It was genuine. We had sold too many tickets to our event. We had a similar problem in Melbourne two weeks later, then in London, then in Florida.
This wasn't happening by accident. It was orchestrated to be like this. And this book will show you how it's done.
My business often books clients three months in advance. We don't do it to be difficult; it's just the amount of time people need if they want to work with us. If someone says they aren't sure about working with us, we don't argue or try to hard sell them. We smile politely and say that it's OK not to. We don't need to convince people – there are others lined up, waiting.
I launched my first company in 2002 at age 21 with a $7,000 credit card. It was a boutique marketing company specializing in event promotions in the financial services industry. Within 12 months I'd made over $1 million in revenue and had over $300,000 cash in the bank. By age 25, I'd used the same insights to make over $10m in sales and had made myself an enviable amount of money for a young man. Along the way, I discovered some very valuable ideas on how to make a product or service oversubscribed.
At age 25, I moved to London with my best friends and business partners. We launched a new business with a small amount of start-up capital and once again made millions in sales within 12 months. At age 29 I wrote my first book and used the ideas set out in this book to send it to the #1 spot for business books on Amazon. I've raised millions of investment capital for my businesses and helped charities to raise hundreds of thousands of dollars in a short space of time by using the ideas that I will share with you in the pages to come.
As you'll discover as you continue to read through this book, there's no scarcity in the world for people who share abundantly. One of the ways I keep myself oversubscribed today is by the very process of sharing big ideas. I've come to discover that the more I share, the more people demand.
I also believe that the principles in this book lead to better businesses for everyone involved – for the customers who get a higher level of service, for the business owners who stop chasing and for the employees who enjoy working for a company that's in demand.
My vision and hope is for millions of entrepreneurs and leaders to become more empowered to tackle bigger problems. This book is part of that vision. The ideas in this book are designed for quality businesses that care about what they do and want to be able to take their products to market more effectively. They are not for people who want to run a gimmick, make a fast sale or pull a swift win over their unsuspecting buyers.
Before you even begin, you must feel confident that your offering is something that genuinely serves people. You must be passionate about it and the value it presents to the world. You must love what you do, care about your customers and want to be in your business for the long haul. For the rest of this book, I will assume that's a given.
Being oversubscribed is the way for you to do your best work and spend more time with your current clients rather than chasing new ones. It gives you more downtime to innovate your products rather than running around selling them – and it allows you to build your brand rather than blending in with the crowd.
I've also written this book because I understand the struggle most entrepreneurs and leaders undergo.
We live in remarkable, changing times. Many ideas that worked five years ago aren't working anymore. Everyone is under pressure to innovate and put results on the board. The decade ahead is going to be both challenging and inspiring. The pace of change is speeding up and the way the world of business and society works won't look the same in ten years from now.
Many people will see this as a great wave of change that sweeps them out to sea, while others view it as one they can surf and enjoy. If you're like me, you'll be paddling hard.
By the end of this book, you'll have a method for becoming oversubscribed. I'm going to unpack a process for getting yourself in the enviable position of being in demand. Of course, it will be up to you to apply the process to your business – and it'll take trial and error before you get it right. Ideas are easy; it's the implementation that's hard. Stick with it though, because the payoff is extraordinary. Once you are oversubscribed you'll earn more money, have more fun and attract more opportunities.
You won't have to chase opportunities; you'll curate those that show up. Your inbox will become a garden of prospects rather than an endless stream of tasks to follow up on.
This book isn't just about marketing principles and business methods. I will begin by addressing some problems that most businesses suffer from and sharing some of the stories and principles that drive the deeper philosophy behind the book. My goal is for you to understand these concepts on a deep enough level that you'll make better decisions intuitively and you'll be approaching your business with a different outlook.
You might need to read this book several times and let the ideas sink in for that to happen. Some of the ideas are subtly woven into the stories. There's a rich tapestry out there and you're part of it. But as with any tapestry, you can't see it if you don't have the right perspective. When you take a few steps back you can see the bigger picture.
I'm hoping this book gives you a look at the bigger picture for you and your business. Let's begin a journey together that starts where you are right now and leads you to where you want to be.
Part I
Principles for Becoming Oversubscribed
Principle 1
Demand and Supply Set the Price
You likely learned long ago that the market forces of demand and supply determine the price and the profit you'll make. But what you didn't learn is that you can make your own market forces.
I was in a room with 400 people who had come to see renowned entrepreneur and author, Gary Vaynerchuk, share his ideas on social media marketing. He announced at the end of his presentation that he'd be auctioning off a 1-hour one-on-one business consultation with him and the proceeds would go to charity.
He explained that the last time he did a consultation like this he had made several introductions to his network and the person had made an additional $50,000 in less than 30 days. “It's not just a consultation”, he explained. “It's potentially access to my network – and I know some of the world's most powerful people.”
This had put the audience into a state of frenzy. I opened the auction with a bid of £500 and immediately another person took it to £600. Within a flash the price hit £1,000 and the hands kept popping up.
Bids were coming in thick and fast. £2,000, £2,200, £2,400, £2,600, £2,800.
As the bidding passed the £3,000 mark, it came down to two men who clearly both wanted this prize. Everyone else was out of the race, but these two guys kept matching each other and taking the price up another £100 each time.
They were the only two people still bidding in a room with 400 individuals. The rest were sitting patiently or enjoying the spectacle.
The price got up to £3,900 with no signs of slowing down. Gary could tell the audience members were getting restless – so he asked the two bidders, “Will you both pay £4,000 each and I will provide a consultation for both of you?”
They agreed, and the hammer went down. Gary had raised £8,000 by auctioning off two hours of his time.
I'm not sure how high it would have gone but I do know that it only takes two people to push up the price at an auction. Most of the people in the room didn't bid at all and very few people bid beyond £1,500. But that doesn't matter. When the supply is “one” and there are “two” who want it, then that price keeps going up. Two people who desire something is enough to oversubscribe the one person who has it. The price keeps going up until one entity gives in.
When Facebook purchased cross-platform mobile messaging app WhatsApp for $19 billion, the number seemed ridiculous to almost everyone on the planet – except one other bidder. Google was the other company who wanted to buy WhatsApp and the two rival companies bid the price into the stratosphere. Had the price been set by a wider market, the general consensus