Hey, everyone. Fletcher Ladd here, and welcome to module three of the high ticket playbook, how to generate high ticket business ideas.

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Now you've probably seen a lot of videos online of tea people teaching you, you know, saying, you know, this is the best niche or this is the best business to start.

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And while some of that information can be true, they're good business to businesses to start, they're never gonna you can make a little bit of money, but you're never gonna really make the big the big money, and I'm talking like private jet money, I'm talking Bernetti yacht money, I'm talking some serious major money here. If you really want to make some serious money, you have to have a ma a big market where that you can easily enter with little little little capital and grow a major, you know, business. Because pretty much the gas is gonna expand to the size of the chamber.

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So let's get into it. So here's what we're gonna cover. Number one, introduction. Number two, I'm gonna give you an introduction to market evaluation.

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I'm gonna show you how to identify high ticket problems.

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I'm gonna show you how to master market research for high ticket success. I'm gonna give you an example which is top tail. I'm gonna show you growing markets to choose.

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I'm gonna give you recipes for generating high ticket business ideas, and then I'm gonna show you how to evaluate and refine your ideas over time, then we're gonna conclude it, and I'm gonna give you some recommended resources so you can learn further if you want to. Now you haven't seen anything online like this training.

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I just I know you haven't, because everyone's teaching you to focus on a small everyone's trying to compete for the same market.

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Right? I'm gonna show you how to compete in a really good market.

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So as you guys know, high ticket this is the thirty thousand foot overview of the High Ticket Accelerator, which is our startup program, where we partner with you to build a six, seven, eight, or nine figure unicorn company.

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Right? Now a unicorn company is a company that's valued at a billion dollars.

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We don't have one yet at High Ticket Ventures, but when we do, you will know about it. But if you're interested at any point throughout this whole video, you can go to high-tech adventures dot com forward slash apply to learn more about how to apply to our accelerator. We will partner with you to build a six, seven, eight, or nine figure company. As you guys know, six, seven, and even eight is really easy to get to. You could do it in the first year. It's not hard to get to that level of revenue. It's easy.

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As you guys know, my name is Fletcher Lad. I'm the founder of multiple seven figure companies. I've built multiple eight figure companies too. I'm an expert in high ticket business models.

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I have over a decade of experience in building and scaling ventures. I am from a small country town called Mildura, Victoria, and I've built marketing agencies. I've built consulting equity firms, licensing products. I've done a lot of businesses in the high ticket market.

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And now I own high ticket accelerator.

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So introduction. Let me introduce you to markets.

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I'll give you a quote here. I've got a nice quote here. I thought I'd put this here so you guys, you know, can see it.

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And I'll read it to you. You are, you are only as good as the car you were driving.

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You can spec out a Toyota to its max, you can make it fully loaded, but it will never be a Ferrari.

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If you choose a small market, no matter how well you build your business, you will eventually tap it out. It's far better to choose a big market and build a powerful business that you can truly accelerate that car to its fullest potential. Now, you've heard people, I hope you have, you've heard people say, it doesn't matter they they say, it doesn't matter what business you're in, it matters more so about the vehicle that you're in. Right?

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Something along those lines. The vehicle that you were in matters more than pretty much anything, and it's true. Because you can have a small market, which is a small pond, and you and you're gonna have the skill set once you finish this playbook to be able to really just dominate a market, just win. But what's gonna happen is it's a small market.

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You're not gonna get jet money or yacht money in a small market. It's because there's not enough money in it.

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Unless you execute it flawlessly and and you do something amazing there, it's very it's far easier to do it in everyone who has a plane or a massive boat. They've done it in a huge market.

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Right. So what is a market? Definition. A market is a broad group of potential clients who share a common need or desire for a product or service. It represents the entire environment where businesses and consumers exchange goods and services. That's the market.

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I'll give you an example. So an example is the freelance and remote work market that includes all businesses offering platforms, tools, and services that connect freelancers with clients such as job boards, project management tools, and payment solutions.

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Alright. That's that's an example of a market. The freelance and remote work market.

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And an example in that market of a of business is Toptal. And Toptal connects top freelancers with clients. Toptal excels in offering premium talent for high demand industries. So businesses that are growing, Toptal offers those businesses talent to execute on their project, so they can build great products. Give you a key takeaway.

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A market is the playing field where different businesses compete by offering products or services that meet their needs of potential customers or clients. Right. So a market is a playing field. There's multiple markets within a market. Ultimately, you have the market.

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Right? And then you have multiple markets within a market. And then you have multiple niches within those bigger markets. Now stay with me here. I don't want you getting lost. You have to this will all come together.

So what's a niche? Right? Because you have a market then you have a niche. And a niche is a specific segment or targeted segment of a larger market. It focuses on a particular group of customers with unique needs, preferences, or characteristics that are often underserved by broader markets. Example, within the freelance and remote work market, Toptal's niche targets the top three percent of global freelance talent, connecting them with companies that require highly skilled professionals in fields like software development, design, and finance. Key takeaway.

A niche is like a specialty within a broader market, and allows businesses to focus on serving a specific group of participants within that market, often with tailored products or services. Because you can't just say I'm gonna go after the freelance market. It's too big. It's just too big. So you have to niche down.

You can't just be the generalist. You have to be a specialist. You need to niche down. Everyone knows that.

You can't just say I'm gonna be a digital marketing agency for who? You have to be a digital marketing agency for for, let's just say, chiropractice. You have to niche down. And that's what Toptal's done.

They're focused on the high end b to b market and they're focused on top talent.

Now there's two two sides to the market. You've got b to b markets and b to c. Forget that there is other stuff out there like business to government and stuff, but let's just keep it at this high high level here.

So you've got b business to business, and the definition is in b to b, businesses sell products or services to other businesses. An example, Toptal operates in the b to b market and space by connecting customers, or sorry, companies, businesses with top tier freelance professionals for their projects. They make money on the arbitrage, so they connect talent with businesses and then they charge up a fee, and that's how they make their money. Now business to consumer in b to c, businesses sell products or service directly to individual consumers. An example is a company selling fitness apps directly to individual users would be operating in the b to c space.

Most people that make a lot of money do it in the b to b space because b to b is more so high ticket. For example, if you're focused on the b to c space, a consumer, they don't have much spending power unless you're dealing with highly wealthy people. But they're not sticky, they they're not always coming back and buying it again and again, because they don't have a as soon as their pain point solved, they're kinda just like, okay, I'm done now. Unless you find like very specific, like medicines, where you have to keep coming back and buying again and get big pharma.

Right? You're gonna keep buying again and again. That that's an example of a high sticky, you could have hundreds of thousands of clients or customers with a specific problem they're buying again and again. That's what you find in the b to c market for businesses that make a lot of money.

And in the b to b, it's fewer clients, but they're spending massive amounts of money.

So key takeaway. Understanding whether your business operates in b to b or b to b space is crucial for determining your marketing strategy, sales process, and customer engagement methods.

Most people don't even know this. Are they b to b? Are they b to c?

Are you taking someone from b to c and trans transition them into b to b? Right. You gotta know these things.

Now let's talk about the key to great business ideas. Right. So how do you come up with these ideas and how do you how do you right. We're gonna go all through this. I'm gonna give you so many examples. Like people talk you hear people talk about how to become a great marketer. How can you become a great marketer if you don't even understand the market?

Right. So the key to great business ideas is curiosity drives innovation. So if you're curious about something, a problem, you're always going to just be thinking about it constantly, and that's a good thing. Typically, the people who succeed the most, they're the most curious, and the most successful entrepreneurs are obsessed with solving problems.

So in business, if you wanna make money over the long term, you have to be solving a painful, consistent, and growing problem. Growing meaning more participants entering the market. For example, if it's not really a problem, you're not really gonna make much money. You could sell something as an opportunity, but you're never gonna really hit that big money if it's a if it's not a problem.

Because if someone's got a problem, they're looking for a solution and you can be the solution to their problem. Great business. People always and especially if it's a growing market over the next ten years, you always wanna look at the next ten years.

Right? So you wanna start by identifying what picks your interest and where you can make an impact. What do you what problems are you currently having?

Right?

Now it's easy if you're a business or you work in a business and you can see a problem and then you can you can go out there, but you don't necessarily have to have the problem yourself. I don't believe that that's true. It helps if you do because you can understand it, but you can also go and interview other people that may may have a problem or find a problem and you can build them a solution to that. Alright. So curiosity, you wanna be curious to find problems, then you can make a list of ideas and you can validate them. You validate those ideas by basically the market. The the only way you can validate an idea is by the market telling you that and a lot of agree, a big segment of the market tells you they've got a problem, and then you can implement that into a business.

Right? And you have to keep being curious too because the market evolves.

Right? So why why does curiosity matter? Why do you need to be curious? So curiosity keeps you engaged and persistent. It leads to deeper understanding and innovation, and the more curious the you are, the more likely you are to find untapped opportunities. So if someone's just curious, right, just think about someone think about if you've got a a girlfriend and she suspects that you're cheating.

She's curious. She's gonna stalk all your Instagram followers and who you like. She's gonna be studying every single thing that you're doing. She's eventually, she's gonna find something.

Right? Because she's curious. Same with you with business ideas. You're curious.

You're looking around and you're trying to define something, and eventually you will. You will find something that no one else has found in a in a specific market. You'll find the niche in a in a with a niche problem that no one else has found, and then it's a matter of is is that niche big enough for you to pursue.

For example, it might not be, it might be too small, I mean, it might be like, oh my god, I found something, but it's too small of a problem. I'm just moving my mic around now. It's too small of a problem and being obsessed is important. You need to be thinking about ideas and problems. Just thinking constantly. How is money like what's the market with a problem?

For example, if I need coffee, I don't have it, that's a problem. How do I coffee shop fixes it. Boom.

Problem. It's problems that can be that simple. Or my business I need to develop an app. Where do I find talent?

I will go to Google search. Where do I find talent? Toptal comes up. Oh, they got the best talent.

Right? Certain things that's very important and the importance of problem solving. So businesses succeed by solving real pressing problems. The bigger the problem you solve, the more money you'll make.

You can just scale it like that, solving a lot of those people's problems. You can make that's how money is made. And you wanna focus on high impact problems that people are desperate to solve. Look, I have this idea for this application I wanna build for my business.

Toptal solves it by giving me the talent to build it. Or I'm I'm might have tried this talent but they suck. I've got now really in pain because I don't think it can ever be built. Right?

And the bigger the problem, the more value you can create. I've got a big problem I need to fix it. It's costing me a lot of money. A lot of potential money that could be made in the future.

You give them the solution and then in exchange for that solution they give you money. And the bigger the problem the more money you can make. And remember, we're not trying to sell fifty two, three hundred thousand or two thousand dollar services or products. We're trying to sell high ticket stuff.

Fifty we're we're trying to think of each client spending fifty thousand with that with us at a minimum.

Now how do you come up with high ticket ideas? So you wanna identify high growth markets.

So focus on market, not just ideas. Because ideas matter, but the market matters more. Because you can't create a market, you can only find a market with people in it, and then hope that will you it has to be a growing market. You don't really just wanna hope, but you are kinda taking a gamble and hoping that it does grow. Sometimes the markets just stop.

But so you don't start with a product or a service. Don't just buy I'm gonna sell this. Stupid. Never do that.

The market is where you make your money. People don't understand this. That's why when you see those people online and they tell you, this is the best business to get into for two thousand twenty four. Is it?

Because I guarantee you that person, if I were to talk to them for two minutes and say, how big is your market?

They would look at me and say, well, it's pretty big. It's growing. How do you know? What's the figures?

Or they've never done it, and then they're telling you that it's a good idea because they think it's a good idea and they're making some money so they can fly in business class on Emirates. They're stupid. They never gonna get jet money. I'm gonna teach you how to get jet money.

So don't start with a product or service, and then try and find an idea or create a market for it. Instead, look for a market that has a project that is projected to grow over the next ten years.

Ten years is the number that you need to look at. Not five years, ten years ahead. Is it is it projected to grow over the next ten years? Because if you're forming an entity to trade, so you can capture that market and profit, you need to be thinking ten years, not five, ten years. And you need to understand the market's problems. So in these growing markets, identify problems that businesses or consumers, if they're high ticket, are facing and will continue to face as the market expands. And the goal is to build a high ticket offering that addresses these ongoing challenges.

Right. That's what we're trying to do here.

So here's an example. The example of client acquisition.

Why getting clients is a consistent problem. So an evergreen demand. So most Internet marketers, you can go and Google this online, they sell courses on how to get clients because every business needs new clients continuously.

It's a problem that never goes away because as more businesses enter the market and new niches emerge, the the need for effective client acquisition strategies persist. People have calendars. They need bookings in their calendars. So this whole thing of getting mark getting, you know, bookings or getting clients, it's never going to go away.

It's an unsolvable problem. Right? So unsolvable problems that you can fix, but then they have to constantly be fixed, right, kinda like medicine. That's why big pharma makes so much money because they can create problems and just sell drugs to people that think that they don't have that they think that they've got those problems. Or if they do have those problems, they can just keep going and going and going. Build that billion dollar hundred billion dollar markets.

Unsolved. Right? So when searching for an idea, focus on a market with a problem that can never really be fully solved. Meaning, you can solve it, but it needs to be fulfilled again. As long as businesses exist, they will need clients, making this a reliable market with ongoing demand. Now I'm not telling you to go start a marketing agency to help people get clients.

I'm not doing that. I'm just giving it to you as an example.

Right? And an example would be Facebook ads. So rather than just saying, a good example is people have the market is businesses that need clients.

Right? Not every every business needs some former clients, but some businesses might be business to government and their one client is the government. It takes them six years to close them. Right?

Now you can niche down, you can say, well, I do Facebook ads. And then you can niche down even further and say, I do Facebook ads for, you know, chiropractors. That's your niche rather. So I'll give you the example.

And I'm not telling you to do this. I'm just using it as a very simple example, so everyone that's watching this can understand. So a market with a persistent problem is Facebook. Right?

And Facebook is a platform, but but it's a but it's core business model revolves around selling ads to businesses. Why? Because businesses will always need to advertise to acquire new clients.

Now no business is ever just finished. You don't just get a client, say, okay. Now that's done. Let's close the company and close the books. No.

Right? So as a result, those businesses, they continue to spend money on ads, making the market resilient and constantly in demand.

So you don't need to start a client acquisition agency, but the prime the the principle remains, choose a market with a persistent problem, and an unsolvable problem that's also growing. This ensures long term demand for your high ticket offerings. This is why Facebook, as long as the you that's why the main figure at Facebook, if you were to buy the stock, is the user base on the platform or what or Instagram.

And that's what the the active users on the platform. Is Facebook going to produce more money in ten years time?

More businesses are gonna enter the market. They're going to need to get clients and those clients are all on Facebook because most of the world population is And how active are those users on there? And then you can make a very basic decision. Is Facebook a good buy or not? Same with Google. They make them revenue from predominantly the Google Ads. It's a big part of their business model.

So you can it's very simple when you break things down like this.

Right? So your action plan, steps to find your high ticket idea. So you want to research growing markets, you want to identify industries or niches expected to grow significantly in the next ten years, and you want to identify unsolvable problems within those markets, pinpoint problems that are fundamental and ongoing, and issues that businesses or consumers will continually need help with.

Because when you solve it, you got a client now, you know. This is why we say customers and clients because the customer buys from you once, but a client has an ongoing problem that they always need to be solved. And if and and that client's gonna keep coming back and spending money with you again and again and again as long as you're doing a good job. As long as you love your job and you're doing a good job for them, they're going to come back and spend with you again. And you wanna create your solution. You wanna develop a high ticket offering, which we do in the next module, that addresses their persistent problems, ensure it's tailored to the market's needs, and has big growth potential, enduring demand.

Right? Now let's talk about the remote work and freelance market overview. I've chosen an example market. It's the remote work and freelance market talent.

So the global freelance platform market was valued at approximately three point three nine billion in two thousand and twenty.

And remote the remote work market size in twenty twenty one, this was estimated at fifteen point five percent of the global workforce force were freelancers contributing significantly to the overall economy.

Right? So the global workforce, fifteen point five percent was freelancers, meaning they worked from home.

They had worked out of a bedroom or a home office or whatever it is, in the kitchen with a desk or I don't know. Growth projections.

So the freelance platform market is expected to grow at a compound annual growth rate at around fifteen point three percent from two thousand twenty one to two thousand twenty eight.

About seven years.

By twenty thirty, the freelance platform market is projected to reach twelve billion.

Now look at this.

Three point three nine.

Twelve billion.

That's a growing number. That's pretty much three, six, nine, twelve. You could call that a four x, a three to four x.

It's gonna keep growing. People are going to keep working from home. This is predicted, projected, speculated.

Now increase there there is a what what are the drivers behind this? What's making this happen? There's an increasing demand for flexible work arrangements.

There's a rising adoption for remote work technologies and companies are speak seeking specialized talent without the need for full time employment. People realize that they don't need someone full time. They can just get someone in, build it, and then hire someone part time to manage it.

Right? A lot of these Internet companies you can build something, put it online as a system, and just keeps getting managed. You don't need truck drivers consistently. Truck drivers on the road, but like remote office workers, they don't need them.

Now let's talk about TopTail. We're gonna get into TopTail now.

So the TopTail specifics. So the revenue, TopTail generated an estimated two hundred million United States dollars in revenue in two thousand twenty two. Now, I'm pretty sure that that revenue was from the margin difference of the markup that they put on the heads of the people that they loaned out for their hours of work. Meaning, a company might pay someone thirty dollars an hour, Toptel charges, they pay that freelance of twenty and Toptel keeps ten. That two hundred million came from that ten dollars of margin.

So Toptel is one of the leading platforms for connecting the best companies or the biggest companies with top tier freelancers focusing on high skilled sectors like software development, design, and finance, and now including marketing. Two hundred million dollars of revenue.

They might have netted fifty million to eighty million dollars of cash in that.

Speculating. I don't have their books. Now future trends. Right? So that's what they're at in two thousand twenty two.

So the shift to remote work is expected to continue with more companies adopting hybrid or fully remote models.

There's a growth in digital nomadism.

So in the gig economy, we'll drive demand for platforms like Toptal. People are becoming more and more skilled as more information comes online. It's a flywheel. Right? People are becoming more skilled.

They've already worked for big companies. Now they wanna travel around. Everyone on Instagram is traveling around. Travel becomes cheaper, and people wanna move around and travel and work for from wherever they want in the world. There's a demand, but on both sides.

Freelancers share of the workforce in developed economies is the US expected from to go from thirty six percent two thousand twenty one to fifty percent by two thousand and twenty seven.

So it's a growing number. So the current US workforce is thirty six percent. It's expected to grow at about fourteen percent.

Now time that I record this, it's two thousand and twenty four in August.

And you can see that that number is we're almost there.

So let's do an introduction now to market evaluation. We've got a we've got a lot. I'm teaching you here. This will all come together at the end. You're learning stuff that no one has ever taught you before. This is Harvard level business stuff. This is what, you know, the big private equity firms know that you don't.

So thinking like a private equity fund. So private equity funds, they invest in high growth businesses focusing on markets with potential for significant returns. Pretty simple. Everyone wants to be in a growing market.

If you're in a dying market, it's it's not it's not gonna it's not gonna make any money. Probably could if you'd capture the diet that the percentage of the that's left. So an example, private equity funds target large growing markets to scale investments from millions to billions. If I give you a hundred million dollars and said I need you to double it, you wouldn't go start a business that has a market that where you can only make ten million dollars a year.

That'd be stupid. You have to find a big enough market to grow it, to let it play.

So you want to prioritize market size and growth potential for large scale success.

You don't want to build an awesome business in a small market. You're gonna capture I guarantee if you follow what's in this training, you're going to capture that market. And then what's going to happen is it gonna be just you wasted your time. Yeah. You've made some money, but you could have made a lot more.

So YPE funds focus on market growth. So private equity funds invest big needing long term growth, not just quick wins. They've got hundreds of millions of dollars that they need to grow. They have to be picking smart businesses, smart markets, smart they have to be picking the best listed equities with smart management in growing markets.

So they target markets with projected growth over the next decade. They're looking for ten year horizons, in and out over ten years.

Sometimes they can do it in short sprints, but it's really ten years. And the smart the best tech founders, they're thinking in ten years sprints.

So choose markets with long term growth for sustained success. Right?

Simple.

Now The key markets. How do you how do you identify what market to go in? Well, there's something called TAM, SAM, and SOM. You can meet TAM, you can meet SAM, you can meet SOM. Right? So TAM is the total addressable market. That's the total mark demand for a product or a service.

And then you have the SAM which is the service addressable market. That's the segment of the TAM targeted by your products or services. And then SOM which is the serviceable obtainable market and that's the portion of the same that you can realistically capture now and in the future the only thing that really that they all matter but the bottom line is the song that's the serviceable obtainable market. If you show me someone's serviceable obtainable market, that's that's what you're gonna be basically eating with. That's the food that gets on your plate at the end of the day.

That's your song.

So TAM for global freelance and remote work market is worth some four hundred and fifty five billion dollars.

Now the SAM, the serviceable and available market for high skilled freelancers in tech design and freelance and finance, sorry, is a hundred billion dollars.

Now Toptal is smart. They've added a different product, which was their marketing talent, and that would increase this here. But they would have internally, they would know the TAM, SAM, and some for each individual like tech and design and finance and marketing. But together, a hundred billion.

Now, Toptal's current market share within the Sam sorry, within the Sam, yes, is two hundred million is what they're doing. About two hundred million.

Give or take. It's not hundred percent accurate, but that's what they're that's what they're doing. So you can see here, this is what they're they're looking at.

Right? So now applying market metrics, the top tell example. So the TAM, the global freelancer remote market vote four hundred fifty five billion. The SAM, high skilled freelancers and tech design and finance worth a hundred billion.

Right? So the key takeaway is start with a targeted Sam sum and then expand to capture more of your Sam within a growing TAM.

Makes sense? So we work backwards.

So Toptal's projected revenue in two thousand and thirty two is a billion dollars. A billion bucks. That's a five x from right now. If they can five x what they're currently doing, they're doing a that's a billion dollar company. This is why major money went into this business. Major money. The best VC firms.

Because they looked at this and they said this is a major market.

Right? So currently four hundred and fifty five billion and by two thousand and thirty two, we're looking at about seven hundred and forty billion. And they're looking to capture less than one percent of that really.

Right. So I'll give you an example of how these players think. The the this is at the top level. This is the people on the the top ten of the Forbes list.

Now, Kerry Packer, Kerry, he's not a big Kerry. Hey. KP. He's not around anymore.

I think he passed away in December, boxing day two thousand twenty five.

It's got a great book you should read. It's behind me. It's called the rise and rise of Carey Packer.

Now when in nineteen eighty seven, Carey Packer sold his new station channel nine to Alan Bond for one billion dollars Australian.

He actually took the check and stuck it on the back of his, toilet, his his bathroom in in in his office.

And he said, you only get one Alan Bond in your lifetime. Now what happened was, some months later, Kerry sat down and he tasked his team of twenty five lawyers that he had with him and said, I've got a billion dollars of cash.

What I want you guys to do is turn it into five billion dollars in five years. They said, oh my god. It's impossible. But Kerry said, get it done. I don't care. If you want a job, you will do it.

And they had to and what they had to do was focus on strategic smart investments in speculative high growth markets.

And the key takeaway, what what the team did was they leveraged profitable deals for exponential growth, a key strategy in high stakes business.

And Keur's quote, he said, you only get one Alan Bond in your lifetime. I've had mine.

A billion dollars. Now using subordinated debt, Kerry bought brat back channel nine three years later or five years later or maybe even two years later of Alan Bond for two hundred million.

Pretty smart.

You can study that online if you wanna learn how to play sport like mister Packer.

Now so you wanna find growing markets with opportunity. So the importance is join a big expanding market for more demand and growth opportunities. Ready? TAM, the total revenue potential aimed for fifty to two hundred billion. These are the metrics now that we focus on high ticket ventures.

You wanna focus on markets that are around fifty billion to two hundred billion. The SAM targetable segment is ten billion to fifty billion. And the sum, you realistically the realistic early capture right now is fifty to two hundred billion.

You might be thinking, but Fletcher, I just I'm just getting started in business. How can I capture fifty to two hundred million? That's why people come to high ticket ventures because we've done eight figures. We've we've we know the strategy to get there.

We know the marketing tactics. We know how to build the sales force. We know how to build the marketing campaigns. We know how to build the service delivery to maintain clients once we've captured them.

Right? We know how to become players in the market.

So fifty to two hundred million is what you wanna aim for. You're you're gonna make money. You're gonna get the six figures. You're gonna get the seven figures.

You're gonna get the eight figures. You might as well aim for eight to early nine figures. Now why growth matters? Growing markets of continuous opportunities to scale your business to nine figures.

You have to be going into growing markets because as you're getting some early success and things start to tap out, you can pivot. You can offer a new line of products and services and increase your TAM.

A key takeaway. You wanna target large growing markets to ensure long term success. You do not wanna set a business up and have a great couple of years, and then all of a sudden you've tapped at the market out and you have to wait for new participants to join, and your marketing is so effective that you just instantly capture them. So your acquisition of new clients joining is so slow.

You'll feel like a loser. Yeah. It's not fun. You're never gonna get it's not it's not a strategy to make serious major money.

You have to have a massively growing tam that that is so big that no matter how fast you build or how much money you bring in and reinvest into client finance acquisition, you just can't acquire them. Because there's so many coming in. You don't wanna be the biggest in a little pond. You wanna go up towards the river where it starts to open to the mouth of the ocean or you wanna go to the ocean, a specific segment of it.

So you wanna research market size, understand the competitive landscape which is the players in the market because there's already players there. There's players that have they've been around longer than you. They're smarter than you. They've got more infrastructure.

They've already got more team. They've already got all the toys. They've got the jets. They got the yachts, maybe.

Depending on how big you don't go into AI. You're not gonna compete against Chargebee T. It's not a high ticket.

It's not it's not what we we advise. Consumer behavior, you wanna study the market's behavior, the the business buyers and the consumers. And you wanna understand the regulatory environment. Is it regulated or not? You wanna understand the financial metrics and then the risk analysis.

You wanna you wanna under everyone does this for a smart business plan. It's simple. Check to PT can do it, and then you just ask Check to PT where they got the data from. And then ask them to make sure it's a very verified source from a legitimate non fake news agency.

Now assessing market potential like a mining company.

So a small deposit or akin to a market, minimal resources are used for small deposits. Similar in business, don't overbuild for a small market.

So for example, if a mining company does it, they look they get a tenement and they they surveying the land, and they start drilling and they go, well, there's probably there's probably not, you know, the geologists say, look, there's probably not much here. Now they don't know until they start drilling, but let's just say they say there's not much. They're not gonna they're not gonna throw much money at it. But let's say the geologists come back and these are the smartest geologists in the world and they said, there is major deposits here. This is insane.

Well, that's like a market. Massive resources are deployed for large deposits in business, scale up marketing and sales for large validated markets. So if the because you can't throw that much money at, like, if it's a massive market, you could throw a huge amount of money into marketing. You can get to a million dollars a day if the you can access those people on Facebook ads. It's thirty million a month, and you could still keep growing because it is a massive market. If it's a very small market, you can't do that.

A lot of people online that get started in starting up a high ticket business, they choose a small deposit.

So lesson, match your strategy to your market size overbuilding for a small market is a common mistake. Evaluate first and then scale accordingly. Because the strategies that I give you to get to six, seven, eight, nine figures, you're gonna implement them. But you're gonna get you're gonna tap the market out and you're not gonna you're gonna feel like a loser.

So think long term act strategically.

Long term success. So you wanna select markets with strong growth potential for sustained success. You wanna end entering a robust growth market enables effective scaling and our last competitors. Now why matters? Focusing on long term growth markets builds a thriving enduring business. At High-tech Ventures, when we go into partnership with someone, let's say it's you, we don't wanna do this for the next two years. We wanna be profiting together, and we wanna have something that's gonna pay our family holding companies for the next twenty years.

That's how we have to think. So when people find a good mind, the owners know that that thing's gonna gorge out all and profit for the next fifty years.

Alright. So choose markets with the consistent growth to act strategically and plan for long term success. Now let's do some real life examples.

So let's have a look at this. So I've prepared these for you, these documents.

So this is Toptal, and this is basically the total b to b businesses in USA. So there are approximately seven million b to b businesses in the USA.

The target segment for businesses seeking high end talent, Toptal serves businesses that are looking to hire top tier freelance talent, such as developers, designers, and finance experts. These businesses typically have the budget to invest in high quality specialized talent.

These businesses typically have the the budget, meaning they're high ticket.

Estimate.

If we assume that ten to fifteen percent of b to b businesses in the USA seek high end talent and have the budget to work with Toptal.

Right?

Target b to b businesses. So seven million times ten percent equals seven hundred thousand to seven fifty one point five million. Right? One point five million. So the TAM estimate, total addressable market is about seven hundred thousand to one point five million businesses just in the USA.

Now the service addressable market, sorry, service serviceable available market is and let's say we're advertising on LinkedIn and, Facebook and Google.

If we assume that twenty five to thirty percent of target b to b businesses are reachable through these channels, right, these are the they call them sales channels. I call them marketing marketing channels. Not so much sales because we'll sell on email and phone and goo and Zoom or Google Meet. They're sales channels.

This is where we place ads to get them to get their, you know, stimulus to get them reached. We could assume that there's about three hundred and sixty seven thousand that are reachable.

Now the service obtainable market is about eighteen thousand clients. So this is the portion of the sand that the top token realistically acquire about eighteen thousand.

Now, we if you do USA, Australia and then you open it up to small business, medium businesses, and large businesses, yes, it broadens up. Right? But look, it's about thirty five hundred to eight eighteen thousand just in the US.

Now, if the annual revenue that we wanted to basically generate was ten million dollars, and that's but TopTail has two hundred million, but I'm just giving you an example. If that's what they but they're not because it wouldn't move the investors invested more than ten million dollars to start the business. But I'm just giving you an example. If TopTail's business model typically involves matching business with top talent, charging a premium for their services, for simplicity, let's assume an average annual revenue per client is a hundred thousand. To generate ten million per year in revenue, calculate the number of businesses needed, they would need only a hundred businesses. They would get it so quick.

So Toptal would need to capture approximately a hundred businesses to achieve ten million.

Now the market growth over the next ten years, it it's gonna double.

Right?

So they they easily gonna double their business over the next ten years if they just keep pushing the same message into the market. They're going to grow at the same effort.

Right? Let's look at the predictable mining one. So and I'm gonna run through these quickly.

So the segment includes individuals who have the financial capacity to invest at least twenty five thousand are open to high risk, high reward opportunities like speculative crypto mining in coins that no one's really heard of, like Casper.

Right? So let's assume there's twelve point nine million people that are potential investors. On Facebook, Instagram, and YouTube, these digital channels, let's just assume that the reachable investors is three point eight seven million.

And we could probably get around, you know, fifteen thousand to a hundred and sixteen thousand people.

So the market growth over the next ten ten years is the future ten for potential crypto mining investors could grow to approximately twenty five million.

So if we say reachable investors is three point eight seven, we could double it and get to twenty five million. So it's a growing market. People are going to invest in crypto mining.

Right?

It's a good business. It's got a big market share.

These are the numbers that we want. Now let's do predictable, marketing, which is a business that does, Facebook ads for b to b companies, just for a strong focus on client acquisition.

So let's say, we're looking for businesses that can afford a fifteen thousand dollar set up fee and thirty five hundred dollar monthly support fee to help them continuously bring clients in. Remember, it's a consistent problem delegated done for them, for five years. It's about seven hundred thousand businesses in the US.

Right? So three fifty to seven hundred thousand. The Sam is this about two hundred and ten thousand that are reachable through cold email with an average open rate around fifteen to twenty percent and Facebook and Google Ads.

Now, service obtainable market is around fourteen hundred to ten thousand five hundred. Though we could probably obtain.

Right? Now, a lot of people are competing for this obtainable market. You have to understand that. That's why players in the game matter because they're sending the call emails. They're running the ads.

They're also trying to obtain these businesses that are open to this service. So annual revenue to generate ten million USD per year in revenue, calculate the number of businesses needed. If each business, spans around fifty seven thousand dollars per year, we would need a hundred and seventy five clients on the book at that number. That's not hard. It's not hard to build ten feet to, ten million dollar a year business. It's not hard to do.

Now assuming you got a fifty percent profit margin, you would have to do twenty million dollars per year.

And you're making ten million dollars a year net. And if you got two partners, they're making five million USD a year. You can fly private consistently at that number, and you can save that money, invest it's speculative then buy jet. Big money there. Right? So that that's an example of how easy it is to get to that figure.

Now is the market growing?

Yes. It's growing at a seven percent annual growth rate. The summary.

Alright. So you can look at that. You can go back and pause it. I'll put that together for you.

So key takeaway. These businesses use high upfront fees, long term contracts, and ongoing demand to build scalable predictable revenue streams.

Right? So with any business, any smart business, they know the tam, the sam, and the som.

And then off all of their products and and they've run they've run this analysis every which way but loose.

Because they need to know what they're dealing with. They don't look at it as the gospel but they look at it as their map that guides them to where they want to go. They say look look they go, can we can we make any money here? They know how to market. They know how to turn the ads on. They know how to have the reps on the phone close the deals.

But they say, are we gonna get enough clients here that can spend enough money for us to get the jets and the yachts? Because that's what the players care about. Fifty to a hundred million dollars over the next ten to twenty five years in their personal name.

So I've got a quote here for myself again. Set your sights on building billion dollar empires.

And even if you achieve just a fraction of it, you'll still find yourself incredibly successful.

So you wanna aim for a business that has the potential to generate you a billion dollars per year that you can maintain with clients and that it's a growing market. And even if you achieve just a hundred million, you are still wildly and incredibly successful. No one's gonna say, oh, he didn't pull off the billion dollar business. You did a hundred million. Do you care? No.

Now let's talk about identifying high ticket problems.

So, what makes a what makes a problem high ticket? So, high stakes. The problem significantly impacts the client's life or business.

Urgency. The client needs a solution quickly and is willing to pay for it.

Exclusivity.

The solutions are easily available oh, sorry. Solutions are not easily available or replicable.

So meaning, other people just can't come in and start competing with you so that creates a mode and the clients need to pay for it. If they're not willing to pay, you don't have a business. You got a little hobby. People need to pay you for it. And they need to pay a lot and then you keep coming back.

Right? So it needs to be high stakes, exclusive, and urgent.

An example of high ticket problems, negative or fake Google reviews damaging a business's reputation. Could be costing them so much money.

Or let's say Facebook, maybe let's say you're an eight figure business and yours and all of your revenue comes from Facebook. And a Facebook ad account gets shut down for a business that relies on it. What happens? They lose all of their new income. They might they might not have cash reserves for the next six to twelve months. They might they might be living month to month.

What do they need? They need their right account back on. How much are they willing to pay?

Probably a lot. Five, ten thousand dollars to get that account back. What about dot data breaches and companies handling sensitive client information, customer information. Right? They need to have that protected and secure. They can't let it get out.

Now you might not you might hear that. You might you might not understand, like, what sort of but there's certain businesses out there that have problems that you don't even know of. There's so many. High turnover in a niche market requiring specialized recruitment solutions.

Right? Businesses struggling with international tax compliance for multi country operations. They're trying to shift profit and they can't shift all their profit. Big four accounting firms help a lot with that.

They charge a fee for it.

Here's more high ticket problem examples.

CEOs looking to exit but lacking a clear succession plan. They wanna put someone else in place, but they don't know how to do it. They obviously want the business to keep growing like they think they can do it, but they don't wanna work anymore. Ecom businesses facing supply chain disruptions that threaten sales.

Professionals needing to clean up their online presence for job opportunities.

Right? Maybe you're you were looking for jobs that can pay you five hundred thousand a year, but you need to clean up your online presence.

High net worth individuals seeking bespoke financial management and wealth preservation strategies.

Right? Money managers or companies facing regulatory hurdles that delay product launches.

And so what about mastering market research for high ticket success? So here's the seven step process for effective market research.

So number one is finding a problem. Remember curiosity driven exploration.

So you want to start by exploring areas you are genuinely curious about. Ask yourself, what industries or topics do you constantly think about? Where do you notice recurring pain points or inefficiencies?

What problems have you or people around you experience that lack a solid solution?

And you wanna use observation and empathy. So you wanna engage with people in your target market, listen to their complaints, challenges, and frustrations.

Empathy interviews can be powerful. Talk to potential customers and ask open ended questions about their pain points. You're never gonna come up with their problem unless you have it yourself.

Let other people tell you their problem. And you let, like, maybe ten, twenty, thirty, fifty people tell you they're all having this problem, and then go and create a high ticket solution for that problem. Right? So you have to find a problem because people will keep coming back and solving a problem. You're not trying to sell some business opportunity to help someone make money. What's the what problem are you solving there? Helping them leave a nine to five?

Right? Desperate people.

It's not as not a business you can be proud of. Step two, identifying high growth markets.

So tools and resources, Google Trends. So you can track trending topics and industries to see what's going what sorry. What's gaining momentum. Industry reports. You can re use resources like Statista, IBISWorld, and McKinsey reports to find data on emerging markets.

LinkedIn and social media, monitor discussions in professional groups and forums to identify what's hot in your industry. You can also use Chat Jupyter because Chat Jupyter, you can ask questions and talk to it. So you could you also wanna put that here as well. And you want the latest version, always the latest one that you have to pay for. If you use the free version, it never works.

And then always ask chat chat chat where I got the data from. So tactics, SWOT analysis, evaluate the strengths and weaknesses, opportunities and threats in different markets, future proofing, focus on industries that have long term growth such as AI, renewable energy or telehealth.

Remember, ten years is the is the data figure you're looking at.

Understanding and evaluating market problems. So in-depth problem analysis, surveys and polls. So you wanna use tools like Google forms to gather insights directly from your target market. So you can find a big pool of people in that market, in that niche that you've niched down to.

You always wanna niche down and you wanna survey them. Ask them what problems they having, what's struggling, right, you can use chatty patty to come up with the questions that you can ask these people. So you because you never wanna ask someone a question and say, are you having this problem? Because they might say yes.

You wanna let them tell you they're having a problem without you even asking it.

Strategy, Subterfuge.

Competitor analysis. You want to look at reviews, forums, and feedback for existing solutions in the market.

Identify what customers are unhappy with or where existing products fall short.

Custom interviews. Conduct one on one interviews with potential customers to dig deeper into their specific pain points. So if you have customers, you can keep asking them questions.

Now evaluating market players. So tools for competitive analysis, you can use SEMrush or Ahrefs. Any serious player is on Google on the first page. Anyone serious.

So g two, you can read reviews on competitors products or services, Trustpilot, Google My Business, etcetera.

Tactics, future gap analysis. Identify what your competitors offer and pinpoint features or services that are missing or could be improved. Maybe book calls and pretend to be business. Book calls with them and pretend to go through their sales process.

Explain to them you need a pitch deck or service agreement. Collect all of these. This is market. Your your this is their marketing and sales.

You can all of it someone's internet marketing, you can find it all online. You just can't find someone's called email campaigns because all they're cold calling or if they're doing offline marketing, it's hard to find that. But anything online that they're doing like social ads, you can find it. And you can pretend to go through their sales process by going through their website, sending an email, getting their pitch deck and service agreement.

You just don't have their operations, but you can figure that out. That's why you're going into that business. So now you have someone's marketing and sales. And you already know the market that they're trying to capture with the s with the tam, salmon, and some.

You're like seventy percent of the way there. It's so easy now to just replicate someone's business and take their food off their plate.

Right? Pricing analysis. Understand the pricing strategies of competitors and explore opportunities for a high ticket offering. Now evaluating your idea. So minimum viable product. So you wanna create a basic version of your product or service and test it with a small audience, which is your version one.

You wanna use simple landing page and describe your product or service, drive traffic to it using ads, or just outreach. You're doing things that don't sell. And you just wanna get some quick sales and to get people to pay you. Now to validate it, we're gonna talk about this in a later module on how to get three clients. I'm gonna give you the exact step by step, how to do the cold email campaigns, how to get clients for free, how to set your website up, how to set up your social media. But this is just an overview.

And then continuous monitoring and, adaption.

So, you know, for ongoing research because the thing is is a market never is finished. So you wanna set up Google alerts. Right? You wanna constantly be reading, constantly learning.

You hootsuite brand watch to monitor what's being said about your industry on social media. Customer feedback regularly connect. Your market research is never finished. You must constantly be studying what's in the market and what's going ahead and what's coming of it.

You must constantly be innovating too.

Scaling with confidence.

So automate it and delegate. As your idea gains traction, automate repetitive task and delegate responsibilities to focus on scaling. We'll teach I'll teach you how to scale to six, seven, eight, nine figures later on. And you can expand your offerings. Right? So if you got good front end, you got a good you got one good front end offer working, you can add another front end offer or you can just work on back end front services.

Right? So when is market research finished? It's never finished. Market research is an ongoing process.

The market is dynamic. Always changing with new entrance, new participants in the market, new b to b clients, technologies and consumer behaviors. Continuously adapt and refine your understanding of the market. So if you're selling a product for client ads on Facebook, what if someone comes out with some tool or something that does an automatic?

You need to understand everything. You need to understand the other people that also coming in the market as well.

Now I've got a lesson here from Peter Thiel. Last move advantage. So Peter Thiel's concept emphasizes that being the first isn't always the best.

Sometimes waiting and learning from the mistakes of early movers allows you to enter the market at a more strategic time with a better product or service that dominates the space. Because you wanna build monopolies. You wanna capture as much of the market.

I've built monopolies for specific markets. Niches. I've built monopolies quick.

I've niched down and build a monopoly. Took me less than a year to do it. And I've tapped the market out and had to wait for the new participants to enter. When they did, I took them straight away.

Right? Now let's do an example of a high ticket business, which is Toptal.

So Toptal, again, as we spoke about before, is a premium marketplace connecting top tier freelance talent with companies generating over a hundred million in revenue. And it operates as a high ticket business model focusing on providing elite services to clients with substantial budgets, big chunky fat payments.

And Toptal solves a critical problem, giving businesses access to the top three percent of global freelance professionals. Let's assume sales reps to people who need closes on the phone. It's hard to find closes on the phone. Big problem. It's hard to find good marketers.

Big problem. That's why Toptal exists.

Now the Toptal business model. Now now how would you compete against Toptal? They're doing software developers, marketers, designers. You just focus on one of them when you're starting out.

Just one. I'm just gonna offer. I'm just you people all business ideas will want small. All all large businesses will want medium or medium businesses want small.

So you can focus, like, top towns say I'm just gonna offer designers to a specific niche of business and then once you've tapped that out, you run your TAM, SAM, and SOM. Once you've tapped that out, you actually have hit the numbers that you're close to. You can say, well, I'm now gonna offer it to another industry, another one, another, and you build your business like that. Remember, Amazon started out just selling books.

The vision for the company was to become what it is. Probably never was that at the start to sell all the to become the everything store to everyone, but it just started off selling books.

Now let's talk about the Toptal business model. So the average client spends around twenty thousand dollars per month, reflecting the high ticket nature of Toptal's offerings, revenue streams. So Toptal's revenue comes from subscription fees, onboarding fees, job listing fees, and a hidden markup on talent costs. So you're paying exorbitantly for talent that they're getting cheaper.

Now they when you when you they run ads and when you go to sign up, they say, okay, we need it. Take five hundred US dollars off you to post this job. They've already got the talent in some database.

Spreadsheets or whatever system they've built in the back end. Probably started off as spreadsheet. System name of talent with an email. And they send an email and contact them and say, hey. You got a job.

ARR and MRI. So their model includes strong annual recurring revenue and monthly recurring revenue, and providing financial stability and growth. They've got probably long term contracts that they put clients in. Most people say, oh, long term contracts are bad for the other end of the party if they are going to go broke. But if the other company, sometimes they want long term contracts because they need it to last.

So Toptal goes out there and finds the talent. They build a pipeline and they acquire the talent on LinkedIn.

They basically just use LinkedIn to do outreach.

That's how they do it. They use talent recruiters and, you know, it's a bit they built their own system.

They use their clients and they use for designers, they might go to Bahart's and find the best talented people there.

Right?

Or they might look at the biggest companies in the world and look at their marketing people and send them a call email and say, hey. Do you wanna work remote? It's easy how they do it. So easy. Just talent recruitment.

They do client centric approach. So they match clients with the right talent. The revenue model, they make service fees from client. They make it like a loan out fee from the people that they give in the companies. So if I give you a marketer and he's I'll pay him thirty now, but you'll pay me fifty, I'll make twenty dollars. I think they had something like a couple of years ago, four thousand people a day working or something. You could do the numbers on it.

Four thousand people working eight hours a day if you make twenty dollars for each. Right? So you're leveraging. That's it's basically people talk about slavery. It's not slavery. This is smart business. The the guy who owns this hangs out with his Belarusian wife or girlfriend on a yacht all day.

Right?

And then they just scale their business. They add new product lines. Smart players.

How top tell acquires clients. Content marketing and paid ads. So top telling best heavily into content marketing, heavy, and paid ads to attract high quality leads when they launch a campaign. You can see some of their ads here. They're just general branding. The world's top talent on demand.

And they offer substantial referral fees to incentivize partners and clients to bring in new business.

And clients schedule a call with the sales representative who guides them through the process, including a five hundred dollar onboarding fee to post the first job post. And that's designed to liquidate some of the ad spend and marketing cost so they can have a client finance acquisition model. Although they make their money on the back end, not the front end to acquire people because they know people spend a lot of money on the first contract, but they put that there in place because if someone's willing to pay for a job post, they're willing to, you know, they're solving a painful problem. Very smart.

The top tell client journey.

So the job the journey is, after paying the job listing fee, clients are matched with potential freelancers through scheduled interviews based on top tells assist. So the basically, I've used top tells, so I know how it works. You put a job post up and what will happen is they'll give you three people. They're not gonna give you a hundred people to look through.

They'll just give you three. And if you tell them they're all suck, they have to go out and find more. Let's give you three. Are they even that good?

Who knows? Right? Gray area in matching. So the matching process is somewhat, you know, hidden.

It effectively connects clients with talent who execute the required task. Are they the best talent they've got? Who knows? Because the best talent they've got is already taken by the biggest companies with the biggest budget.

Think about that.

And once matched with the freelancer works on the assigned task, so you bring them in and you just tell them what to do. So, hey. I need you to design this for me. Let's work on it.

And then make money on a hidden markup on platform utilization.

So top tell charges are hidden markup on the freelancers right allowing them to generate additional revenue while maintaining a high quality service. Upwork for high ticket clients. So the platform operates similarly to Upwork, but it's tailored for high ticket clients offering a more exclusive and premium experience, and they offer they only offer designing and developers and finance experts.

Now marketers. And I think there was something else. I don't know. Go to their website, go through their scheduled funnel, and you'll notice when you go to sign up, there rather than waiting for a booked call, they've got a very awesome funnel that I've never seen before where you can book a call right now, and you go into something that's called the lobby. It's very smart, like a hotel lobby.

Now why is why is Toptal high ticket?

Because high spending clients. So with clients spending an average of two twenty thousand dollars per month, Toptal caters to a market willing to invest heavy in top talent. Two hundred and forty thousand dollars a year, guys.

Now they might net fifty thousand per client.

Give me five thousand clients, making me fifty grand profit. I'm making some major money. Now they have effective client acquisition. So their blend of content marketing paid ads and referral incentivizes to drive consistent high quality client acquisition. What are business owners spending two hundred and fifty grand on specific talent?

No more of. Business part business owners who will spend that much money on talent. So they give you fat referral fees. What are fat referral fees tell you? There's a lot of margin in the business. A lot.

Right? It's like if a sales reps on fifty percent.

Jesus Christ. Margin. It just tells me there's a lot of margin and it might be hard to sell.

Robust business model. So the combination of onboarding fees, job listing fees, hidden markup, and recurring revenue streams makes Toptal a prime example of a high ticket business.

They're not a SaaS company. They just build a platform just to make it look all fancy and whatnot.

And they use they use humans to run their business.

Now let's talk about growing markets to choose.

So the road ahead, twenty two thousand twenty five to two thousand thirty five, the next ten years. So the next decade presents unparalleled opportunities in both b to b and b to c markets.

And understanding these growing markets is key to positioning yourself for success with high ticket offers.

And the goal is to leverage these markets to build a scalable profitable business with minimal start up capital. And the action, so get ready to explore the top markets poised for growth and learn how to position yourself strategically.

So the future of b to b markets. So from two thousand twenty five to two thousand thirty five, these are the top ten b to b markets expected to experience explosive growth and each market offers the potential to develop high ticket offers that can be built quickly, sold efficiently, and scale profitably without you having to raise two hundred million dollars.

So I did all of this for you so you can come up with the best ideas so we can partner together and I can, you know, scale it for you to nine figures. So minimum start up capital, you wanna enter markets with little to upfront and no investment.

High ticket potential, you can charge a minimum of five thousand dollars upfront with a long term client, fifty thousand dollars plus. And you can have short sales cycles, seven to twenty one days sales cycles. So you've got digital marketing and automation, data analytics and business intelligence, edutech and online learning platforms, remote collaboration tools, cloud computing and SAS solutions.

These are high growth markets, but you should explore and validate them for further based on your strengths and Right? That's just some of them. It's just five.

The rising stars in b to c. So the b to c landscape is evolving with certain markets projected to grow exponentially. And here are the top ten b to c markets to watch each offering opportunities to build high ticket ventures with minimal capital and significant growth potential.

So scalable solutions, you can create offers that can be rapidly deployed and scaled. High perceived value ensure your service or product justifies a premium price point and efficient client acquisition. You can leverage digital channels for quick and effective client acquisition.

And these are just starting points. Dive deeper to find the best fit for your business. So if you're digital marketing, data analytics, edge technology and education, remote collaboration tools.

Right? Now there's more out here, but I'm not gonna give them to you because you must research and find them up. One thing we do in High-tech Adventures is we don't give you business ideas because the if we give you the business idea, that means that you've just been people just want to be spoon fed an idea and say, here's the best business to go into. But they're the worst business.

Yeah. You can make some money, but you're gonna make as much as someone who just got a nice job. Ninety nine percent of them. You're better off doing your own research and finding your own business that you were actually curious about.

Then coming to us, we're smart enough to look at it in ten seconds, but, okay, we can make massive money here with you if it's a good idea. But you are the lead up behind it. That's what makes High Ticket Adventures work. People that join us when they take ownership for their own idea.

Now why do you wanna choose growing markets? Because choosing a growing market ensures that your business has potential to expand without hitting a ceiling too soon. Growing markets offer more opportunities for client acquisition, higher pricing, and sustained growth over time.

Right?

Scalability. Growing markets allow your business to scale organically.

Profitability. Increased demand means better pricing and better margins because business at the end of the day, once you're trading is all about that profit and loss statement. And sustainability.

A growing market provides a steady stream of opportunities.

Action. So you wanna consider how each market aligns with your business goals and where you can add the most value.

Right?

The seven day lean start up model. I'm gonna teach you this. So the goal is to identify a market and quickly build a non tangible high ticket product or service within seven days. Once you've only once you've signed the first client on and you wanna use a lean start up approach to create a minimum viable offer, pre sell it, and then iterate it based on client feedback or market feedback from the sales calls.

But if three people are willing to pay you for a product or a service, typically, there's ten, there's fifty, then there's a hundred. So you do market research, then we're gonna do offer development, then we're gonna do preselling, then we're gonna do client acquisition. We're gonna do this all in the next couple of modules. The next, modules gonna be about all the offer, then we're gonna choose a business model, then we're gonna build your website and your sales assets, then we're gonna actually go out there and get some three clients, then I'm gonna teach you how to close them, Then I'm gonna teach you how to actually build that product and service and onboard those people. Then I'm gonna show you how to scale it to six, seven, eight, and nine figures.

Reminder. So you don't need a large budget to start. Focus on creating value and solving your problems. You don't need to the people that come in and they say, I'm gonna build the biggest AI business. No. You're not.

You you don't need to. Let's just get to eight figures a year in profit. That's all we need.

So why high ticket too? Why why can't you just build something that cost twenty dollars and sell it to a million people?

Right? So why high ticket? So high ticket offers you offers allow you to generate significant revenue with fewer clients. By targeting growing markets with premium solutions, you can achieve faster growth, higher margins, and longer lasting client relationships. I got a screenshot here of one of the businesses I own. Look at all the fat sales coming in. That ain't no twenty five hundred or nine nine seven or nineteen ninety seven, sixty two thousand, forty five thousand, sixty thousand, twenty one thousand, sixteen thousand, ten thousand, four thousand, twenty two thousand, ten thousand, seventy one thousand.

Right? There's some fat sales.

So the key benefits is higher revenue. You bring in a seventy thousand dollar deal. There's margin there. You don't need to go raise money now.

You've just fucking brought a bunch of cash in. So higher revenue, fewer clients, bigger deals, stronger relationships, deep deeper engagement with each client, scalable income, build a business that scales with you. Right? So design your office to meet the demands of these growing markets and ensure they provide substantial value.

If someone said to me, they said, Fletcher, if you can build me this product, I'll give you a million dollars. I'm gonna go find a way to build that product for five hundred grand. I'm gonna take his million, find a way to get it done for five hundred grand. I'm gonna profit and pocket five hundred grand.

Then I'm gonna go ask that guy to give me ten more people, and I'm gonna keep doing it.

And then I'm gonna go do the market research. But probably before I go out there and try and find that person. But if someone has came to me and said that, I'd spend all my time doing market research while I pay someone to go build the product or service to give him.

Now take control of your market research. Right? So what I've outlined.

So what sorry. While I've outlined some of the top growing markets, it's crucial for you to do your own research. Explore beyond these suggestions to find the niche that aligns perfectly with your skills, interests, and business model.

So steps to take. Use online tools, Google Trends industry reports and forums. Use chat g p t too. Trust me.

Use it. Number four, it's who you pay for it. Pull your credit card out. Put that number in there if you don't have it.

Identify pain points. So look for problems that aren't being solved effectively and validate. Test your ideas with real prospects before going all in. You wanna, you wanna have a lot of people book a call and talk to you or you wanna go find them.

And action. Empower empower yourself to find the best opportunities by conducting thorough market research. Remember, we're looking for pain points. We're looking to solve consistent painful problems.

And this is your path to a high ticket venture. So the next decade is full of opportunities, but success lies in your ability to act on the right market with the right offer.

Don't choose some digital marketing agency. Yeah. You might find one guy out there who's dominated that sector, but he's not flying and owning private jets and massive yachts because the market doesn't pay that top of money.

So success lies in your ability to act on the right offer market focus on growing markets, develop high ticket solutions and use a lean approach to build and scale your business. So market research, identify your market, and let's launch your venture. Final thought. Don't settle for a small piece of a limited market. Think big. Act strategically and position yourself where growth is inevitable. Call to action.

Start your research. Identify your market and get ready to launch. This is your time. Let's go find a high ticket business idea.

Right? Bring it to me. I will partner with you and scale it with you and for you with my team. I I know how to scale. That's what people come to me.

Now let's go again.

Recipes for generating high ticket ideas. I have to keep drilling this into your head. You have to. It's all about the idea. I have the flawless execution done for you. I have that for you. But you have to bring me the best ideas.

So remember, start with curiosity.

Identify industries or topics you're deeply curious about. Explore what fascinates you. This will sustain your interest long term. You have to be interested, curious. And where do your interest align with high value problems?

We wanna focus on problems you're obsessed with. So what issues or challenges do you constantly think about? Problems you're passionate about solving are the ones you excel in. Combine your obsession with the market need for winning formula. Rather you can't create the market. The market exist.

The market has a big problem. You're just gonna provide high ticket solutions to that problem. Right?

And look for high stakes problems.

Problems that impact revenue, reputation, or critical business functions, because businesses are willing to pay consistently because they always need to keep the lights on. Issues that create significant pain points for businesses or individuals. The bigger the impact, the more clients are willing to pay for your solutions.

And turn your expertise into solutions. So leverage what you know to create high value solutions, products, or services.

Use your background and skills to solve problems others can't. And high ticket problems often require specialized knowledge or connections.

I know people inside of Facebook that can that that work there that can just turn on an ad account.

People come to me for that. I just give it to that I just give them that personal. In so we have a Rolodex. We give it away at high ticket ventures.

Right. So let's talk about evaluating now and refining your ideas.

So how to know if your idea is worth pursuing?

Does it solve a significant problem for a high paying client?

Is there a clear market need? Does the market need it? Do they want it?

If they don't want it, then then they don't have any pain. There's no point building something. And can you provide a solution that's hard to rep you replicate? For example, a lot of SAS is, like, for example, if you're selling like a digital marketing course, people could just go on Google and whip one up.

It's so easy to replicate. New at new players could just enter the market and take your market share off you. You wanna build a motor on your business. Warren Buffett, when he looks to buy business, he wants a motor around it because he doesn't want other players entering the market.

That's why he gets into insurance, etcetera, because it's very hard to get into businesses like that. But he's also playing with some hundreds of billions of dollars worth of liquid capital. You're not. You're just trying to get into a business and get to ten, twenty, thirty, fifty, hundred, three hundred, five hundred, a million, two million, three million, four million a month in revenue.

Now test your ideas quickly. So you wanna validate your idea with a few potential clients, which is three. Get feedback to refine your approach. I'll give you the feedback and then also with the market.

And you wanna act as a consultant and do things that don't scale and work with those clients to get them results and get feedback off them to prove the concept. Right? We're trying to work hard to get product market fit. Product market fit means you can get them results.

It's not just because you can sell a million dollars worth of a ten thousand dollar service. That's not product market fit if they don't get the results.

Now some common fit pitfalls to avoid. Don't jump into the first idea without evaluation. Don't listen to the guy online that says, here's the best business to start a two thousand twenty four because it's not.

It's not the best for him to sell it. If you buy it off him, it's the best business for him because he's the one getting paid.

But the best business ideas you're not gonna find on a Facebook ad or a YouTube ad or a YouTube video of someone telling you. Right? You have to find it yourself And avoid solutions in search of a problem.

Right? And be weary of ideas that don't align with your curiosity or expertise.

And the iteration process, the feedback loop. So be prepared to pivot based on market feedback. Just because you think and you're married to something, before you even go talk to the market, ask chat JPT and say chat chat JPT, are you serious? Do you really think this is it? What about this? What about that? Talk to that thing.

And continuously refine your idea to meet client needs better.

Iteration leads to innovation and success. Right? You you might go into most businesses, the biggest businesses don't pivot at the start, but some of them still pivot along the way.

Now conclusion. Let's expand your knowledge. So recommend reading. So the blue ocean strategy. How to create uncontested market space and make the competition irrelevant.

So this is, how to go into a a you got blue ocean and red ocean. You wanna go into a blue ocean, create a market where no one else is competing against you. And a and a red ocean is a market where there's a lot of competition. You wanna avoid those because you're playing against other players in the market.

They're gonna take your clients off you. This book teaches you how to identify untapped markets and create high value offerings that address unmet needs. It's a great book. They read it at Harvard.

I think it's still in the recommended reading list there.

The Lean Startup. So how today's use continuous innovation to create radically successful businesses, and it focuses on how to test ideas quickly in real markets, helping you identify real problems and refine your solutions based on market feedback, crossing the chasm, marketing and selling high-tech products to mainstream customers, essential for understanding how to find and exploit gaps in markets particularly in technology where high ticket opportunities often lie, and then the innovators solution creating and sustaining successful companies. It's not you get to a million a month, that's great. You could now sustain a million a month. And it offers a strategic approach to finding problems in growing markets and developing solutions that drive sustained success.

So that's it for this video. I know it was a long one, but I've given I've given you the vase. I've given you the environment. I've given you the seeds.

I've given you the dirt. Now what I want you to do is choose the seed out of the options that I've given you and plant it. I'm the environment. It's up to you to choose the vase.

There's multiple vases, there's multiple seeds, and there's multiple bits of dirt. Choose it and grow in it. Bring me the idea.

I will evaluate it for you and see if it's a good idea, and then we'll do market research together. We'll talk to the first couple of clients together. We'll get the first three clients signed on with a deposit, and then we'll build a product or service in seven days. And and then once we get results, we'll scale the business to eight or nine figure company fast. So that's it. Go watch the next video right now where we're gonna create an offer and spec it out for your market.