This One Trick Could Help You Make Millions – Work on vs. Work in Your Business
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This One Trick Could Help You Make Millions – Work on vs. Work in Your Business

working on vs. working in your business, Eric Beer, Performance Marketer

This One Trick Could Help You Make Millions – Work on vs. Work in Your Business

When someone says they did a $1m in revenue, it doesn’t mean they’re taking home a million bucks. 

But if you ask business owners what their operational cost percentage, net margin percentage, or other significant numbers are, I’m almost confident 9 out of 10 probably couldn’t answer your questions.

I’m not sure why, but when I see all these entrepreneurs making such major mistakes in their business, that bothers me like crazy. 

So I decided to unpack some key stages and indicators you should know to avoid common mistakes people make when building a business.

Tune in for this episode, as I’m analyzing indicators of 4 companies to clarify: 

✔️ how to build your business

✔️ how to run your business

✔️ how to scale your business

✔️ why you have to know your numbers

And one of the most important things: 

🔥 how to organize your business to live a good life in the process

You don’t wanna miss this one!

Let’s dive right in!

Building a Business Is Like Building a House

 

Here’s the deal. People always talk about working on your business versus working in your business. What does that actually mean? 

When you start your business, you’re wearing a lot of different hats. You’re thinking about the things such as: 

– coming up with ideas and strategies

– what you want to do

– where you want to play

– what offer you’re going to run

– how to buy media

– what affiliates or platforms you’re going to work with

All of that is the strategy of what you’re doing for your business. 

Building a business is like building a house. You meet with an architect, tell them what you want, and they draw up some plan… Then, you may customize the plan until you french a final version. 

Then you hire a general contractor, who finds all the different subcontractors that are experts in all the different parts of executing and building that home. The same principle applies when you build your business – that’s the framework. 

When you start your business, you work IN and ON your business because you don’t have any revenue, and you can’t afford employees yet. 

But, as you start to scale up your business and get to a place where you’re generating more revenue, you can either stay on your own or decide to hire a team (a general contractor and all the subcontractors that can do the work for each specific step in your plan – to build your home/business).

See, these are not complicated principles. There’s no secret sauce for building a successful business – just come up with a plan, and execute it.

 

Watch Your Numbers

 

A lot of people stay in their business, and that’s OK. In the affiliate marketing and lead gen spaces, you can do it easily. It’s a digital business, and you can do it and scale it in such a mass way without having hundreds of employees. 

Then why would you hire a team and increase your operational costs (ops)? Because it frees up time for you as a business owner to work on growing your business externally. You can do deals and partnerships, merge with a company, or maybe come up with another plan for creating a new revenue stream.

So, when you scale up a business, your costs increase.

Those are the ongoing expenses incurred from the normal day-to-day of running a business. They include both costs of goods sold (COGS) and operational costs (ops) – like salaries to employees, payroll, insurance, other administrative expenses, and a ton of costs you wouldn’t have if you stayed on your own.

The data about the costs are crucial in determining if you have a certain amount of revenue coming in to pay for everything you need. Those are the numbers you need to track if you want to have things under control. They are equally important as the metrics we used in one of the previous episodes to calculate if a business deal works for us. 

So I’ll compare the numbers of four companies to show you how you can scale your business and what mistakes to avoid in the process. Make sure to check out the full episode, as I’m going into lot more details in the podcast.

 

Comparing 4 Businesses 

 

So we have companies A, B, C, and D with total revenues (top line revenues / gross revenues):

A – $250k / month ($3m / year)

B – $500k / month ($6m / year)

C – $750k / month ($9m / year)

D – $5m / month ($60m / year)

If you want to understand what’s going on in these businesses, you need to look at their COGS and ops. In this scenario, we have these data.

A – COGS 50% ($125k / month or $1.5m / year); OPS 25% ($62.5k / month or $750k / year);

B – COGS 65% ($325k / month or $3.9m / year); OPS 25% ($125k / month or $1.5m / year);

C – COGS 70% ($525k / month or $6.3m / year); OPS 25% ($187.5k / month or $2.25m / year);

D – COGS 80% ($4m / month or $48m / year); OPS 15% ($750k / month or $9m / year);

And what’s the most important for you as an entrepreneur is how much you’re taking home after paying all the costs. So, here are the net margins of the four companies: 

A – $62.5k / month ($750k / year)

B – $50k / month ($600k / year)

C – $37.5k / month ($450k / year)

D – $250k / month ($3m / year)

 

Change Is the Only Constant

 

Any of these numbers can change at any time. Because this business doesn’t stay as is – it’s changing all the time. That’s why you have to look at your numbers at least monthly.

For example, if you are a guy from Company A and want to scale your business, you can take some of the $62.5k monthly net revenue and hire someone to help you in the sales.

Let’s say the plan works, the revenues are doubled, all other things stay the same, and you end up making $1.5m in that business. However, all of a sudden, your cost of goods sold is starting to go up – it means it’s more expensive to acquire a customer now.

You have to check what’s going on immediately – maybe Facebook costs are increased, the conversion rate went down, or the advertiser isn’t paying as much as they used to… Whatever the reason is, you’ll make less money because, if your costs stay the same, you’ll work on lower margins.

It means it’s time to analyze your business and figure something out – either you got to increase the margins, or you got to be able to do more volume, or even cancel the deal if you realize it doesn’t work for you any longer. 

However, if you don’t track your numbers, you’ll continue loosing money without even being aware of that. It isn’t pleasant to realize at the end of the year that you’ve made $300k, although you expected $750k. 

If you want to avoid such a scenario while scaling your own business, tune in for this episode of the Performance Marketer. I’m analyzing a bunch of scenarios and details you should consider when growing your business.

See you there! 

If you have any questions or you want to suggest a topic for the podcast, shoot me a message on social media or in my text community (917-636-1998) and let me know!

If you’d like to get bonus Performance Marketer content, sign up for my SurveyDetective VIP waitlist!

🕵️‍♂️  Sign up for the SurveyDetective VIP Waitlist HERE

I’m looking forward to hearing from you!

 

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Transcript…

Read Full Transcript

Eric Beer (00:00)

I mean, it’s just numbers, it’s just, it’s the same thing as building a house, same things building house to build the business. And I truly believe every single person can do.

I spent the last 17 years building my eight-figure performance business without using any of my own money, working with some of the most brilliant direct response marketers in the world today. Now I’m looking for entrepreneurs to join my affiliate army built on ethics, transparency, and good old hard work. Join me to change the perception of how people view the greatest business in the world, affiliate marketing, and follow along as I learn, apply, and share performance marketing strategies, working with some of the brightest people on the planet. My name is Eric Beer, and welcome to the Performance Marketer podcast.

Hey, guys, what’s up, welcome to the channel. Welcome to the performance marketers a place where you learn about affiliate marketing, lead gen arbitrage, and all that good fun stuff that we all love. My name is Eric. And today, we’re going to talk about something that is bothering me like crazy from seeing all these, these business owners and as entrepreneurs make this major mistake on their business. And I just I need to clarify how you run your business, how you have to know your numbers, so you know what’s going on. So, you can build a plan, and then you can execute on that plan. Today, we’re going to talk about first working on your business versus working in your business. Okay. Second thing we’re going to talk about is how to analyze your numbers, how to figure out what your numbers look like to know what you’re really making. Because a lot of entrepreneurs, they’ll they’ll get their two comma Club Award, right? They did a million dollars. Well, they’re talking about the top line revenue, that’s the total revenue that they got. But guess what, there’s costs involved, right? When someone says they did a million dollars in revenue doesn’t mean they’re taking home a million bucks. Right? So, we’re gonna go over that, and give you guys a little bit of an idea of like, things that I do. So, maybe it could help you along the way, as you’re as you’re doing this.

But first, let me start with this. Here’s deal. People always talk about working on your business versus working in your business. And what does that mean, right? Well, we start your business, you’re wearing a lot of different hats, right? You’re coming up with ideas, you’re coming up with the strategies, you’re thinking about what you want to do, you know, where you want to play, what offer you’re going to run, you know, how you’re going to go and, you know, your plan to buy media, with these affiliates or these platforms, right? All of that is the strategy of what you’re doing for your business, right? The working in your business is the actual execution of that plan, right? Two very different things. When you first start your business, you kind of wear both hats, right? Because you just don’t have any revenue coming in, right? So, you can’t afford that yet. But, you know, as you start to grow your business, as you start to get to a place where you’re generating more revenue, and you’re scaling, you know, you can either stay or stay in your own, which a lot of people do. A lot of people do that. Certainly, in the affiliate marketing space and in lead gen space, you can do it, right. It’s a digital business. And that’s the beauty of what we’re all part of. I mean, the opportunities that present themselves here are just so unbelievable, and how you can do it and scale it in such a mass way without having to have like 1000s of employees, like the old school way, which is really cool.

The thing here is I want to talk about first thing is when you work on your business, that is you having a plan, right? When you go and you build a house, right? You go you meet with an architect, and the architect talks to you figures out what you like, you show him maybe some pictures of what you want your house to look like. So, I love that house down the street, or I love that house in California. Here’s what I want to look like. He takes that he looks at it, he starts to draw up some plants, he comes back, and then he talks to you. Okay, what do you think of this? Well, I want to move that wall, I really want to just kind of push out my living room to the right. And I’d rather have a double. See, I’d rather go up 20 feet rather than having like a ceiling and 10 feet, which for whatever it is right? You’re coming up with your customized plan, right? You started with something and now you’re starting to customize it. And what happens is is the architect goes and then draws up those plans for whatever it is that you want. Right? You go back and forth until you finalize the plan. And you’re gonna sign off on it saying yes, I’m good to go. Well For me, it’s right. It’s fun. I built my house, it was a lot of fun. If you guys have aspirations to do that, yeah, it’s fun, it’s stressful. You know, I recommend it, it’s fun to be able to move into your house that you put together yourself, right? I hope every one of you have a chance to do that, or at least the choice to do that one day. But with that said, right, so once we go, and we have these plans finalized, once I have my plans finalized for my home, right, you know, Ali, and I signed off on it. We said, We were good to go with this home, what we do is, now we gotta go build it, right? We’re gonna build the home. So, we have this plan, this architectural plan of what it looks like, the dream, and now we gotta go build it, and how do you go build it? Right? You go, and you hire a general contractor. And then the general contractor goes and finds all of the different subcontractors that are experts in all the different parts of how to execute and build that home. Okay, that is a business. That is your business. That is if you want to build a business, that is the framework, right? It’s the exact same thing, as when you’re building a home, right? You have a plan, you create the architecture of that plan, right? Whatever it is that you’re going to be doing, right. In our Survey Detective platform, we set it up where it’s like, you have a section for planning, right? And then once you plan it, then you go and you design it, right? You know, a lot of people go in and start designing things while they’re trying to plan but they don’t even know what that plan is, right? Coming up with the plan, what the what the questions are, what’s the logic behind this, all those things, right. So, when you have a plan, to build a business with you on your own, you got to sit and think about what you’re going to do. And then you got to go and execute, right. So, here, you come up with your plan. And then you go and you execute on that plan.

That’s huge difference between working on your business and working in your business. When you start off, and you’re a newbie, you got to do both. As you start to scale and your business gets larger, and you want to take it to the next level, what you want to do is you want to try to find your subcontractors, right, you want to have a general contractor in your company, right. And then you want to have all the subcontractors that can do the work for each specific step in your plan to build your home or to build your business, right? And what that does is it then frees up time for you as a business owner to work on growing your business. Externally, not internally, right. So, you’re ultimately helping each other, right? Because if you as a business owner, go and work on your business, and you’re able to do a deal and a partnership, or maybe you merge with a company or maybe you come up with another plan that you’re going to now start to create a new revenue stream for the business grows, right? And then same thing, like, same thing, this is this is it, right? There’s not any secret sauce to you building a successful business, come up with a plan, and you execute, right? So, the idea here is that you’re going to do this, right? So, when you do that, right, when you’re working on your business by yourself, and you’re actually executing, you really don’t have tons of costs on the operational side, right? We call them ops, right? Ops - all the things that that you would pay salaries, things of that nature, right? Payroll taxes, health insurance, and like a ton of other things I’m not gonna get into, right. But like, you know, when you’re by yourself, you don’t have any of those costs. That’s great, right. And maybe you could do it on your own, maybe you can scale a business doing it. But at some point, you might want somebody to help you just take it over and run the business. You’re just stressed, or you just you want to live your life and do different things. And it’s just been years that you’ve been doing that that you just need to change, right? So, you go out and you hire people, right? You start to build your business with other people doing things that you are doing, you teach them how to do it, right? You come up with your little org chart, right? So, it’s like, you’re you are and you have your team, right? With all the different pieces of the business, right? If you have good structure, it flows from the top. And then each one of these positions is a role. And the business flows, right? And that could be you or your CEO. And then you start filling these positions. When you start thinking about, well, what are all the things I do? What do I do when I execute this plan? Right? Then you start to kind of map it out and then comes up with different roles within the company and you figure out which ones are the most important that you need. And you do it in a way where you’re bringing people in and the business will grow, but the revenue has to support the people you’re bringing in, and the growth, or you’re gonna make less money. Right? Now, some people have been doing this for years, and I want to bring people in, because to them, having others work in their business, right? While you’re working on the business, it takes them away from the day to day of what they’ve been doing for a long time to get it to this place, right? And now they need to figure out who in that, that plan, who’s can execute, who’s the most important. So, you start bringing in one at a time, right? And you start figuring it out, you know, so if you have a certain amount of revenue coming in, you got to play with your operational costs of what can you afford? What is your allowable, like, what can you pay these people? Right? The same way, like when we’re media buying, and we’re arbitraging media, and we’re figuring out like, what’s our allowable? What, what can we pay to acquire a leader acquire customer? Right? It’s all based on what we’re getting paid what the revenue is, right? Same thing here with your business, what can you afford to pay people. And ideally, as you grow, they grow with you, right? And they make more money. And you know, you’re excited, you’re excited and, and it’s awesome, right?

But so, I want to show you guys something here, because I see so many of these entrepreneurs doing this. And then I look at and ask them what their numbers are. And they don’t know, one they don’t know. And then to some of the morning profitable, and they’re walking up on stage getting their two comma club awards, and they have no idea how much money they’re really, really making at the end of the day, but they walk home. And I want to kind of go over that a little bit so that you can understand how this works. Okay, now I’m sharing my screen right here. I’m also gonna take some notes. But here’s the deal, right? As I talk through this, you have your total revenue line. So, this is how much money you would make in a month. Okay, here’s your month. So, here’s how much money you’re making in a month. Here’s how much money you’re making in a year. Okay? So, if you’re somebody that’s doing $50,000 a month in revenue, top line revenue, selling, or whatever your whatever your plan is, you’re executing and making $50k. Right? Well, if you have 50%, of cogs, and 25%, of operational costs, you need to understand that and know those numbers, to see what’s happening in your business. And see if you’re where you want to be. What does that mean, what the cogs cost of goods sold, right? So, ultimately, when you go out and you’re generating revenue, everything you’re doing to generate that revenue is a cost and then you have a gross margin. Right? So, the gross revenue margin means, how much did you make? How much did it cost for you to make that? And that’s the gross revenue for your business. Right? So, even in that case, right? Oh, wow, well, I’m making two commas and I’m working on 80% percent. So, you know, $100,000 is my cost? So, I’ve turned that, right. Well, depending on what’s going on in your business. You need to know what your operational costs are, and where that nets app, right? In addition to all the taxes that get involved, that are a whole other story. I just want to talk you through this is different scenarios, because I’ve seen so many different entrepreneurs, and I want you to see four different businesses and what’s going on. I have a business here that does 250k a month, I have a business over here that does 500k a month, right? So, in every one of these companies is very, very different. The more revenue you do things change, right? If if you have a business where you’re scaling your business, and all of a sudden, you’re starting to scale to a place where you really want to take it to the next level, then you have to hire people. But there’s other issues. They’re just the go and make money part, right? There’s the part of what you need to be able to actually execute and do it in a bigger way. Many more people, right? And as you grow as a company, you need to learn how to do them. It’s hard. It’s not easy, right? There’re people out there that can help you that so I just want to show you this right and show you the difference. So, you have four companies one does $250k does $500k, another one $750,000 and another one does $5 million a month. Okay? So, if you look down here, the total is they’re doing $3 million in top line revenue - gross revenue. This one’s doing $6 million in top line, $9 million top line company three and $60 million for company four. Okay? Now, here is where you need to look and understand what’s going on. Here’s your costs. A good sold percentage. And here’s your operational costs. You have to know those numbers. I can guarantee you go as 10 business owners, hey, what’s the cost of goods sold percentage? And what’s your operational cost percentage? Right? What’s your net margin percentage? I’m almost confident. Nine out of 10 probably couldn’t answer that for you. And maybe 10 out of 10. Right? And that’s like, mind-boggling to me. Right? It’s like, you don’t even know how much money they’re making, or losing, in some cases, right? So, if I show you this, in this scenario, right, you’re out in your printing plan, and you got to tell either your salespeople or you as as the person as the affiliate, or the person, arbitraging the leads, right, you need to know what their allowable is. But you also need to know what kind of margin you want to work on. Right? There are people that work on 20% margin, 30% margin... You got to figure out like what works for you, right? In a scenario like this, where 25% of the operational costs are going to this business? Right? Well, $250k, 50% is cogs. So, if you look here, you’re spending $187,000 a month to generate $250,000 in top line revenue. So, your net, your walk away with $62,500. You guys get that? And if you take it down here for the year, here’s times 12. Right, so $3 million, you’re spending $2.25m to generate that $3 million. So, you’re netting $750,000, in 12 months, right? So, four months, right? So, this 65.

If you wanted to scale your business, let’s say to $500,000, well, you could take some money from your net margin of 65 and go hire somebody, right? Now, you could still work, it still work at a 50%. Right? Well, in that scenario, you’re hiring a new worker, the revenues going up, it supports, the higher, it’s working. So, you end up making $1.5 million in that business. Let’s say that, you start to scale. And now your cost of goods sold are going up. So, now does that mean right to acquire a customer to acquire in affiliate marketing, it’s just getting off around the market and make money, it may be costing you more money, maybe the cost of Facebook, maybe things aren’t converting as well. Maybe the advertiser isn’t paying as much as they used to, for whatever that specific businesses, right, maybe they used to pay you a cost per acquisition of $100 per sale, and they lowered it to 80. If your costs stay the same, you’re gonna make less money, which means you can work on less margins. Right? That makes sense. So, in that scenario, what happens, you gotta go back and figure something out, right? You gotta go, Look, you know, you had a plan, you’re executing that plan, it’s working great. But all of a sudden, your cost of goods sold went up. And if you’re not paying attention, you’d be making less money, right? So, if you see here for one up to six, let’s say that happens, right? And you didn’t hire anybody in the business stays the same. You just went from making $750k a year to $300,000 a year. Dude, that ain’t cool. And you’re gonna go at the end of the year, do your account and your accounts gonna show you rejection? But what day? Are we talking about? How to make 300k? Well, your revenue stayed the same, your ops cost stayed the same, you hire anybody, but your cost of goods sold, went up 15%? Why did my cost of goods sold go up? 15%. You go, when you analyze your business, you look, and you recognize that your advertisers are paying you less, or it was costing you more money to acquire that sale that the media cost more, right? Whatever that is, then Damn, you gotta go figure it out. Right? This business doesn’t just stay as is all the time. It’s changing all the time, you got to look at your numbers, you got to be paying attention, you know, at least monthly right? Now, if you want to be back at the 50%. And you have sales guys, well, you got to go talk to them and say, Guys, listen, the business that we’re doing here with this partner was great. But when they lowered our payout, it changed. It just not as exciting as it used to be. Right? Let’s say that went up to $125,000 in revenue per month, versus $250k. We’re still making more money on the $250,000 a month. We’re still making more, right 750k We’re making 390 here, right? And then I put some things here where I’ve just showed different revenue numbers playing around, right? So, like 400? Well, that’s 65%, right? If, if the advertiser is going to pay you less, well, either you got to increase the margins, or you got to be able to do more volume. Right? So, for this business, to be worth it to actually be on par, let’s say, let’s say you do a million dollars. million. Look at that. You guys look at that. For you guys. Let me show you these numbers crazy. For you to make more money than you did over here, you would have to do an extra $400,000 in top line revenue, to be able to make 780 grand a month, in a year. Right? You’d be making $7.8 million. top line, right, so you can go get your two-comma club, maybe you’re close to the 10 million that people are talking about. And it’s amazing, they’re going up, they’re getting their $10 million award, which is great. And then this guy over here, who only did 3 million versus there’s 7.8, right? He almost $4 million dollars more than him, he’s making more money, this guy’s making more money over your company, one is making more money. And it’s so important, guys, you guys to pay attention to that. Because things change in the business all the time. And when they do, you gotta go back to the drawing board, you gotta go and look and, and constantly analyze and optimize, it’s an ever changing world. Nothing ever stays the same. You’re never going to have the same deal all the time deals always end, businesses always change, time never stops. We keep getting older, as much as you think you’re in control you are. So, you got to pay attention to your business. Okay? So, let me show you some more. Right, like, so over here. This is like the, this is just like accounting 101, right? If you did 750k In the month, and your cost of goods sold was 70%. Right? So, that means you’re making 30%. And your operational costs are 200, sorry, 25%, you’re spending $712,000 a month to generate $750,000 a month, 37,500 per month, this company may have 50 employees, I mean, headache Central. You do dealing with all this stuff. Maybe Maybe there’s another reason why you’re doing it. Now listen, if you’re looking to sell your company and have an exit, sure. They do care about the size. But firms won’t even come talk to you. When you’re when you’re too small, you know, usually want to see, depending on the size of the operation that you’re going to talk to and who’s investing, you should want to see at least like 7-8 million north of $10 million in top line. Right? Before they started looking into your business and investing. You know, there’s other cases depending on who you’re talking to talk to a small boutique shop. But you know, in that scenario, $9 million in top line, there could be an investment firm that might want to come in, and investor may be here, over here where you’re making your 750 K. 3 million him and I’ve talked to you, is it scalable? Maybe Maybe it’s not scalable, maybe this business isn’t scalable. So, what would you do? Right, you’d have to come up with another plan.

How to grow the business, you don’t want to sit and just get complacent. Because one day, it’s gonna stop, it’s gonna go away, right. And that’s another mistake that all these entrepreneurs make is that they’re making money and they just kind of sit on, sit on their thumbs and never building their pipeline and hustling and doing other things to scale your business to support the business. So, if, God forbid, that went away, you still have other revenue streams coming in. And guess what, hopefully it doesn’t go away. And now you have two revenue streams coming in three revenue streams, and now your business is growing and making more money than you’ve ever even thought of or dreamed of. And life is good. everybody around you is making money. Also, we’re all happy. Right? So, these are really important things you need to figure out, right? Like, when you’re scaling a business, right? It’s natural that if you’re gonna go from 250k, in top line revenue versus going to a million dollars a month, you may have to work on smaller margins. Right? And that’s okay. Right. But it has to make sense. The numbers need to work, right? So, like when you’re doing that, when we talk about this all the time in my company, right? When you’re doing that, right? At a million at 65%. Right? If we’re if we can get from 250 to 1 million a month in top line revenue, doing 12 million a year. And now, our costs go up to 65% a month. We stay at the 25% operational costs, and now we’re netting $1.2m, what is that 10% net profit percentage, right? I should share that. Right? So, your net margin? Yeah, I just want to show you this right? Because these are very different companies, a company over here doing $5 million in top line is massive man. It’s massive. Right? Well, looking at their, their numbers? Well, they’re working on 20%. And they have operational costs 15% or 15%. For a company doing $5 million, versus these companies over here, 750 100 250,000 top line. So, their percentages are 25% of their revenue. Why would a company that’s doing 5 million have a smaller percentage on the operational side when they have more people? Right, when they have more costs when the numbers be right? And the answer is yes, they would. But you got to understand these percentages are all based off of how much money we’ll make it. Right? So, if you look here, if you’re making $5 million a month, only 15% of their operational costs is coming off that top line, they’re still spending $750,000 a month on all of the operational costs, salaries, people and everything else that comes with ops, right, versus someone that’s 187,000 a month, or 125,000 or 62,000, right. So, like, the end of the day, it cost them $4 million to generate the 5 million on a month-to-month basis. And they’re at 80%. So, they’re working at much smaller margins over here. Then all the other companies, they want a 30%. Right there 35 to 50. Right. So, if you look, they’re at a 5% net margin percentage. Look at the top line revenue $16 million. Wow, wow, it’s a big, big deal. Right? You know, when you look at that, what’s crazy about it is luckier than making $3 million off that six. Now, it depends on the type of business. But if you wanted to sell that company usually want to have a sales force, they want to have some some volume, maybe you want to go public, right? At $60 million, it can give you a multiple on the top line, or the bottom line, the bottom line is your net, what’s your take home, versus your top line is your total revenue.

So, there are times where companies will acquire other companies to get the get the revenue from them, right? They care about the net margin, but they need the revenue, they need to take their business, they need to be north of let’s say 150 million, right. And currently, one company is doing 95 million, right? So, when they acquired this company, that 60 million, that 155 million, and now suddenly they can go public on the stock market, and you get shares. And then people start to buy your shares. And you start to create serious wealth, right? And the whole plan there. Right? Is, yeah, you have your business you’re running, and you’re only working on a 5% net margin for this current business. But now the stock market starts to trade. And there’s X amount of outstanding shares, you get, let’s say, a million shares from this company. So, you have a million shares of a parent company. And now the stock IPO is at $10. Guess what? That stock to you is worth $10 million. There’s no cost to that - you’re shareholder, you have $10 million of stock, that has nothing to do with the 5% that you’re making. within the company. That’s, you know, that’s definitely more detail on strategies that companies have, but some acid. So, there’s a lot of different things that all comes down to what is your plan? What is your plan? What kind of company do you want?

What is your what is your plan? Right? And when you have a plan, you got to think about it as what is your Well, first off, you gotta have an overall like, what’s my plan for this year? Right? So, yearly plan. Right, but where do I want to be in three years? And in five years, right, Rome wasn’t built in one day, right? You want to have a business to $60 million. You don’t realize how fast a business can grow. When you work hard and you find something’s working. Could you go from doing it? 500 grand a month to 5 million a month? Interest absolutely is within three years. Absolutely. Yes. Everybody, like, these entrepreneurs are, like people that want to just, you know, live free, be financially free and make all this money. You know, there’s no secret sauce, like you don’t just make $5 million a month, right? You could do the exact same thing that you’re doing making 500 grand a month, and you just have to do more, right? 10 times more. And the question is, is that business scalable? Do you have growth in that business? You could do this year, right? Where, let’s say, all of a sudden, you do in 500 grand, let’s say, you know, you’re, you’re, you have some lead gen verticals, you’re generating some traffic to these Legion verticals. And you know, you’re selling it to buyers, the data is coming into your database marketing to those, those people trying to find things that will help them scaling them, maybe send them up some ladder. If you have another business, maybe you have a high ticket and high-ticket coaching program. And all of a sudden, let’s say somebody else over here has that same business. And they’re just really a marketing, company theories and affiliate marketer? Well, let’s say they’re working 7% margins, but they have two employees. What happens? It’s $1.2 million. And they’re working at a 20% net margin percentage of profit, right? Versus the 10% overview, you guys, I highly recommend that you have a business, you need to know these numbers, you need to know what the cogs are your ops, operational costs are what you’re working on in a net margin percentage, not just what you’re doing when you’re out there generating revenue and buying traffic to get that revenue. Right? sales guys, they don’t get this, right, your sales guys don’t even understand that there are other costs when they see it, they think you’re making all this money and you’re killing it. Right? You make it your channel. And then when you look at the end of the day, like there’s a lot more going on in your business. And then I’m gonna go Sam cards, right? So, once you’re in north of certain number, you know, at least what 40 50% Or depending on how you live actually. Right. So, let’s say you’re here, now, your taxes, fines. And now you’re walking away with 360k from making such an awesome 360 K is awesome. But you’re not retired. Certainly, if you have a family and kids, right? It’s a really nice living, even if you’re doing one over here one point which is sick, right? Well, you better do that a bunch of years, moving forward, right? Because you just can’t just stop working for the rest of your life. Right.

But the goal here, and where you were, is a whole other conversation. But really, what you want to do is once you start making money, you want that money to work for you. So, you want to take the money that you earn, and invest it in ways that it can work for you and a lot of different vehicles, it doesn’t matter if you’re making $50,000 a year, or $500,000 a year doesn’t matter. You start somewhere, and you build it. So, guys, I want to come on here and talk to you guys about this. Because I think it’s really important, you know, you got to know what’s going on. And you got to be smart about your business. You know, know, your numbers, know where your costs are to get your revenue and know what your operational costs, know, you’re working on a net margin percentage, right? If something changes in the business, right? Maybe you’re you’re out here working the business, and then your sales guys start working on a lower margin, right? You you’re expecting them to work at 70% of their cost of goods sold. So, you wanna you want to make 30%. And all of a sudden, they start, they start working on 20%. You don’t know you’re not paying attention. And then the engineer comes like, what, what happened? Why are why are we making so much less money than we were? Oh, get it? Well, your cost to acquire customers went on. So, what happened was the percentages went down, right? If you look here, look at these are two very different businesses. Right, just looking at those numbers right here. You could look at this and you can make an argument company three has 80% cost to acquire customers, right, get traffic and make money. So, you’re working on 20% margin, you have 10% of your ops costs going to help people helping you. Right versus over here. You’re working on 35% margin. Right. So, 65% is your cogs. 25% of your costs are going to people well, at the end of the day, the numbers end up being the same the cost us 450 process perfectly. They met in $15,000 a month. They’re both making $600,000 a month, this guy over here, the owner of this business is working in their business, executing, sweating, doesn’t have a life. This guy over here, this is working on his business on his business to grow it. And he’s playing golf is gone on vacations. That means he’s living a good life. Right? And the bottom line is the same. They’re both making 600k a year. Right? Now the question is, what kind of lifestyle you want? What kind of business do you want? What are your goals? You need to know this? You need to answer these questions. You guys got to sit down, think about what do you want? What do you want? I want to make a lot of money. I hear that all? No. Yeah, you too. I want to make a lot of money. I want to make a lot of money. Okay, that’s great. I do too. Right? And we’ll get obviously, we’re gonna get that’s, that’s the goal, we’re gonna we’re gonna work to make you a lot of money. But in what way? How do you want to do it? Right? It’s, it’s easier to say these things when you’ve done it already. When you’re getting started, it’s it’s a lot harder, right? Because you just got to hustle, you got to do it yourself. And then you get to a certain point where you just got to figure out, you know, what do you want to do? Where, you know, you may be in this situation right now, like you have a successful business, you’re doing great. But you don’t see the light of day, right? You don’t get to hang out with your kids. You don’t get to go out with your girlfriend. Or, or your husband. Right and the vacations not happening. Right? Or when you go on vacation. You are so stressed. I can remember when I first started my business once you years, men and probably the first like, five years. Easy. I couldn’t not get stressed on my vacations. I’d have a few days by the middle of vacation. I’d be like so anxious. I just want to get out of there. I want to get home because when I’m working, I felt that. Right. There’s I know what’s happened. No one was doing any work if I was on vacation. Right. So, like, there’s something to be said about that. You know,

Now with that said, yeah, you can sacrifice some revenue, right? Because over here, this business owners deciding to spend 25% on people and ops to have a live the good life? One. Yeah, he might be sacrificing on the revenue, but one can make the argument? Well, he’s working on 35% margins. What happens if he’s able to go find more traffic? Can you a little bit more and not? Not a ton more? 5%? More? What happens to his business? Is it 65%? Zero? Now he starts to 70%. But what happens is business is making half of what he was making by going up five points. Crazy, right? Well, he’s got more people. But guess what, if you have more people, they need to be executing in your business should spend, you should be making more money. Oh, this number should go up. This revenue numbers go up? How much? I don’t know. 750? Nope, still not making enough 70% Plus millions, and you double the revenue to work at 30% margin, and have all those people. So, these guys got a lot of help, it’s likely he’s carrying some dead weight, it’s likely someone can come in and look at this and say, you know, get 25% of your your costs going to operations. And when I look at your roster, you have 10 employees. And really, you could generate these million dollars a month with four people, there are six people you’re carrying, that are just taking money out of your pocket, either have a conversation with them to figure out how they can turn something around, or something’s gotta get right, or you’re just gonna make less money. And there’s no reason why you should be taking money out of the things that Krishna used to 15% And look what happens. Well, he’s able to do the million for people. Now, he’s got a net margin of $1.8 million that he’s making, because he’s able to operate the business more efficiently by building systems and processes, maybe having some 1099 single consultants, right, that work for less money that do more of the busy work. If you just get organized and know what needs to happen. Guys, this is really important. This is a really important you know, thing that you guys need to understand. So, do me a favor know your cogs know your ops costs. If you have any questions, shoot me a text 917-636-1998. That’s my texting, I get text messages there all the time I try to get through them. As best I can try to answer the questions, I try to do videos if I, if I have the same question asked multiple times. And if you’re not subscribed here, subscribe, right? Turn your notifications on. Really appreciate that. And if you think this would be helpful for somebody for them, and love to love to get some feedback from you guys know, give a thumbs up if you like it. Thumbs down, if you don’t want to comment. Let me know, let me know how you’re feeling. I love to hear what’s going on. You know, am I am I crazy? Am I in my my way off here? All you business owners or entrepreneurs, right? And my way off? And I totally know my numbers. What are you talking about? Okay, well, then if, if I am, I apologize. But in my experience, when I sit down with business owners, they do not know these numbers. And it’s really, really important. And I love this stuff, right? Because then you kind of figure out like, you know, how do you how do you? How do you take this and tie it to your org chart? That’s what I love that right? So, you can, you know, best case scenarios, you have your org chart. And then you have your p&l that’s attached to this, that tells you what’s going on here. Where all the costs are. Right. Right, guys cost me three times as much. And the output isn’t there. It’s cool. It’s really cool. I mean, it’s just numbers. It’s just it’s the same thing as building a house, same things building house to build a business. And I truly believe every single person can do. Certainly, in the affiliate marketing space, you’re taking somebody else’s offer and getting them distribution. You don’t have an offer. You’re pushing it out into the marketplace. I think in 2021, they did 7 billion, 7 billion. Yeah, that’s right. And it’s growing. I think they’re projected like eight something billion next year to then transition in the lead gen world people buying leads. I believe that that industry 2020 was about a little bit of 3 billion spent on leads. And suppose around 10% year over year, right. So, soon enough, 3.5 billion 4,000,000,004 point 5 billion. So, performance marketing, we’re all performance marketers, right? If you’re in affiliate marketing, if you’re doing any lead gen arbitrage, you are a performance model. You’re driving results. You’re getting paid on the result, you have measurements that can show this works, this works, works for you works for me. Right. And it’s a great business. And it’s a skill set that anybody can learn if they want it. I believe you can do it. I hope this was helpful. Hope you guys are having fun out there starting to get nice out. So, make sure you get out and have some fun with your your friends and family and keep working hard. Because perseverance is everything. If you want it to get it is the only person that can decide when it’s over is you no one else? Almost nobody else. You want to make this happen. You can do this. So, what if it doesn’t take you as fast as other people? You’re on your own clock? Do you focus on you believe in yourself? And never ever, ever be afraid to fail? But that said, Are you performance marketers? I’m out. So, bless you all. Thanks for being here and watching this and I will talk to you soon. All right.

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