Alex Hormozi

So it's double-edged sword, right?

Many competitors.

You also create your competition when you educate them.

Retention is almost nothing.

And growth relies on almost constant marketing.

And then you always have a little bit of reputational risk if you're not good at ops, which is a totally different skill set than education, where you can actually scale the other components of the business.

And so reputation can take it in.

And that's why many businesses can shoot up quickly and either they fizzle out and they become what I call offer hoppers.

So they just come up with a new thing every year that they're selling from an education perspective.

That is a way to do it.

I don't think it's the way of life that I would prefer to live, but some people do that.

The alternative is that they just kind of putter along at that same level and they just get new people in, the old people leave, and that's just what they do.

And it's very difficult for them to scale.

So what's the big problem that you have to solve if you have this business?

Number one, and this is the nasty one, but it's the reality, is that you have to find a way to create stickiness in a fundamentally unsticky model.

All right, meaning how do we create revenue retention in an education business?

So I'm gonna give you a couple of tactical strategies for this.

So number one is that you want to have some component of the business that's consumption based.

All right.

So if we look at, if we were to teach someone a core skill, right, there's going to be some components that need to be refreshed.