Alex Hormozi

That's what school.com is about, right?

And I'm a co-founder of that company, which is a different one of these models that I'll get to in a second.

Well, it's the only one that's left, but maybe I'm sharing too much.

So people want community, but let's be real, community is less valuable than education is.

And so where people get into trouble is they say, oh, I will charge $25,000 for this education and that might be appropriate.

And so then they make a payment plan where they say, you have to pay $2,000 a month or whatever to pay for this education, fine.

But the first payment of that $2,000, so amazingly worth it because they just got this $25,000 thing, they got this education upfront.

But the day before I know how to do math,

knowing how to do math is unbelievably valuable.

The day after I know how to do math, the value of a math course is approximately zero.

And so now I'm paying $2,000 a month for a community, which is not as valuable as what a community is worth.

And so when you're looking at your product offering, especially within education, we have to think,

What components of this are consumed on a regular basis, communities consumed on a regular basis?

If I taught someone how to do 3D printing and I said, hey, these are the hot items that are trending right now for 3D printing, and I do that research and I deliver that list every single week, that's consumable.

We have to think about what are the elements of this, and that's if we're teaching someone how to do anything, right?

elements of the business that are consumable.

And then there's some elements of the business that are one-time.

The appropriate billing structure is very high, high price, price to value for the one-time thing that is inherently valuable, but has no recurring.

And then make sure the recurring elements of the business are also appropriately priced, which might be significantly lower.

And this is what gave birth to the little ism that I have, which is big head, long tail.