How we broke 82-yr book launch record

Decades ago, the metrics of success for a business book launch were relatively simple. Selling 200 copies in a single night was considered an achievement. Key activities included writing dedications, signing books and taking photos.

Times have changed. On Oct. 11, we launched “Entrepreneurship: The Four-Gate Model”, coauthored by myself, anthropologist Chiqui Escareal-Go and JCI Manila president Calel Gosingtian at Shangri-La Mall in Mandaluyong. We wanted to use this opportunity not just to launch a book but to create a transformative experience that would resonate with attendees and set a new benchmark in the industry.

READ: Becoming the ‘voice of enterprise’ to create opportunities

Four-step process to innovation

We applied the Mansmith four-step process for game-changing innovation: challenging the status quo, identifying pain points, brainstorming strategic solutions and ultimately aligning our approach with an evolved business model.

Step 1: Challenging assumptions

Article continues after this advertisement

The practice of innovation begins by questioning the long-held beliefs that dominate any industry. The traditional approach to book launches has often been formulaic, emphasizing author-centric activities. We chose to challenge these assumptions and redefine the focus. We confronted five core assumptions:

Article continues after this advertisement

• Book launches are solely about the authors and the book. What if the event could focus on marginalized public school readers who don’t have access to books and their journey, as well as the entrepreneurial community we are building through shared learning?
• Book signings are the main attraction. While signings are a valuable part of the experience, we realized they could hinder the event flow.
• Success is measured by the personal presence of guests. Traditionally, the number of guests present at the event was a key metric. We broadened our scope to consider digital engagement and the ripple effect on social media.
• Book launches end when the event concludes. We challenged the notion that the impact should be limited to the day itself, aiming for sustained engagement with our readers long after the launch.
• Readers primarily want the authors to talk about book content. We shifted the focus to provide actionable insights and real-world applications of concepts, empowering readers to implement the Four-Gate Model in their own entrepreneurial journeys.

This mindset shift allowed us to see the book launch not as a standalone event but as the start of a continuous learning experience.

Step 2: Pain hunting

No innovation is complete without a clear understanding of the pain points and barriers that could hinder success. We took a hard look at the challenges that typically accompany book launches, especially on a Friday night in Manila, where traffic, unpredictable weather and competing social commitments can discourage attendance.

Some specific pain points identified included:

• Guests not showing up due to logistical issues
• Payment delays at the cashier counter
• Long lines for book signing
• Time spent taking photos with the author.

Step 3: Strategic brainstorming

Addressing these challenges required a fresh perspective and a willingness to experiment. Here’s how we reimagined the book launch experience:

• Prebooking and #Buy1Give1 Initiative: We introduced an innovative campaign that allowed readers to prebook their copies and participate in our #Buy1Give1 initiative for public school students. This enabled those who couldn’t attend the launch to support the cause by buying books in bulk and in advance, then sharing them with friends, partners, suppliers, franchisees and dealers, most of them our noncustomers. In effect, our market-driving strategy not only expanded our reach but also fostered a sense of community and collaboration. The collective efforts amplified the impact of the book even before the event.
•  Direct prepayment to streamline transactions: This allowed guests to quickly pick up their books upon arrival without queuing at the cashier.
• Presigned books with flexible options: This catered both those who valued efficiency and those eager to engage personally with the authors.
• Convenient delivery options: We offered flexibility to either pick up presigned copies at the launch or have them delivered to their homes.
• Community photo opportunities: Before the book signing, we set up the Entrep4Gates backdrop so attendees could take photos either with the authors or friends. This allowed people to capture memorable moments without waiting in long lines for individual photos. We encouraged collective photos with the authors. This not only sped up the photo-taking process but also fostered a sense of shared experience and community.
• Postlaunch learning support: We developed initiatives such as an Entrep Rescue Q&A (scheduled on Dec. 14, 9 a.m. -12 noon), a study group (Jan. 8, 15, 22, 29, 2025, 3-5 p.m.) and an Entrep4Gates Summit (in 2025). These are designed to deepen the engagement with readers, turning book concepts into practical strategies.

Step 4: Evolving or aligning the business model

Perhaps the most significant transformation came in how we aligned the business model of the book launch with our broader goals of community building and sustained engagement.

• Investing in brand loyalty: While the average cost per person of the food exceeded the retail price of a single book, we focused on enhancing our business model by encouraging volume purchases. This allowed us to provide a memorable experience without compromising the quality of hospitality. The decision to invest in high-quality food, including the iconic lechon, was deliberate. We viewed this as an investment in brand loyalty and community building.
• Creating a narrative beyond the book: Instead of merely summarizing the book’s content, we added behind-the-scenes insights into the thought process that led to the creation of the Four-Gate Model. This approach generated curiosity and anticipation, transforming the launch into a story that people wanted to share with others.
• Sustainable engagement: By turning the book launch into an experience that extended beyond a single evening, we aimed to create a ripple effect. Our initiatives were designed to keep readers engaged, to learn and share insights long after the event, thereby maximizing the influence of the book.

The result

The outcome exceeded our expectations. We set a new benchmark by achieving sales that were over 11 times the old norm, breaking National Book Store’s 82-year history with the highest-ever sales quantity during a business book launch. Remarkably, the book became the No.1 entrepreneurship book, the No.1 business book and the No.1 nonfiction book in the month of launch, despite being available mostly only at the book launch store and launching just five days before the store cutoff. More importantly, we went beyond our promise by donating over 5,000 books to public school students across seven schools, more than doubling our initial commitment.

This achievement wasn’t just about the numbers; it was a testament to the power of challenging assumptions and embracing innovation. By redefining what a book launch could be, we turned it into a catalyst for community-building, learning and sustained engagement.

The key lessons in the book launch are:

• Innovation is a continuous process: It doesn’t stop with the creation of a product or service. It extends to how we create and deliver value, engage with our audience and create experiences that resonate.
• Think beyond the transaction: A book launch is more than just a sales event. It’s an opportunity to build relationships, foster loyalty and create lasting memories that turn attendees into advocates.
• Engage the community: Our success was rooted in our ability to engage not just those who attended but also those who couldn’t be physically present. Market-driving initiatives like #Buy1Give1 allowed us to expand our normal reach and impact.
• Create value beyond the product: By offering postlaunch learning support, we demonstrated our commitment to our readers’ growth, turning the book into a living, breathing entity that evolves with its audience.

A heartfelt thanks to everyone who supported this journey. —CONTRIBUTED 

Josiah Go is the chair and chief innovation strategist of Mansmith and Fielders Inc. The book Entrepreneurship: The Four-Gate Model, officially endorsed by Go Negosyo and JCI Manila, is available at all branches and online stores of National Book Store nationwide. Email [email protected] to join the free Entrep Rescue Q&A.

This post was originally published on here