
"Oversubscribed" reveals Daniel Priestley's revolutionary approach to creating more demand than supply. Named one of UK's top business advisors, Priestley's campaign-driven method has transformed countless enterprises. What's his counterintuitive secret? Focus on relationships and innovation - not just price - to make customers chase you.
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Think about the last time you waited in line for something you really wanted. Maybe it was a new restaurant everyone's talking about, or concert tickets that sold out in minutes. Now flip that image: what if customers lined up for your business instead of you chasing them? This isn't fantasy-it's how oversubscribed businesses operate. They don't beg for attention or slash prices desperately. Instead, they create a reality where demand consistently exceeds supply, where saying "no" becomes part of their strategy, and where customers feel lucky to get in. This approach works whether you're selling software, coaching services, or handmade jewelry. The principles remain constant across industries and economic conditions, transforming how you think about business itself. Here's what most business advice won't tell you: the market actively resists your profit. It's not personal-it's economics. Markets naturally push toward equilibrium where supply meets demand, squeezing margins until businesses earn just enough to stay open. Think of two coffee shops on the same street. One has a line out the door every morning; the other sits mostly empty. The busy shop charges premium prices and still can't serve everyone. The empty one runs constant promotions just to cover rent. Same product, same neighborhood, completely different realities. Uber demonstrates this principle perfectly. Despite billions in revenue, they struggle with profitability because their model allows supply to expand endlessly. More riders need cars? More drivers sign up. The balance never tips decisively in their favor. Compare this to California plastic surgeons in the 1980s, when qualified practitioners were scarce and demand exploded. They made fortunes-not because they were better surgeons than today's doctors, but because the math worked in their favor. By the late 1990s, as more surgeons entered the field, those extraordinary earnings normalized. The skills hadn't changed; the supply-demand relationship had. Waiting for market conditions to favor you is like waiting for rain in the desert. It might happen, but you'll likely die of thirst first.