[알렉스 호르모지의 비즈니스 성장을 위한 실시간 전략 상담: 프로모시 핫라인 요약]-[Day 3 From My $105M Book Launch | Ep 954]

The Game with Alex Hormozi · B2 · 2025-10-08

📋 Summary

프로모시 핫라인: 비즈니스 성장을 위한 실시간 컨설팅 요약

본 팟캐스트는 알렉스 호르모지(Alex Hormozi)가 진행한 라이브 런칭 행사 중 '프로모시 핫라인(Promosi Hotline)' 세션을 담고 있습니다. 다양한 산업군의 사업자들이 겪고 있는 구체적인 비즈니스 제약 사항을 해결하고, 다음 단계로 나아가기 위한 전략을 논의합니다.

1. 리드 확보와 타겟팅 전략 (Natural Rev MD 사례)

의료 청구 회사를 운영하는 Heather는 리드의 불일치 문제를 겪고 있었습니다. 알렉스는 두 가지 핵심 해결책을 제시했습니다.

아웃바운드와 팟캐스트의 결합: 팟캐스트 출연 빈도를 5배 늘리고, 잠재적 고가 고객(Whale)들을 팟캐스트에 초대하여 비즈니스 관계를 구축할 것을 권장했습니다.
컨퍼런스 활용: 컨퍼런스 부스에서 경쟁사보다 더 나은 경품을 제공하여 연락처를 수집하고, 발표 시 슬라이드 자료를 미끼로 이메일 리스트를 확보하는 전략을 제안했습니다. 특히 컨퍼런스장 입구 우측에 부스를 배치하는 것이 ROI 측면에서 유리하다고 조언했습니다.

2. B2B 소프트웨어의 포지셔닝과 볼륨 문제 (Limbs Plus 사례)

환경 테스트 플랫폼을 운영하는 Dacian은 80%의 높은 마진에도 불구하고 리드 파이프라인 부재를 겪고 있었습니다.

볼륨의 중요성: 알렉스는 "변동성(Volatility)으로 느껴지는 것은 사실 볼륨 부족(Insufficient volume)의 증상"이라고 강조하며, 콜 100건당 1건의 계약이 성사된다면 그것은 운이 아니라 프로세스이므로, 1만 건의 콜을 시도하는 실행력이 필요하다고 지적했습니다.
가격 모델링: 초기 설치비(Upfront nut)를 높게 책정하고, 연간 계약 시 이를 면제해주는 '미끼 가격 전략(Waived fee structure)'을 통해 고객에게 선택의 환상과 가치를 제공할 것을 제안했습니다.

3. 리드 획득과 독점 파이프라인 구축 (Easy Dwell 사례)

부동산 펀드를 운영하는 Shemaine은 딜 플로우(Deal flow) 확보에 어려움을 겪고 있었습니다.

신념 깨기: 알렉스는 현재의 성과가 시장 전체에 비하면 매우 미미하다는 점을 일깨우며, 기존 도매상(Wholesaler)들에게 의존하기보다 그들을 내부로 영입하거나, 독점적인 파이프라인을 구축하기 위해 "독점적인 파트너가 되기 위해 무엇이 필요한가?"를 질문해야 한다고 강조했습니다.

4. 고객 필터링과 마진 최적화 (Infinity Medical Consulting 사례)

만성 상처 치료 컨설팅을 하는 Deng Duong은 타겟 고객(Medicare Part B 가입자)이 아닌 리드가 너무 많이 유입되는 문제를 겪었습니다.

필터링 추가: 알렉스는 "너무 많은 쓰레기 리드를 처리하고 있다면 마찰(Friction)을 추가해야 한다"고 조언했습니다. 설문 양식에 상처 크기를 묻는 질문을 추가하여, 자격이 없는 리드가 예약 단계로 넘어오지 못하도록 필터링 시스템을 강화할 것을 권장했습니다.

5. 비즈니스 모델의 확장과 가격 결정 (건축 및 페인트 서비스 사례)

건축 및 페인트 서비스 사업자들은 '가격 경쟁'이라는 공통된 문제에 직면해 있었습니다.

프레임 재정의: 알렉스는 고객에게 '비용'이 아니라 '위험'과 '속도'의 관점에서 접근할 것을 제안했습니다. "지금 2달러를 더 내고 4달러를 아낄 것인가, 아니면 지금 1달러를 아끼고 나중에 4달러를 잃을 것인가?"라는 질문을 통해 고객의 의사결정 기준을 바꿀 것을 강조했습니다.
수익 모델의 전환: 서비스 판매에서 그치지 않고, 반복적인 추천을 발생시키는 '영향력의 중심(Nodes of referrals)'들과의 파트너십을 강화하여 '반복적(Reoccurring)'인 비즈니스 모델을 만들 것을 조언했습니다.

결론: 성장을 위한 핵심 원칙

알렉스는 모든 상담에서 공통적으로 다음의 원칙을 강조했습니다.

가격은 최대의 레버리지: 가격 인상은 수익성을 높이는 가장 강력한 도구입니다.
명확한 정의: 자신의 서비스를 '상품(Commodity)'으로 포지셔닝하지 말고, 고객이 거부할 수 없는 독특한 제안으로 재정의하십시오.
실행의 볼륨: 비즈니스의 문제는 종종 단순한 '활동량 부족'에서 비롯됩니다.

이 세션은 단순한 조언을 넘어, 각 사업자가 겪고 있는 병목 현상을 정확히 진단하고, 호르모지의 'Money Models' 시스템을 적용하여 실질적인 수익성 개선을 이끌어내는 과정을 보여주었습니다.

🎯Key Sentences

It's feast or famine.

잘될 때와 안 될 때가 극명하게 갈린다.

I'm not that good at cold.

저는 추위를 많이 타요.

I'm not trying to protect my limiting belief here.

저는 여기서 제 스스로를 제약하는 믿음을 옹호하려는 게 아닙니다.

I just want to break your belief around this.

네 믿음에 대한 당신의 생각을 깨고 싶을 뿐입니다.

I want to understand, is it really a problem or is this a feature?

이게 정말 문제인지, 아니면 오히려 특징이라고 봐야 하는지 알고 싶어요.

모두 펼치기

📝Key Phrases

decontrain their businesses

사업에서 정부 통제를 완화하다

adjacent to it

그것에 인접한

feast or famine

풍년 아니면 흉년

acquisition channel

고객 확보 채널

whales

고래

모두 펼치기

📖 Transcript

Welcome back to the game.

Today is day two of the recordings from the live launch.

And so this is day two.

On this day was basically a recap that in the beginning, I'm not going to play that part.

We're just going to skip straight to the second half of the day, which was all Promosi Hotline.

So this was callers that were business owners calling in from all different industries and me using the frameworks that we talk about in the books and my content to help them decontrain their businesses and ultimately get to the next level or take the next step.

And so if I could do one thing for anybody who's listening, which is you, If you could hear the specific constraint that you're dealing with get solved for somebody else, it's super likely that that solution might also work for you, or at least get you thinking about some version of that that's adjacent to it that can help you get to the next level.

Well, for a bigger company, for what, you have a waived fee structure which is the third fee structure that I talk about inside of the continuity section for money models, which is you have a big upfront nut where you say hey, it's 50000 for me to do this whole integration, and then it's 5000 a month, month to month.

And we've, like, there's this site where all the wholesale, and we've quite literally scraped like all of them it's almost a lead problem at that point where now we're shifting to look at portfolios like who owns a hundred and so many homes yeah i understand yeah but my thing is is that you've only done 40 to 40 deals in the last two years something like that 46 yeah yeah yeah i mean you're not even close to tapping the wholesale market for the state of florida you know what i mean you're not even close there's no like you're not even close it's like not you're like not even a blip on the radar I just want to break your belief around this.

Essentially, we are dealing in the space of chronic wounds, so we help um, folks with chronic wounds close their wounds um, so the largest constraint that we have is trying to hone down on our specific avatar in terms of uh, the actual patients, because the ltv is once it's closed, it's closed, there's no more ltv afterwards.

And then it's like is there a way that we can throw some sort of verbiage or guarantees or some sort of like clawbacks that a customer can get where we say listen, we'll put our skin in the game to make sure that we'll be on time and on budget so that you can build your thing faster, so you can get faster returns on capital.

Instead, I would have it be a questionnaire about the wedding. right so and it make it seem like it's like oh that way we can tell you the exact perfect type of you know entertainment experience for a luxury wedding that would match your style wedding blah blah blah blah right so they answer five six seven questions whatever then on the thank you page they either if they have a budget that's high enough they get shifted straight to the calendar where they can have the call um or if they're not then you just send them to pdf or something like that right uh so if they are qualified they go to the call okay now If at that point you have the booking, then you nurture them by sending them the VSL before the call.

That sounds like it was a good return. yeah i remember i remember i remember i remember yeah yeah so that's that's anyway um so ever since then i've just i've been watching every single moment every little piece i could get from you but this moment here now is where i want to understand exactly how do we take it to the to dental market because we're hungry we're all locked in in the team yeah everyone motivated and got good momentum it's going to come down to stick i'm going to tell you right now it's going to come down to stick okay okay like you you figured out the first part which is why you you know you're just seven x or whatever the number is six x right you're six x in a year following the do more advice and you still need to keep doing that volume i want to be clear but the thing is is like really tremendously large businesses get really, really big 95% of the time because of one thing, which is that they have, well, not 95, 100% of the time they have one thing, which is a compounding vehicle.

Alex at what point do we do I know that it's a sign now to move into a different location and then aggressively scale locations and as a dental group like that's also something on my mind which I don't know wait is this out of four walls right now that you got the nine the nine million yeah oh badass no okay yeah we've got one more room available okay I heard heard heard no I think you're actually now that I understand that last piece yeah you're ready to open a second location using the same model you're good I'm glad we got there.

I mean, this is, we spent two years training this because listen, we own an advisory practice, so we are ai enabled, and so my entire life, i've always just made more by giving away the things that serve me, um than holding them back, and so you guys can get access to this, which is what our team internally uses to analyze businesses.

Mostly we're selling to large companies or large employers cities counties, defense contractor agencies those types of companies to Our best client is going to be someone who's geographically dispersed, because we manage network medical providers all throughout the country and then in about 50 other countries as well.

Well, if you want to make more money right, then that's a scarce resource and so then you can include in a placement at an even higher, higher earnings, like basically you can pre-negotiate for them, because if they're all getting lots of jobs and it's scarce, which means you can then create overrides, which means you can hoard the scarce resource and then you make money on the customer and on the placement.

It's xyz, and so all of these companies paid for that from me, specifically in person, and so i trained it on that, plus all 12 implementation uh, playbooks plus um, all of my books and the notes that are unwritten about my books, kind of like the lost chapters, but more stuff um, and all that is free.

So it's like they come in for something that's free, but then you explain to them that that's only one part of a much bigger system and they really want this other thing and they'll happily buy that other thing that's significantly more expensive, rather than the free thing, which obviously you can offer.

If you are, if you have a lot on your plate, if you are gassing it, if you are working 12 hours a day and you bring in people that are not coming in to relieve you, you've just added more to your plate because you have to manage them, manage their output, manage their kpis, but you haven't relieved yourself of anything, and so i think sometimes the best thing you can do is ask yourself what's constraining me versus the business, and i think, once you get to that point where you're, you know, creeping on eight figures that's probably the best question to ask 100.

So dude, I would rather you just like fill up your calendar, get way better at it and get way more yeses and then basically artificially not artificially realistically jam your supply demand so that you can barely even like work, like can't even do anything else because you've got so much business that you're working with.

And so either option one is that you build this thing from the front end so that it's as low cost as humanly possible, so they don't churn ever and you can do something in such a way that at 300 400 a month you still run insane margins on it because your stick rate's really good and it costs you almost nothing to run.

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