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Unique, expensive, sticky, air.

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Welcome to the game where we talk about how to get more customers, how to make more

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customer and how to keep them longer in the many failures and lessons we have learned

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along the way. I hope you enjoy and subscribe. What's going on over what happy Tuesday? I hope you

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guys are pumped for today's podcast such video. I've been looking forward to this one for a little

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bit and if I sound a little bit stuffed up it's because I have two passive tubes that are like

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four inches long in each of my nostrils. But that was no reason to not give you guys some sick

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stuff for business stuff and this is mostly just for me too. So anyway, I hope you enjoyed.

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So today what I want to talk about is the perfect business and so believe it or not this is actually

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something I talk a lot about not as much publicly but what I like if we were to ever talk in person

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and talk talk shop about business. I love talking about business models. I love talking about

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just monetization structures in general, breading of books specifically about the state structures.

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So I'm really excited about it. But I just recently finished Berkshire Hathaway University which is

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basically the consolidated 30 years of shareholders that were Buffett and Charlie Bunger,

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the co-founders, co-chairman, et cetera of Berkshire Hathaway. They do these yearly

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shareholder events. I think you guys are worth billionaires. They're either both in their

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high 90s which is crazy. They've been investing for 50 plus years, investing for 50 plus years

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and they've built a, you know, a trillion dollar empire. I think as of today it's worth half a trillion

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which is just nuts. Their return on capital was 2 million percent. So when they started,

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when they acquired Berkshire Hathaway, which was a publicly traded company at the time,

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was a textile company. The stock was $19 I believe. Actually, no, they offered to buy

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were Buffett out at $11.30. I love 50. Anyway, the point is, is that it was between $11 and $20,

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right? And at this point, that same stock is worth $377,000. All right, so that's a, that's a

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$20,000 extra turn. So if you, so his aunt put $10,000 in, it's not worth 200 million. All right,

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that's how crazy this is. And over, you know, 30 years of shareholder things,

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there was many times where he gives little nuggets of wisdom of what he's looking at,

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what he's buying and business or what he, what he believes to be valuable businesses. And I was

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really, it was cool for me because I have always had three made things that I look for businesses

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and in reading his book, or the book that was about his showholder meetings, I added two,

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two to that list. And so I wanted to share those with you today. All right. And the moniker that I

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have had for this is, I'm going to share with you, is unique, expensive, sticky air.

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And I said there's five, there's four words here. And that's okay because I'm going to show

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the last one in a second. But unique, expensive, sticky air. So I'm looking for like, in my mind,

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of what a perfect business is. It's unique, expensive, sticky air. And I'm explaining each one of

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these. So unique is something, and I'll even tell you one of the things that he said in his

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shareholder meeting that I found really just, it was just so, it was so short and so like packed that

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I loved it. He said, in response to what is an ideal business in one of the, what are the meetings?

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He said, something that costs a penny sells for a buck and is having for me. And it was so

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succinct, it's so great. And reading some of the other stuff, he's got other things, but that

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one was three of the five in three sentences, right? So that cost a penny sells for a dollar

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and is having for me. And I just like, it's just so great. All right. So let's, let's break this

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out. So something that costs a penny, so that would be like air, something that costs you almost

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nothing to make. All right. It's expensive, meaning you could sell it for a dollar. So cost you a

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penny, you could sell it for a dollar. And it's sticky. It's habit for me. People come back and

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keep buying it again and again and again, right? Which means very long lifetime values. All right.

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That's, that's what he's looking at initially. Now the, the unique part is something that if you

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listen to some of his other stuff is he likes to have big competitive boats. All right. So what's

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something that's, you know, what's, how can I fight air for a penny? Sell it for a dollar that

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people come back. You want to keep breathing and no one else can sell it. So it's unique air,

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right? It's not air that anyone can sell. It's specific to the, to, it has a brand behind it

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that no one could copy. It has share of mind. He talks about that a lot, like Geico,

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everyone here probably does. Like you could say 50% or more of my switching to Geico. You've heard

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that because he 10x their advertising budget as soon as he bought the whole thing. It just had

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them go on a massive red page that they could take over my chair and Geico has grown proportional.

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And so this is four of those features, right? Unique, expensive, sticky air,

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something you could make for a penny, sells for a dollar, is habit-forming that no one else can

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replicate. And for me, this is just so cool. And I'll talk about a couple of the features of this

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in a second. You know what? I'll talk about it now. So one thing that you'll notice, and this is

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for all the newer entrepreneurs, or you don't really fuck it, any entrepreneur, who's interested

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in this kind of thing, notice the gross margins he's talking about, right? A lot of people quote,

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feel bad for charging for things that don't cost them much, which is a terrible mindset to have.

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You charge with the market will give you, right? So if, for example, you know, you find this,

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these widgets, like these pens, and you know that you get them from some place in China that

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cost you a dollar, if someone's willing to give you a hundred dollars for it, do you feel bad

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taking it? You're like, well, if only they knew. Markets are built on information advantages,

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information inefficiencies, meaning one person, the seller knows more than the buyer. That's how

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these things work a lot, right? And so I noticed this because, you know, you're listening to one of the

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best investors of all time, if not the best investor of all time, and he looks for like a hundred to

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one, right? Cost of penny sells for a dollar, a hundred to one, it costs one penny, one percent

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cost of goods compared to what it's being sold for. So 99% gross margins. That, for me, was actually

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very, very interesting, is that he doesn't go for like an 80% or a 90%, he goes for 99%. And for

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perspective, the difference between selling something for a dollar that costs you 10 cents,

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versus selling something for a dollar that costs you a penny, is not that, you know, it's just

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9% more profitable to sell some, you know, so a dollar that costs a penny versus a dollar that

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costs a dime, it's actually 10 times more profitable. And here's why, but I've explained this,

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is that for one unit of cost, the penny would get sell 10 times the amount for that one cost.

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So does that make sense? So if I were to sell 10 pennies worth of my cost, it means I make 10

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dollars, whereas 10 pennies worth of the other example of a dime is only one dollar. And that's

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one of the things that people don't understand about margins, right? The gross margin of the product

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that you have, like every increment, when you go from, when you go from 90 to 95% gross margins

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in a business, you double the profitability of the business. That's what's crazy.

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Hey guys, real quick, if you're new to the podcast, I have a book on Amazon, it's called 100

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million dollar offers that over 8,000 five star reviews and it has almost a perfect score,

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you can get it for 99 cents on Kindle. The reason I bring it up is that I put over a thousand

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hours into writing that book and it's my biggest gift to our community. So it's my very shameless

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way of trying to get you to like me more and ultimately make more dollars to that later on in your

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business career, I can push the bar towards you. So that's my gift. Go check it out. Amazon and

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back to the show. Right? And so that's why this is so important. Right now, if you try, for example,

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look at, look at your prices right now. Let's say I want to get to, if you're at 90 and you say

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I want to get to 95% gross margins. Now let's say it costs you, right? Let's say it costs you

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$10, right? For your thing, right? And you sell for a hundred. That's 90% gross margins.

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90 dollars is margin for you. $10 is cost you sell for a hundred. All right? So if you wanted to

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get to 95% gross margins, what do you think you do? Would you add $5? Would it be $5? No, that's not

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math. To get to 95% gross margins, you'd have to sell the same $10 I think for $200. That's what

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people don't get about margins, right? And so what I, like what I would, when we would turn gyms

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around and whatnot, I would have guys who are at 66% margins. That's usually where most people are

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and that's horrible, by the way. And I would say we need to get you to 80. And they would see

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66 to 80. Only 14%. Only 14%. You just saw me double the price from a hundred to 200 to get five.

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Right? And so that's, that's how important these margins are. And so to hear this man say,

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I want something that I can create for a penny, sell for a dollar, that's have it for me,

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get people, keep buying over and over again for the rest of the lives. And then nobody else can buy

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because it's unique, right? That was pretty cool. And so these are the four out of components of

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the business itself. But the last thing that Buffett talks about, and he talks about this a lot,

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so much of our little dot of line here, is the person who is running it.

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All right? And he has three characteristics that I saw him repeat over and over again

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for the management or the operators. All right? And they have such a brilliant model of managing,

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right? Because Berkshire really has like 19 employees or something like that. So exquisite. They

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have a gazillion, they did 88 billion in profits last year. Think about that. 88 billion. They

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second most profit the entire world like a 21st-year company because they're so good at

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advocating response, just basically delegating out responsibility to the businesses that they bought.

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Now, he turns out a lot of deals. But what he looks for in operators, and this is why I think

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this is cool, is that what he looks for in operators, we can look for it ourselves. We can create

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that in ourselves as entrepreneurs, right? We can think, how can I embody these characteristics?

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All right? And so the first of these characteristics is he says, what's somebody who's risk a verse?

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All right? Because he said many times, anything's time zero is zero. He's like, you can have 30 years

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of a great track record and make one bet that goes to zero and lose it all. And that is why he's so

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risk averse. And I had a bet tour who told me something once that I just loved. He said, Alex,

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you should only have to get rich once. And for some reason, it's just like that hit different.

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You should only have to get rich once. And so, and the smartest best of the world feels that way too.

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You should be risk averse. He's like, I give, I give up bigger opportunities all day long

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to cover my downside. All right? And the richest people in the world, I'm telling you this right now,

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if you don't have access to people who are worth a hundred million, a billion, I do, and I'll tell

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you how they think. All right? It's all about downside risk mitigation. They will give up,

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they will give up huge returns to not risk losing money. And the funny thing is that poor people

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think they exact opposite. They go for the lottery. They have basically 100% guaranteed downside,

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right? One in 300 million of winning and they do it all the time, right? And one of the things that

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above it says is like, if you bet poorly small, you'll bet poorly big, which I love that too, right?

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So anyways, number one management is risk averse. So if we think about ourselves, how can I be more

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risk averse? How can I make sure that I can't lose? Right? It's much more important to not lose

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than it is to win. And what's interesting is that if you don't lose long enough, you kind of win

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by default, which is kind of interesting, which brings me to the second point, which is

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long term thinking. So the reason that they like family owned businesses specifically is that

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families think about generations. They think about passing it down between, you know, father and

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son, parents and kids, right? And they like those businesses because they don't cut quarters.

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They think about quality. They think about long term investment, long term competitive strategy.

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They're not thinking about quarterly earnings and, you know, it basically short term gratification,

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which is what most of the stock market companies are forced to do because they have to pander to stock

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stockholders, right? And so if you can't, I've talked about this by other podcasts,

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shifting from CEO to investor, but what are the most beneficial things that I have done for my

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mental health and for the success of my business is thinking in a long term, time horizon. And I

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can't tell you that I'll tell you that of the people that I encounter the longer their time horizon

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that they talk in, the wealthier, more successful they are invariably. So when I talk to somebody,

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all they're thinking about is this week, the next two weeks payroll and what they're going to make

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this month, the last but I already know that they don't make a time, right? And it's because that's

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only thinking, right? And then they can get from there, you get to a slightly higher level entrepreneurs,

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they're thinking in quarters. Okay, this quarter, we can't focus anything, this quarter is all we

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got, this is all we can do, right? And that's fine because in the smaller you are, the less stable

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you are, it's more volatile, right? But over time, as you expand those horizons, right, you'll be able

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to make better, better decisions because you'll start thinking, well, if I did this for five

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string years, would it be reasonable that I would win? Probably, right? If I do this consistently for

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five years, do I think that I will, it would be unreasonable that I won't be able to be far past by

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my goal? Probably, right? But most people still think in these tiny chunks of time and can never

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get ahead. And they spend month after month after month for 30 years, try to become millionaires,

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rather than just set a goal of like, well, let me just see if I can increase by income by $20,000

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in the next year, right? And then next year after that, I'll try to increase it by another $20,000.

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And they do that by, you know, and in five years, do you have the top 1% income? But only 99% of

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people don't think that way, which is why only 1% do. So anyways, number one for the management

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is that they're risk averse, they will take, they will take the loss, they will not take the

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opportunity to avoid the loss. Number two, they think of long term horizons, right? And number three,

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they have unimpeachable character, which I just really like that as a word, unimpeachable

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character. And if you listed the war talk about, about, about losing body, he said, if you lose

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body, that will be forgiven. He said, but if you lose me a shred of reputation, I will be ruthless.

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And he's, he's so, so big on this. And I think that's, you know, these, these,

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these kind of three things come together. People who have unimpeachable character are not

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trying to get rich quick, right? They're trying to build something of value. They're trying to

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build something that's enduring, something that's a long term. And they're honest. And so what

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happens though is that when you have an impeachable character, it's actually an intangible that

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has compounding returns. And Alex, he talks about it for his own business. He's like, the fact

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that our checks always clear that we, we do what we say we're going to do, allow us to get access

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to more deals because more people want to work with us, right? And we, we, we close deals faster.

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And so the thing is, is that your reputation over time becomes a competitive advantage.

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And that's what, what's a unique, that's a sustainable and compounding competitive advantage.

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Because somebody who's stuck with their word for 10 years compared to somebody stuck with

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their word for 30 years, whose word is worth more. The 30 year guy, someone who's stuck with,

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you know, who's done everything and but unimpeachable character for 30 years compared to guys

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that have for 60 years, who has the stronger word, the 60 year guy. It's something that if you can

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develop, it literally compounds with time. And it's, and it's, it has been in priceless. And I think

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he's a very good value of things. And so anyways, the perfect business model, I'll give you a quick

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recap. It's unique, expensive, sticky year that's managed by somebody who's risk-averse,

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long-term thinking and has unimpeachable character. All right. So something that you can create for

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a penny, sell for a buck that's habit-forming, that no one else can do. And you do it in such a way

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that you don't take short-term risks. You think long-term in terms of how you're going to invest

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in the business and the legacy and building something of value and not, not obsessed with short-term

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volatility, but for a long-term earning. And finally, that you do it in such a way that people will

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think everything that this bit has done has been fairly earned and wisely used. And so with that,

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I will leave you with the perfect business. I hope you enjoyed this. I'll be without this

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valuable. This is one of my favorite things to talk about and keep being awesome. And if you're in

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the arena, keep getting up. I promise you will be better over time. Lots of love. I'll catch you guys soon.

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Bye!
