The Game with Alex Hormozi - Scaling Your Businesses with This $100M Offer Strategy (with Greg Hickman) Pt.2 - Sept. '21 | Ep 418

Episode Date: August 6, 2022

All it takes is an offer they can't say NO to! Today, join Alex (@AlexHormozi) as he guests on Greg Rickman's YouTube to talk about his book $100M Offers, share some insightful advice about guarantees within sales and marketing, creating high-ticket sales, and strategies that bring your business on the path to longevity. Grab your pen & notebooks, and list down all these golden nuggets! This is part 2 of the interview.Welcome to The Game w/Alex Hormozi, hosted by entrepreneur, founder, investor, author, public speaker, and content creator Alex Hormozi. On this podcast you’ll hear how to get more customers, make more profit per customer, how to keep them longer, and the many failures and lessons Alex has learned on his path from $100M to $1B in net worth.Check out the episode on Greg Hickman's YouTube Channel!Timestamps:(0:58) - Apply quick win strategy for effective implementation.(3:37) - Can high-cost clients coexist with low-cost ones?(7:34) - Decide front-end services/products and recognize consumables for coaching agencies.(14:03) - Impact of guarantees on sales and marketing strategies.(19:55) - Surprising actions of agency owners; timing for introducing continuity.(25:47) - Current trends in business owner practices.Follow Alex Hormozi’s Socials:LinkedIn | Instagram | Facebook | YouTube | Twitter | Acquisition

Mosey Nation, a lot of times you guys ask me about what does time to value mean? What do quick wins mean? How do we decide whether we're going to go for a high cost product or service or a low-cost, high-volume product or service? Are there ways that we can increase margin and provide more value? All this and more. Plus, how to add guarantees to your offer to make them so good. People feel stupid saying no.

This is the part two of the Greg Hickman podcast where we talk about agency owners, how they can market their business. And also, probably more importantly, how the small businesses those agencies are serving can productize their services in a way to get more customers saying yes at higher prices and doing so with even more margin than they've ever thought of. Enjoy. Sell the farm, give away everything, get people to say yes, get people to give you money, and then we'll have cash flow that we can start solving problems with. Welcome to the game where we talk about how to get more customers, how to make more per customer,

and how to keep them longer, and the many failures and lessons we have learned along the way. I hope you enjoy and subscribe. That mini win, I think in the book you talked about like you're, you're, getting them like a $2,000 sale in seven days or whatever. Is that just a strategy to show them that they can make 2K doing this? But it isn't necessarily, is it a piece of what they would be doing as they roll out those other things that you said felt heavier? It can be either. A weight loss example, just to give a totally like a B to C example. Like we would give people basically a starvation diet for their first, you know, a few weeks, even though we knew it wasn't sustainable. And we would

do that because there's tons of research that supports that people actually have better long term weight loss outcomes if they have a short-term win. So if someone loses 10 pounds in the first two weeks, now they believe me. And I'm saying, hey, this isn't going to be something we can do forever. I just want to show you that our stuff works and we know what we're doing. We have this in our back pocket. This is to show you we do know what we're doing, but we do think we need to transition to this, which is going to be slower, but we're going to be able to help you lose it for good. Right. And so now it's like, but if I said, hey, it's going to be slower. We're going to help you lose it for good. It's like the SEO argument. How long am I going to wait? How much trust do

I have to have because like everybody, it's like, yeah, it's going to take six months for SEO to start working. Maybe, right? But maybe you're just a scam artist from online that's going to say that and just collect six months of billings and literally do nothing. And the way that you create these early wins is, again, you look at the customers that you have had the most success with. And then you say, what did the top 10% of my customers go through? What was different about what they went through in the beginning versus what these guys went through in the beginning? And then that becomes, at least preliminarily, because you don't have any baseline, those become your activation. which means that in the first 30 days, these are the one or two or three things that we want to deliver to every customer.

And then all of the client experience and onboarding and customer success is geared around driving those activation points. Because this is posthumously cordial of it, right? So we're looking after the fact and saying, well, these things happened here. We don't know if all of them are important, but we know that if we do all of them, we'll probably have some success. And then piece by piece, we'll discover more and we may be able to peel some back and be like, okay, we thought this was important. They don't care about as much as this, but these two things are the main thing, right? Like in HubSpot, when they get a new customer on, they know that they have to get someone to use five different functionalities in the CRM.

If they use five different functionalities or more, then the likely they stick is like forever, right? But you got to get them to five, right? And so I know that in a different CRM world for online trainers, because we're involved in that space too, they have to get their first five clients. So if they get five clients, they never can't. But they need five.

And we have to deliver five as fast as possible. So even if the strategy that you use to get the first five is different that you get to get the next 100, if this one happens faster, then do this one first and then earn the trust to then start this journey. If you want to do CO, cool. Show them you can run paid ads and get them leads so they know you know what you're talking about and then start the SEO journey. Makes sense.

Yeah. Dude, so you talk about, I believe, I forget what you called it. Maybe it was the cycle of price or the, forget which one it was. But it was tied to the delivery cube. And I've looked through the book multiple times to see if I can find where it is. And I'm like, at this point, I don't know if it was one of your YouTube videos or because I listen to everything you do. But you talk somewhere about like when you are identifying how you're going to deliver, the solution delivery vehicle of all those problems. There's the ones, obviously,

you want to aim in totality, high value, low cost, which is where, you know, the ability to go to information and showing people that done with you is really strong. But somewhere you said it's okay to have some high value, high cost things, but like probably not more than one or two. Yes. And so I'm a big believer in kind of utilizing the Tesla model. Yes, we talk about that fairly often here as well. Okay. Yeah. So a lot of people get started trying to, like, everyone tries to think about scale before they have value, which is still, right, before they even know who their avatar is, right? And I think that's just, I think it's just silly. There's no other word for it. It's just silly. And instead, you'll have way better marketing, way better stories, know your avatar better, solve more problems, just have way more,

your hands will be, you know, you roll your sleeves up, you'll get way more dirty. You don't need to actually worry about this done for you thing being your business. Everyone has this fallacy in thinking that like the first thing they sell is the thing they're going to start for the rest of their life. It just consider it getting paid to do R&D. It's what it is. You're getting paid to do research. And acquiring customers profitably for done for you is probably the easiest thing in the entire world because it's so easy to sell, right? It is hard to deliver. Absolutely. But if you learn how to deliver that because you should, then doing the next level down and doing done with you or doing two levels down and doing complete DIY becomes easier because now you have the

story that works and makes sense. It's like, hey, we ever done with you clients that are $20,000 a month, but if you want to use the same system that we use and just, and we'll help you along the way, you can just pay 10 grand one time and learn the whole system, you know, or get certified through us or blah, blah, blah, right? And so it's way easier to require customers with high done for you because most people, and I don't know if I told, I think I told the story on a YouTube thing, but I had a friend who got laid off, he was a chiropractor and he was like, hey man, I need to make money. I was like, do you want to make money or do you want to be a chiropractor? He was like, I want to make money.

I was like, cool. So just use the gym lunch system. So he just started selling weight loss and not even doing the chiropractor thing. And in the first month or two months, he actually made no sales. And I was like, bro, what's going on? And he was like, dude, I'm still trying to get my offer right because I don't want to overcommit and not be able to fulfill. And I was like, how many clients do it?

He was like, zero. And I was like, why are we having this discussion? I was like, sell the farm, give away everything, get people to say yes, get people to give you money. And then we'll have cash flow that we'll have. can start solving problems with, right? And you have no idea what your clients want because you can fucking sold anyone yet. So like, go sell some stuff. And then what happens is, once you have all the solutions that you plan on delivering, maybe your first couple people, you deliver everything,

right? And even if you broke even on that, I'd rather break even with cash flow, because once I have flow, right, create flow, monetize flow, then add friction. So it's like, let's create the flow with a crazy offer. That's what the book's about, right? Monetize the flow because we can charge a lot for it, because we're going to, we're going to go to their house. And you feel like, oh, I don't know if that's sustainable. I flew around the country for a year and a half actually going to people's gyms and working their front desk. And so people forget that. They're like, man, I want to do what gym lunch did, but you're not willing to do what Alex did. So you got to pick, right? And so if you want to be in a niche, then go work the front desk. Go fly out to a salon. Go fly out to five salon,

10 salons, right? And learn the different markets, learn the different nuances, learn how different salons work. Right. And then on your sales calls, when you do decide to make your pivot down to a more scalable model, right? You can say, listen, 80% of clinics are doing this. This is all horseshit. the 20% that drives all the profit is this. That's what I'm going to help you focus on. So then you end up trimming and stacking everything that doesn't matter out and just focusing, productizing on the most valuable highest profit things that you discovered through the R&D that you got paid to do.

Yes. For some of the newer clients that might be watching this end of the replay, this is what we tell you to do. In the book, you know, like you said, you list out all of the things, all the problems that they have and then identify solutions. And you take them to the delivery cube. what are different ways, which is an amazing exercise. But something we both, I believe, have similar thoughts on is to sell something up front that has an end date with a clear outcome.

And then, as you call it, downsell your upsell. So can you talk about like when someone has this laundry list of things that they can do, how do you figure out where to draw that line on what should the front end be? So you want consumables to be recurring and you want the one-time things to be the one-time value. right that's the simple simple state thing so i actually just drew this out yesterday because i was thinking about this so maybe this will be some off the you might see some youtube content on this if i'm building if i'm building recurring revenue you've got physical digital and then you've got collateralized and consumable and so i'm just going to go i'm going to super zoom out and then i'm

going to come back in all right so a simple consumable would be like toothpaste right known here is really on subscription for toothpaste but a toothpaste company gets sold by you know bought by proctor again if we're million dollars, right? And it's because you're still recurring. You're just buying once every month or whatever, right? But it is the weakest type of recurring. And it's a physical consumable, right? A level above that would be a physical that's collateralized. So razors, you buy the razor and then the consumables are the razor. You buy the printer and the consumables are the in cartridge. You put your stuff in storage and then you have to keep paying for the storage, but there's collateral, right? They have something of yours that they're paying for. These are both in the physical realm. And the digital realm,

same thing versus consumables and things that are collateralized. So the ideal world in terms of business value is to have something that's purely digital and has collateral, which is why CRMs are so valuable because they have all your payment info, all your contacts, all your everything. And for you to leave is really hard because they have collateral. They have your stuff, right? Dropbox has all your files. It's so hard to leave those, right?

And so to go to the consumables, that's where what are the things that a business is going to consume on a regular basis? They're going to consume financial services. They're going to have a bookkeeper. they're going to consume marketing services. So they're going to have an agency or a media buyer, right? And so like for us, it's like you want to sell the system as a one-time thing. And then all the things that the system consumes as the recurring thing.

So you've got the machine and then you've got inputs and outputs. Right. So you build the machine for the one time. And then you sell the inputs because they need more inputs over and over again once you've helped them build the machine. And then you can price those according to what the machine that you have built for them creates. And so this is the biggest question I get all the time. I'm just going to tack it on because I figure it.

or somebody's going to ask it anyways. My clients are broke. They can't afford what I want to charge. Well, the average gym owner makes $36,000 a year, a little less than that, actually, and we charge 42, right? And that's our back-end program. Front-end program is 16. So we go 16 and then 42.

That's a lot of money. And that's- 42,000 just for the record. And so that's what they make more than what they make in a year. That's more than what they make currently, but not more than what they make once they use the machine that we have to build. So we price based on the value that we already know that our machine is going to help them produce, right?

And so it's the same thing we're like, and this is why we were able to just crush everybody who's in the agency world because they would try and go to gym owners and sell them leads or sell them services. And they could never charge more than a thousand bucks a month because there was so little margin because gym owners weren't making any money on the lease that they had. And they get priced out over 10 bucks a lead. And they say, hey, I can't do this anymore. It's 10 bucks a lead. Our guys can spend 50 bucks a lead because they make so much more money per customer because we show them how to sell high ticket, how to set up the sales room, what the offer is supposed to be. We give them all the fulfillment stuff. We show them how to sell supplements, transaction. We give them all of the help to do that so that they can liquidate the cost of acquisition or make a profit on the acquisition and sell the back end. And so the idea is you sell the system, right? And then the recurring, the downsell, the upsell is going to be the consumables of that system. In a coaching training consulting model that done with you, what does that look like from a consumable piece on the back end then? So we worked with agencies throughout. So what they would sell on the agency front end was they would sell the system, right? That's the defined end thing. Is it by the end of this. So like, what's the clear deliverable?

So let's say it's salon owners, right? So it's like, okay, salon owners, I'm going to help you double the average ticket of the person who walks in the door and five times the LTV by using our four-step, you know, appointment system that X, Y, Zs, and we'll put physical products in and we'll show you how to add recurring

with hair colorings and cuts and whatever, right? That's the system. Once they have the model, then they automatically make way more money from everything else that they ever do. Awesome. That means that we can charge more. Cool. So let's solve that problem first so that we can then,

price what we want. And so then what we sold on the back end was shows, because that's what they consumed. They consumed shows. That's what the machine that we built them eats. It eats people walking in the door. And so we have to sell them the people that it has to eat. And so on the gym side, what we did was slightly different, but the same concept is that we would test. We spent about $50,000 a month testing ads in a bunch of markets. We had like 10 or 20 markets that we do representative tests in. And then when we had the winners, we would just license the winners to everyone. So for them, they knew how to run ads. They had the machine, but I would immediately save them on all of the lost ad spend that they would normally have testing and not getting results.

And so if you knew that every single ad that you had as a winner, how valuable would that be? Very. And for us, it's high margin because it's media, right? So it's 100% gross margins. And so that was one of the things that we had on the back end. In addition to that, it's like, what are the other problems, right, that are going to come up from, you know, having this new machine? well, now they have to hire more trainers. Well, our hiring system is going to be on the back end. You have to hire salespeople. So the sales scripts and the ads for hiring salespeople on the back end, you're going to have to train those people. That's why we have something that we call from all the gyms meet every morning on a call that we host to train their sales teams, right?

Because that's something that's consumable that they're going to have to keep doing over and over again. So it's like, what are the activities in the business that have to continue to occur as a result of the system that we sold them? And then those are all the things that we will bundle and sell on the back end. So when people are like, I don't know what I'm going to sell on the back, it's like it means because you haven't solved any problems on the front. Self problems on the front, there's going to be problems on the back and you just get to solve those problems. Real quick, guys, you guys already know that I don't run any ads on this and I don't sell anything. And so the only ask that I can ever have of you guys is that

you help me spread the words so we can out more entrepreneurs, make more money, feed their families, make better products and have better experiences for their employees and customers. And the only way we do that is if you can rate and review and share this podcast. So the single thing that I asked you do is you can just leave a review, but take you 10 seconds or one type of the thumb, it would mean the absolute world to me. And more importantly, it may change the world or someone else. You obviously talk in the book about guarantees. And I've seen a lot of new ads out in the marketplace with guarantees, which I'm like, oh, they read the book. Can you talk about, like, I was having a conversation with one of my buddies about this. Like, you can obviously

use a guarantee as like a sales tool if you're selling via the phone. Is that like V1 of rollout? is I'm going to use this as a tactic to get them over the line if there's an objection, because sometimes there is an objection where you even need to offer a guarantee. But then there's also the putting it in your marketing. Is that the appropriate rollout? Like test it on call as a tool? And then if it's working, bring it out to the marketplace. Like it almost is your offer if the guarantee can be good enough.

I think that there's lots of ways to skin the cat. So I don't want to give like a broad sweeping generalized answer for that. I think testing it on the phone is a good idea. And then making it the offer also works. I think there's two pieces that I think everyone, at least that I try to confer, whatever, tell people, is that one, for many people, a guarantee is a structured risk. It's a risk where you know all the variables. So maybe you need to test it on the phone for a handful of people, see the results, and then measure.

But nine times out of ten, you're going to make more money having the guarantee. You will sell more people than you otherwise would have, even minus the extra returns that you'll have a result. Most people, though, are still so afraid of making a guarantee that they make the contingency be so extreme that the guarantee is worthless. And the thing is, if the guarantee is worthless, it's not as compelling, right? So I try to guarantee things that I'm almost afraid of guaranteeing. And if I'm afraid, then it means they'll get greedy. And if they get greedy, it means I'll make money. And so big picture, here's just a thought experiment that I like to demonstrate the power

of it. So most of us are in B2B services who are listening to this, I would imagine. And so if you're B2B, let's say that your offer was, I'll double your profit in 30 days. I'll double your business in 30 days, whatever, right? Something crazy, right? Or I'll pay you twice the amount of money you paid me back. How difficult would it be to sell that? Not at all. And so if anyone is struggling to get customers, think about that as an extreme example, right? On the flip side, you have everyone else's stuff, which is pay me, maybe get results, maybe don't, doesn't really matter. I get paid you like. That's the, that's what most people offer if you were to boil it down to soup and nuts, right? And so the question is, is there a place between extreme A and extreme B where we could peel

off one or two of these things from this side still have a really strong guarantee that's very compelling, and ultimately sell more and make more. Now, the underlying point of the entire book that's unspoken, which I think you picked up and a lot of people picked up, is that we were like, well, if I guarantee that, what happens if they don't get the outcome? It's like, then to fix the product. So this was the first book, from my knowledge, that was wrapped as a marketing book, right? But the book doesn't talk about marketing at all. It's a product. It's a book on product. And so the problem is people aren't providing value. That's the problem. And that's the basic problem for all the businesses that don't make money. Because you should be able to say a really bold claim.

And if you can't say a really bold claim, then solve why you can't say a really bold claim rather than not making it. So I think it's just a better question, which is like, how could we guarantee that they're going to deliver their income? How could we do that? Because if you ask better questions, you'll get better answers rather than how can we prick people into thinking it's a guarantee when it really isn't. Yeah. Because that's how you create wealth. You create wealth through value, right? And that's that like you can only sell people once. And this is the whole, to Dan Kennedy, most people get customers to make sales rather than make sales to get customers, right? And it sounds like a minor semantic difference, but it's important because most marketers

that exist in the information or internet space, which is a lot of people, right? They try to get a customer to just make a sale. That's the whole goal for them is the sale, right? Rather than, I'd rather create the relationship that I can then have, have an ongoing exchange of value over and over and over again, which makes you unbeatable. It's, so hard to compete against a business that that just consistently provides more value than they charge for. But people are like, well, then I need to lower my price. You can increase the price to value discrepancy by lowering your price. You absolutely can do that. That's what Netflix does. That's what Dropbox does. That's what you mean like, think about it, $9 a month. Think about how many things that we charge

in the internet that are charged for more than $9 a month that are way less viable than Netflix. A lot, right? But for most of us, we don't have tons and tons and tons of funding to be able to do that. And so the other way of doing is increasing the value. right and then correspondingly increasing the price to a certain degree so you still have a discrepancy between what you charge and what they get but it's still far more than what you currently are doing which is why it's like how do i create value solve all the problems they have and you don't have to do done for you for all the problems that's why i create the delivery cube it's like i give the example groceries because i think it's such a simple thing everybody can understand it's like if you need

start losing weight, Susie's got to start buying groceries differently, right? Well, let's think of all the different ways we could solve that problem, right? We could create a calculator that helps her calculate it. We could pre-make PDFs that already have the list for every week. We could, we could pre-populated Instacart that already has each week already preloaded. She clicks it with one button. We could have affiliation with a meal prep company. The first time we could do a tour with her, meet her at the grocery store and go with her at her local store. How valuable would that be? We could provide tech support during period of hours that when everyone goes grocery shopping, we're there to respond and say, hey, and they can text us if they're curious about if this can't of soup or this can't of

soup is the right can. Right. Like, we could have call support. We could have, you know what I mean? All of these things are different ways to solving the same one problem. And so the idea is we do need to solve every problem or every perceived problem to get the sale, right? And then the business economics behind it is where we figure out which of these different ways of solving the problem provides the most value and has the most margin for us as a business and is most scalable. I know we have just a couple minutes left. Guys, again, if you haven't picked up his book yet, Amazon, you can get on Kindle, hard copy. He makes literally almost no money on any of these things. He's doing it because he's an awesome human being.

35 cents, my friend, 35 cents. Yeah, 35 cents. Sorry, 35 cents, guys. But a couple just random off-the-cuff, quick questions. So since starting Acquisition.com, right? Like you mentioned, you'd say, you know, companies above three million, but really it's more like $5 million. And you have kind of an interesting dynamic of companies, at least from what you've told me, about what types they are. What's been the most, like, surprising thing that you've seen from these owners as you've kind of inserted yourself into their businesses? The businesses that we work best with have a clearly defined integrator and visionary. So married couples work really well.

Or people who have two partners that are clearly defined, they work really well because usually that we should fix the model and they blow up. When it's the single founder, we need to help them find that integrator operator. Sometimes they're in the business, but maybe they're not as strong as they should be. So that tends to take more time. But for most businesses that are at that $3.5-ish million, we usually need to figure out a way to make the lifetime gross profit per customer hire. That's usually, which is what's the next offering, you know what I mean, that we're going

to provide and how are we going to sell it, how we're going to price, how we can deliver on it in a way that's scalable and whatnot. And that usually will get someone from, you know, it depends on the size of the market, but, you know, from $5 million to, you know, 20 or 25. That's usually the next kind of step for most of those guys. So you mentioned next offer and also to piggyback of what you said earlier, one product, one prospect, one channel to get you to a million. Pretty sure I saw Layla say on Instagram to 10, I could get you to 10 million.

So with the front end, back end, like the continuity piece, do you consider the continuity more of an extension of the front end versus like it's the next offer? Like, when should someone be adding continuity? Because I know like we have a back end program and we're obviously sub three million. We're above one. But like where does it make sense? And is that actually a different offer? It depends on.

So I would say I would categorize them. So six, ways of increasing lifetime gross profit per customer, right? Price. So you increase the price, decrease the costs, get them to buy more times, upsells, cross sales, downsells, right? Those are the six ways of doing it. So if we're thinking about the back end is that an upsell or cross sell or downsell, I would say it depends on what the category. So if we're delivering more of the same thing, because it's like downsell the upsell. It's like it's consuming the thing that's going to feed the machine. And if you do that adequately, you really don't have churn because they always need the

thing that feed the machine, right? The upsells, which is usually where we will try and build some sort of upsell. But most times people try and cross-sell, and that is a mistake. That is what most entrepreneurs jump to, which is I have a distribution base. I'll sell them something else. And usually that's not the time to do it because they end up having two companies. And then they're CEO of two companies. And you can't be CEO of two companies. Because if you look at every Fortune 500, they're CEO of one company. The only exclusion is Elon and he's not actually CEO of any of them. He's the owner and founder. And so there's really no Fortune 500 company that is like, yeah, yeah, I'm CEO of Home Depot and Dairy Queen. You know what I mean? It's like, that's not,

but we do that all the time as entrepreneurs because we think for some reason if we started in the company to solve all our problems. When in reality, we just create double the problems that we had and we still never advance past the point of our incompetence, which is where I can tell you, this is one of the themes that I've seen repeated over and over and over again. So I can drive this one, which is you will make the amount of money based on what level of entrepreneur you are. That's like level of entrepreneur times opportunity size.

That is the amount of money that you will make. Right. And so most people, entrepreneur-wise, they'll have. a $3 million business and they'll start a second business and then they'll have two, one and a half million dollar businesses with less profit. This happens in the brick and mortar world all the time. They have a location that's really profitable. They start a second location, then they start a third location. What happens with some of these generalist service providers that they add a different service, but arguably it's a completely different business. It's totally different business. Exactly.

And so until you can really transition to owner, which everyone thinks they are, but the reality is that they just outsource sales, but they're still CMO, they're still CEO, they're still C-O, right? They still have four hats on and they think that somehow they're because they are owners also that they are owners exclusively and that is not the reality. And so for the companies that we're working with, like in the beginning, it's like I'll consolidate. So we have focus. We drive the one channel. We maximize what we have there so we know that. We can put somebody who's in charge of that channel. Then we can take time from the owner to who's really still chief product officer, right? Also that hat and really create the next product offer. And sometimes it takes time.

You know what I mean? Like, I mean, it might take six months just to get those two things to happen. You know what I mean? And that's where when we try and work with entrepreneurs, we want to have an extended time rise, which is like a 12-week program is not going to help someone go from $5 million to 30 million. Which is why we take equity in the companies that we're working with because we're looking for people who are like, sometimes you have to take a step back in order to take three

steps forward. And that's just true. Like, if you're offering six things and you have to cut five of them because they're not profitable, your revenue will drop. You'll also have to get rid of teammates. that you don't need. But now the new business may be far more profitable. I'll give you one example that might just drive this home. The first company at token for acquisitions.com had a $1.6 million, which is small, but I really like the guy. 1.6 million dollar brick and mortar business and

they had a 500,000 dollar year agency. All right, that was helping this type of brick and mortar business. And so what I told them to do was I hated the, hated the model. So we killed the business. I killed the 500,000 dollar year business. It's making them money, right? We killed it. And then we started the new model, which is what we do now, which is we own all the locations. And so now we have 10 locations. We open a new location every month. And so that business went from what he was doing then. It's now 14 months later.

It's doing $200,000 a week. Right? But for the first 90 days, revenue went down. But it's like, that's why I'm there too to be like, breathe. It's okay. Like it's fine. Like you see where we're going. Like you see how things are getting simpler.

Like you have to get simpler, pare down, focus. And then we can have the explosive growth. because it's really easy to do one thing a hundred times. It's very hard to do 100 things one time, which is what most people do in their businesses, especially all the custom guys. You'll never sell the business. You'll never scale the business.

It's horrible. Last question before you tell us, again, where we can go for all the free stuff. And also, I think you should share why you're doing this because I think it's really awesome. So again, this is more of a selfish one, but like training, coaching space, what do you feel like we're all missing that we need to get right

in order to kind of build something of substance? Most people haven't done it. I mean, like, if we're being super real, most people haven't done the thing that they're selling me how to do. I mean, how many business coaches are talking about scaling a business that never scaled a business before they start? You know what I mean? Like, that's the real real. It's because everyone, everyone's so status-driven and everyone wants to, everyone wants to appear successful before they actually are. Everyone wants to fake it until they make it. But I'll tell you, if you make it, you don't have to fake it. And so the whole thing with Acquisition.com is, Laila and I have probably taken about $45 million in dividends out of the businesses

in the last four or five years. And the new chapter, I feel like is the scorecard is changing for me from revenue and profit to just kind of like meaning and things that I drive joy from. And so I thought what is the most valuable thing that I can give the marketplace besides money? Now we donate, you know, we donate a couple million bucks in the last two years to charities that we find meaning in, which are usually education based. But like I believe education is the thing that's going to set everyone for free.

And so I think that most of us, anybody who went to like formal college was kind of jipped. I think if you can have, if you make the same money after, a four-year $200,000, imagine a four-year $200,000 coaching program that you made the exact same money afterwards. It's ridiculous. And no one calls a scam, which is hilarious to me. But anyways, so my thought process is, can I give, and, you know, the people were teaching business, never had a business like all sorts of stuff, right, in the colleges too. But the most valuable thing I can do the marketplace is give all the experiences, the skills, the traits, and the beliefs that have shaped where we are now to everyone. And I know that with media, I can give

that all away for free at no cost. And so the whole idea with that wasersion.com is just give away more value for free that other people charge for. I mean, that's the, that's the strategy. And then hopefully get people from zero to, you know, three, five million on their own with no assistance. And if you're the type of person that doesn't need assistance and was able to use the stuff that we gave, then you'd be a perfect fit for the type of business that I want to, you know, invest in and then help grow to the next thing because I know that you won't need the handhold of, right? And so you know my works. I know that you work. And so as a result, we can kind of work off of shared trust. And, you know, the downside risk for me is that I just help a lot of people for it.

I love it, man. Well, we all appreciate it. I know I appreciate it. Guys, if you haven't gotten the book, I'll drop links in the thread below this, but definitely download the book or all three. Growth hack, read the book while listening to the audio book at the same time, learn that from Alex himself, and you'll read the book a whole lot faster. Thanks again, man.

Really appreciate you. No, you bet. And just for everyone, acquisition.com, you don't have to opt in anything. Slash training. Yeah, slash training. You don't have to opt in anything. You can just click that. And if you see there, there's locked horses, because I just haven't made them yet.

But yeah, you can go there. You can watch all of them. There's downloads and everything. Just take them. Awesome, man. Thanks again. We appreciate you. Appreciate you.

Bye-bye.