a valuable business right now. >> No, I I I do. Yeah. >> No. Why are we Why would we start another business that's not >> That's what Ed told me, but I I want to do that, [laughter] too. >> Yeah. I mean, like like I make the content I continue to repeat and I get I get my my memes made of me of like Alex just going to say shit's hard and hard things are hard and hard hard and it's because it just never stops being hard.

4:33It just always sucks. Like the course thing will suck too. You just don't know it yet. Ask the course people. They'll tell you it sucks. >> That's great advice, >> right? They're like, "It sucks." Yeah. The customers aren't sticky. They'll expect you to do everything. They're like, "I'm not a taxfree millionaire already, and I bought your $17 course. Like, [ __ ] you." You know, like

4:57>> like that's, you know, that's what's going to happen. But you have you have a service that people aren't turning out of. I'm guessing. >> Yeah. They're not. >> Yeah. >> I mean, some, but they're pretty sticky. >> Yeah. No one no one who no one who has bad churn stops selling. I'll say that. So, like the fact that you're comfortable enough that you're like, "Oh, we don't need to take customers for a while." Like, I'm sure your stuff is better than you think. Um, but I think that we have to think basically you're supply constraint and so we just need to fix the supply constraint of your business because if I said, "Hey, we found a way." What are your margins right now?

5:32>> About 20 25%. >> Okay. So if we said okay let's see if we can find um offshore talent that can give your existing team two or 3x leverage so you don't have to increase internal headcount you can increase external headcount and then when AI comes in you can basically wipe those guys off the map and then fine right so it's like yeah they don't have jobs or families uh [laughter]

5:56>> they're overseas they're not real um I'm kidding so I know half you guys are overseas that was a joke Um but yeah, so I think that we need to create operating leverage. We have to look at basically how the service are being delivered so that we can figure out how to get each person two or three more, you know, X in terms of their ability to deal with customers. Um probably there's a little bit of tech that's missing because this is for everybody. Everybody, every entrepreneur I talk to is like I want to be AI first, right? And then you're like using Jeff GP for emails. Like that's not how you're AI first. Um, the first thing that you have to do in order to have an AI first company is you have to be a data first company because AI works with data. If you don't have data, then there's no [ __ ] AI. So, you have to have complete data first from your approach and have an architecture in place so that you know all the elements of the business from data and then we can put the AI layer on top to put reinforcement training in place in order to actually train it to do stuff. So if that's where you want to go, which does have tremendous operating leverage and like just for everybody this is the once in a generation move right now. So 25 years ago cloud computing came out and then you know software went from CDs to cloud and that and then all of the software companies and all that boom was last 25 years and all the billionaires were made. the next boom is this, right?

7:10And so we're early and so the hard of this is like, well, the pieces don't all fit together perfectly yet. And it's like, well, that's the figure out that we make lots of money from, right? Okay. >> So, I don't think the solution is you selling a course because you just happen to have recorded it. I think that we need to fix the supply constraint first and you'll use all those things as marketing assets to increase demand when the time comes. So, save those in your back pocket. There's nothing wrong with them. But I want to look at the model.

7:35Increase operating leverage. That'll probably also increase margin. Start making this number more than zero. >> Okay? >> Which I promise you can take this to the bank. If you make that not zero, you will grow faster. Um you will make more money if you sell people. Uh and then I think from there, so it's like increase operating leverage through offshoring, add in data layer. Once the data layer is there, then we can add in the AI component that further increases operating leverage. Once you put the remote team in, you'll then be able to sell again. If you get to the point where you're like, I've now reached my new 2 or 3x capacity without even marketing, then great. If you do need to market more, then use the assets that are in your back pocket to go do more delete gen.

8:19It was like four or five steps, but that's how I think through it. >> Thank you. Real quick, I'm going to show you the exact 10-stage 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.

8:46And 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.comroadmap. Just enter your info and it'll spit it right back to you. Offering.