00:58:29 · John Coogan, Alex Hormozi, Jordi Hays
[00:58:29] S0: Mhmm. [00:58:29] S3: When it well, actually, porn's the most paid edge. Right before that is I'm being real. Right? Yeah. Yeah. Ecommerce is the second most cutting edge. And those guys are all completely the ones who are crushing it going to 0 to 100,000,000 plus in, call it, like, twelve to twenty four months. Like, all the companies that are running the same playbook [00:58:43] S0: Yeah. [00:58:43] S3: Is decentralized UGC with kind of like AI back end for screening for control and then just letting it fucking rip. Yeah. And there's obviously some considerations for brand. Sure. Right? Which is like, how do we make sure? [00:58:56] S0: But Yeah. But if the raw footage is And you only [00:58:58] S3: put money behind things that are yeah. [00:58:59] S0: Exactly. It's probably pretty safe. [00:59:01] S1: Do you expect to integrate parenting content into your universe? [00:59:07] S3: I don't think everything that's not business has not been, like, super deliberate. I just don't hold back. So if someone asks a question about it, I'll just answer honestly. Yeah. Yeah. But everything I try to think of, like, the middle spoke is still I'll use this area. The middle spoke is still business, and then it's, you know, how am I seeing parenting through the lens of business as [00:59:24] S0: a business If [00:59:25] S3: you want. How do I [00:59:27] S0: You got it over there.
00:59:27 · John Coogan, Alex Hormozi, Jordi Hays
[00:59:27] S0: You got it over there. [00:59:29] S3: And, like, how do I see, like, my my relationship with Leila? But we're business partners, but we're also married. So it's it's always I try to keep that at the middle. Yeah. But some people are like, [00:59:37] S1: I just wanna [00:59:37] S0: talk to [00:59:38] S1: You know, with with with Taylor and and Travis pairing up, hopefully, have children. Mhmm. You guys having children, I think we could see the a real baby boom. Yeah. But Important. We need to get it out there. [00:59:50] S3: That's what we're doing. The Lord's work. [00:59:52] S1: There we [00:59:52] S0: Can you walk me through how to sort of evolve a brand through what I expected to be more difficult, but you executed it very well. The headline was I have nothing to sell you. Mhmm. Now you sell books. There I people wanna buy stuff from you. Obviously, you a ton of books. Yeah. But there's probably like a, oh, I wasn't expecting this. How did you work through that? Because I think there's a lot of companies where the business model evolves and they need to change their communication strategy and they need to deliver, [01:00:22] S1: like, It's like, we're not gonna compete with you. [01:00:26] S3: What? That's crazy. [01:00:28] S0: Asking for a friend here. [01:00:33] S3: I'm I'm such an I I I think the absolute simplest media strategy for any kind of change is the whole truth Yeah. Not half truth. [01:00:40] S1: Mhmm. And I [01:00:40] S3: think if you just manage that so it's like, I didn't have anything to sell. Yeah. And I was like, now I do.
01:00:40 · Alex Hormozi, John Coogan, John McElhone, Jordi Hays
[01:00:40] S3: think if you just manage that so it's like, I didn't have anything to sell. Yeah. And I was like, now I do. [01:00:46] S0: It's so simple. I love it. That's amazing. Wow. Yeah. [01:00:51] S3: And and Yeah. If if you don't wanna buy it, here's the great thing about capitalism. It's voluntary exchange. So you can just keep getting the free shit. [01:00:58] S5: Yep. [01:00:58] S3: Yeah. All good. [01:00:59] S0: There's tons of it. There's tons of free stuff. [01:01:00] S1: Tons of [01:01:00] S3: free stuff. And we still continue to do that. If you choose to want more help with stuff Yeah. In person where we're limited Yeah. Spend money, and we'd love to have you. [01:01:08] S0: Yeah. Yeah. It's fascinating. What is the term for, like, the economic ladder that you help build help companies build? I feel like the first time I was exposed to this with Jocko Willink, you Mhmm. You get to the end of the show, and it's like, if you wanna spend a dollar with me, I got something for you. If wanna you spend a $100 with me, I got something for you. You wanna spend a thousand dollars, you can come to my conference. $10,000, I'll hang out with you for a weekend. A $100,000. And that ladder of price discrimination is hard for a lot of businesses where it's not token based pricing where it's just as, you know, consumption based usage of the product, but actually getting the place where look. If you have a billionaire in your audience who loves what you're doing, how do you actually get an offer to them that's the right size?
01:01:50 · Alex Hormozi
[01:01:50] S3: I'm a so customers are super fractal. Yeah. Right? And so you can absolutely make the same amount from 1% of your customers as you can from the other 99 and have half your revenue from one. Yep. And typically, like, at each level, you have another double. So it's like if you're at, let's say, a $100 a month price point, there's gonna be another double of revenue at a $500 a month price point, another double of revenue at $2,500 a month, another double at, you know, whatever, five or 10 times that is gonna be. And so I think making offers available to people, that is where business owners, like, struggle. They feel weird about it, and they sell out of their own wallet. Yeah. When it's just like, just make them available. Yeah. And state the facts and tell the truth. So it's like if we had one big plaque in our our marketing team, it's state the facts and tell the truth, but it's the whole truth, which is, hey, we're gonna do this thing. It's absurdly expensive, and it's only for somebody who if you're reading this and you're like, oh, that's not absurdly expensive for me. Yep. It's for you. Yep. And if you read that and you're like, oh my god. I'm offended by that. Good news. We have less offensive prices Mhmm. That are lower. And for that, we do all these other things that are you're gonna get way more people who are gonna be doing it with you. But if you're a special stuff like, we have special stuff like prices. Mhmm. I just don't think and to be fair, you're not gonna make everyone happy. Like, there's always gonna be trolls. There's always gonna be people who are like Of course. I think you have to make the decision of, like, do I care more about the people I help or the people who are angry at me for trying to
01:03:06 · Josh Zoffer, John Coogan, Alex Hormozi
[01:03:06] S7: help? [01:03:06] S0: Mhmm. What's your international strategy? I imagine the content goes everywhere. Yeah. At the same time, you can't be flying around the world constantly. How do you think about different countries? [01:03:17] S3: I struggle a lot with international. Because the business side of me is, like, I don't want them to clog up our funnels. Oh. Yeah. And, like, have people who can't speak English that well pop into the team. And it's just like it's like we don't have Italian versions of whatever. [01:03:33] S0: Yeah. Yeah. That makes sense. Right. [01:03:35] S3: So I struggle with that part. On the other hand, we're taking steps now to Look. Have something to, you know, serve that audience. That being said, don't think I'm gonna be traveling internationally anytime soon. Sure. But having called services and offerings for that audience, I'm I'm more inclined to be able to. [01:03:51] S0: Yeah. How are you thinking about scaling acquisition.com, the investing side of the business, raising outside capital, scaling up the fund? We talked to VCs all day who are just, like, bigger and bigger mega funds. [01:04:02] S3: Yeah. We're, like Early. Thirty days away from closing a gigantic deal. So [01:04:08] S0: Come back.
01:04:08 · John Coogan, Alex Hormozi, Jordi Hays
[01:04:08] S0: Come back. [01:04:08] S3: Yeah. It'll be great. But, like, I would say that what acquisition.com is when we started was a cash flow based family office that Leila and I ran. And that was honestly the chillest my life has ever been. I was also bored to tears. Mhmm. But, like, a good life and probably might have been better for the season I'm about to get into. [01:04:27] S0: Sure. [01:04:28] S3: But it became apparent after we did something like 24 deals in twenty four months, and these were not like VC style deals. They were like real, you know, purchases, that, you know, portfolio theory rules and of the 24, like, you know, three ish were, like, the really good companies. And then on top of that, there was, like, our brand blew up in this time period. And so we had to basically have this recalculation of, okay. Well, these are all the resources we have at our disposal. We have cash, but, like, this brand is getting really big, even almost greater than the cash that we have access to just our own money. [01:05:00] S0: Yeah. [01:05:00] S3: And so then it was like, okay. Well, we started the advisory practice in January '24, and I think we did 36,000,000 in EBITDA year one Mhmm. Just on that one unit. And so I was like, [01:05:10] S1: okay. [01:05:11] S0: Founder, no. [01:05:13] S3: And so and then, obviously, you know, the book launch Yeah. Last year, we did, you know, a 105, and we still have the advisory factors which grew the next year. And so I've we've basically we stopped doing deals that we were just investors in. [01:05:29] S0: Mhmm.