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The most valuable skill that you can have in order is product first, then marketing, then sales.

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And so right now, if you know how to sell it's because you don't know how to market, you know how to

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build product. Welcome to the game where we talk about how to sell more stuff to more people in

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more ways and build businesses worth owning. I'm trying to build a billion dollar thing with

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acquisition.com. I always wish pesos, musking, Buffett had documented their journey, so I'm doing

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it for the rest of us. Please share and enjoy. There are three paths that every entrepreneur eventually

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has to take. You have the path of the pure artist, the path of the pure entrepreneur, and then a

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hybrid path. And I'll explain each one of them at high levels. So the path of the artist is the

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person who loves doing the thing. So you have an art form. Now your art form might be plumbing,

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your art form might be carpentry, your art form might be coding software, might be making content,

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it might be making media, it might be making wallets, right? It doesn't really matter what it is.

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You have something that you enjoy doing and you do it well. The second path on the extreme,

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so the all the way other side of it, is that you love business. Business is your art form and

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it doesn't really matter what business you're in. You just enjoy built, like your art is how you

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build a business around monetizing the thing. I would say that for me now, that is my path. That's

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what I enjoy the most. Like I love working with different portfolio companies, whether it's solar

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sales, mortgage sales, physical products, software, service businesses, brick and mortar chains,

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like we have all of those in our portfolio, and I love growing them all. And that's because the

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art for me is the actual business itself. The third path is a hybrid path and each of these

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paths can go all the way to the max limit here. So an example is Tobias Lutka, who is the founder

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and not CEO of Shopify. And so he loves building Shopify pages and he loves the coding and he loves

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the product. And so what he did was he found somebody else to actually be the art, where whose art

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was entrepreneurship and building businesses and have them build the business around him while he

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stayed focused on the main thing that he loved the most. And so the key here is that there is no

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right path. It's more about the path that works best for you during the season you're in because

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guess what? You can also change paths later. If you start in the artist path, you might transition

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to the hybrid path or you might start in the artist path and go all the way to the entrepreneur path.

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When I started, I really loved fitness. I was obsessed with fitness. I'd spent years, I'd

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competed in fitness. And so all I read all day besides a little bit of personal development was like

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macro counting, different ways to exercise, different programming stuff, like exercise, execution,

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different ways to layer workouts, program, all that kind of stuff. And I was obsessed with it,

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so much so that the people that I worked with were like, dude, if you don't start a gym, I'll pay

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for the gym so that you stop talking about this stuff. Because I was obsessed with it. The thing

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is is that as soon as I actually started a gym, I realized I enjoyed business even more than I

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enjoyed fitness. And so you may be surprised at what you start. Because when I started, I thought

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I'm just going to do the thing I love for the rest of my life. I started as an artist of fitness

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and I became an entrepreneur. But let me play out all three paths to their natural extremes.

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So the artist at its extreme is somebody who continues to not scale an enterprise around them

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and continues to do the thing at extraordinarily high levels. And so this ultimately goes from

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a commoditized price point to a premium price point to a luxury price point. So a commoditized

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price point is like, if you're a plumber, you do the same plumbing work everyone else does.

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And you do it. Now if you start doing it really well, word of mouth starts to build and you can

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start raising your prices because you are now a premium provider. You do better work, you do it

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faster. People come to you because they trust your work, right? Now at the highest level,

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it becomes luxury. You become so advanced in plumbing, you can do it for massive building,

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or you can do it for luxury homes and you make it look more neat and awesome and cool and whatever,

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right? And so in that instance, what happens is demand continues to increase for your services

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or your product. And so rather than increase the number of units you sell, you just increase

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the price. And so you still make significantly more money and a lot more profit in that business

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model, but it still keeps you doing the core thing, which is that you like plumbing, you like

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making wallets, you like being a carpenter, whatever. If you take that to its natural extreme, you can

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have incredible artists who sell their paintings for millions of dollars a piece and they don't have

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a massive organization around them because their main thing that they focus on every day is the art.

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Now there's obviously elements of entrepreneurship there because they make money, they transact,

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so by the definition, they are entrepreneurs, but their focus, their typograph, I would say,

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is that they are an artist first. The hybrid version is to buy a salute case, somebody who started

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as a shop developer who built the little website because he wanted to make something for

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it. I think it was a surfing company or something like that. He had some sort of physical

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products business that he didn't like the tools that are out there and he started making it,

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but then other people, because the product was so good, started asking for it. Now he could have

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just continued to raise the price of the thing, but at a certain point, especially with software,

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it made more sense to make himself Chief Product Officer rather than CEO, he was Chief

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of Product, and then hired a CEO and hired an executive team to build everything else around him.

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Now on the org chart because he's a big shareholder, he has a lot of sway, but on the actual chart

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itself, he might be over here not necessarily at the top because he doesn't want that life.

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And so you could go transition from the pure artist to the Tobias Luka model where you still do your

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art every day, but then you find the people. Now that does require skill because you need to have

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the perspective from which to make a judgment on who is good enough to be able to lead your company.

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Now that's where having outside advisors and things like that to help you find those people

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who you do trust, who already have that skill, who don't have a vested interest in your business,

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so they can give you the cleanest, purest advice. And the way that I layer that advice,

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at least way it so that you can think about this for yourself is that the highest level of

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advice is someone who has been there, done that themselves, and taken other people just like me to

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where I'm trying to go multiple times. A level below that is someone who has taken multiple people

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like me to where I'm trying to go. They haven't done it themselves. The level below that is someone

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who's only done it themselves and helps no one else. The level below that is someone who saw someone

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go all the way themselves or saw multiple other people go there themselves. Below that is only

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seeing one person. And below that is your mama uncle and your neighbor telling you there are two

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cents about how you should do business when they've never run a business and have no right to have

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an opinion. And so I rank my advice and how much weight I give it based on that scale. And ideally,

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I want to really only look at the top one or two for my sources of information. And the big caveat

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here, they either have to have a lined interest with me or no incentive at all. You just want to make

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sure that they aren't incentivized to tell you something else. That's the main key. Now, if you can

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look through that, you can leverage their experience to find the right people to fit inside of your

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business to build the business around you. Most of the nation real quick, if you are a business

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owner that has a big old business and wants to get to a much bigger business, going to $50,

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$100,000 plus, we would love to talk to you. And if you like that, and would like to hear more

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about it, go to acquisition.com and you can plan anywhere on the page and talk to one of our team and

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see if we can help you get there. The third path is that of the entrepreneur. That's the person

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whose art form is the businesses. And so rather than thinking about making wallets and making more

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wallets, the business itself is the painting. And so they will have multiple paintings in their

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career that as they develop as an artist, so too does their expression of their art. And so the

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types of businesses they build get bigger, more complex, more innate or simpler. It just depends

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on what type of entrepreneur they are. And so for me, I'll tell you right now, the amount of

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businesses that I started. I started a non-profit online training business. I switched to a

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for-profit training business. And then I switched to a brick and mortar gym. Then I had a chain

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of gyms. Then I had a gym turnaround business. I had a car practice agency. I had a dental agency.

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I had a corporate wellness contract thing that I did. I've had an e-commerce business that sold

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physical products. I had a software business, software service B2B, and now I have private equity

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firm. So those are the businesses that I directly have founded. And I'm 33. And so as you develop as

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an entrepreneur, your art will change. And it will be continually a changing expression of who you

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are. So the biggest question is, which of the three are you? If you love the actual doing of the

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business, the thing you do, the product or service you deliver, that is your art, then I would say

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start with the path of the artist. And if you're good, because if you really do love it, you should

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be able to beat other people who don't love it. And so you should naturally, through word of mouth,

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be able to get more demand than you have supply of time. At that point, you'll have to start

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making the decision. Am I going to go hybrid or are going to go all the way entrepreneur?

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If you're starting out right now and you just love entrepreneurship in general and you don't really

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care what you sell, you just want to make money, then you probably more the entrepreneur path.

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You just want to hustle, you want to figure out needs in the marketplace, figure out stuff that

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people are buying, connect the two dots, build the organization around it, put an operator in charge,

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and then let it run and make cash flow. That's the entrepreneur path. The middle path, the hybrid

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path is usually someone who starts as an artist and then becomes that because they still want to build

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the beginner prize, but they don't want to sacrifice the thing that they love the most,

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which is actually building the product. And so this little product thing, as a side note,

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could also be marketing. It could also be finance. It could also be like if you like a certain

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component of the business, you can own that component of the business and have someone build it

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around you. And so I use the Tobias like an example because it's probably the most natural for

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many people to understand, but you could love a different function of the business. You could just

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be the guy who loves fundraising and you just love raising funds and that's how you build your business

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and you get everybody else around you to run it, or you love marketing. Steve Jobs was a mostly

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marketing, well, Steve Jobs was a go, you could do everything, but like, bad example. But he was a

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marketing genius nonetheless. And so the idea is that you will still leave your thumbprint on

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different aspects and be more heavily involved in different departments, the ones that you love the

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most. But at this point, you do it by choice rather than do it by obligation. And so identifying

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which one you are is do I love the thing or do I love the business of doing the thing and then

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walking that path down? And the best news is you can always change your mind later. The most

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valuable skill that you can have in order is product first, then marketing, then sales. And so right

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now if you know how to sell it's because you don't know how to market, you know how to build product.

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If you know how to market, then you can sell lots of stuff, but you're only going to sell it once

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because the product's usually not that good. If you know how to sell product, you will get more

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promotion from your customers than anything else. And that is ultimately what scales the enterprise.

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Marketing can scale anything to a point. And then what happens is the marginal cost of getting

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the next customer continues to get up and up. And if you don't get word of mouth referrals

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from customers who use your product, then eventually it becomes untenable and your company will

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plateau. And so the key to building a very, very big thing that lasts for a very long time is

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having exceptional product. This stuff is stuff that I used to hear all the time when I was

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doing a entrepreneur. And I get that you're like, sure, but how do I make money? And you know what?

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If you just sell shit, you can make money. If you market shit well, you can make even more money.

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But if you learn product and what happens for most entrepreneurs is they actually go in that direction.

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They just learn how to sell shit because that's the easiest skill to learn. You can learn it in

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a couple of weeks. Learn how to market takes a little longer. You learn how to write copy. It's really

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just translating the persuasion of sales into different types of media and selling to many people

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at once. Product, if done properly, gets people to promote on your behalf. And there's way more

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of them than there are of you. And so the highest leverage thing you can do is make an exceptional

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product that other people want to promote for you. And so my first real big experience with this

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was the book. So $100,000 offers is a book is 99 cents. You can get on Amazon. That book continues

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right now. It's 25,000 copies a month with no paid ads. It just sells 25,000 copies a month.

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And the reason for that and a lot of people who knew me from high school or knew me from college are

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like, dude, it's so crazy. Some guy I know from work is like, dude, you got to read this book.

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And it was your book. And the thing is, it's like, that is how those book sales happen.

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And so if you can get your product to be that way or your service to be that way, that amazing,

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then you never need to spend another dollar on marketing ever again because people do it for you.

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And that ultimately drives the most margin and allows you to scale the enterprise in a compounding

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fashion. Because if you don't scale it that way, then all you have to do is consistently spend

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more money on ads, hire more outbound people, get more affiliates. But if you get it from the product

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driven perspective first, where you have more people who send you business than people who leave

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just based on how good your product is, that continues to compound to the end of time.

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And that's the business you want to build. But to be clear, you can make money doing any of them,

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be making the biggest money doing that one.
