Alex Hormozi

More customers come in,

more demand, and then we can continue to raise our prices.

And so it should be a process of consistently being able to raise price over time and go after better and better avatars, better and better ICPs, if you want to use that language, ideal customer profile, I think that stands for.

Basically the type of customer that you're going after, right?

The prospects.

You want better and better people who can write stroke bigger and bigger checks.

And the only way to do that is to typically have the track record having done this for years and continuing to level up.

And you can only do that if you're good because you have more demand than you have supply.

And that's the game that you ultimately want to be in.

Now, is there a world for a low-cost service provider?

Yes, with one very important caveat.

You have to decide day one when you build this business that you're building it as the low-cost provider.

And that doesn't mean, oh, people didn't want to buy this price, I'm going to go cheaper.

It means that day one, every decision you've made, you've made with that North Star, which is that we want to be as operationally efficient as humanly possible.

So we're going to offshore all of our talent.

We're going to have as much automation built into our business as humanly possible.

And our primary USP or selling proposition is going to be that we are the cheapest.

It is absolutely a game where you can make a lot of money.

but you have to decide to be in that game day one.

I have spent the vast majority of my life on the premium side, which is where I would recommend most of you go because service businesses are inherently more difficult to scale because you have to scale headcount.