Famous Pr Quotes

It’s super-important to have a strong social media presence, and Jane’s always going, When interviewers ask you about your Twitter, say you love reaching out directly to your fans, and I’m like, I don’t even know how to use Twitter or what the password is because you disabled my laptop’s wireless and only let me go on the Internet to do homework research or email Nadine assignments, and she says, I’m doing you a big favor, it’s for nobodies who want to pretend like they’re famous and for self-promoting hacks without PR machines, and adults act like teenagers passing notes and everyone’s IQ drops thirty points on it.

The Buddha’s signature pronouncement—“Life is suffering”—is the source of a major misunderstanding, and by extension, a major PR problem. It makes Buddhism seem supremely dour. Turns out, though, it’s all the result of a translation error. The Pali word dukkha doesn’t actually mean “suffering.” There’s no perfect word in English, but it’s closer to “unsatisfying” or “stressful.” When the Buddha coined his famous phrase, he wasn’t saying that all of life is like being chained to a rock and having crows peck out your innards. What he really meant was something like, “Everything in the world is ultimately unsatisfying and unreliable because it won’t last.

millions—often more than the budget of the movie itself—studios regularly write off major releases as complete washes. And when they do succeed, no one has any idea why or which of the ingredients were responsible for it. As screenwriter William Goldman famously put it, nobody knows anything—even the people in charge. It’s all a big gamble. Which is fine, because their system is designed to absorb these losses. The hits pay for the mistakes many times over. But there is a big difference between them and everyone else in the world. You can’t really afford for your start-up to fail; your friend has sunk everything into her new business; and I can’t allow my book to flop. We don’t have ten other projects coming down the pike. This is it.

As screenwriter William Goldman famously put it, nobody knows anything—even the people in charge. It’s all a big gamble.

Before he became the most brilliant and famous man in the ad business, David Ogilvy sold ovens door-to-door. Because of that, he never forgot that advertising is just a slightly more scalable form of creating demand than door-to-door sales.

The Instagram versus Hipstamatic story is perhaps the canonical example of a strategy made famous by Chris Dixon’s 2015 essay “Come for the tool, stay for the network.” Chris writes: A popular strategy for bootstrapping networks is what I like to call “come for the tool, stay for the network.” The idea is to initially attract users with a single-player tool and then, over time, get them to participate in a network. The tool helps get to initial critical mass. The network creates the long term value for users, and defensibility for the company.40 There are many other examples across many sectors beyond photo apps: The Google Suite provides stand-alone tools for people to create documents, spreadsheets, and presentations, but also network features around collaborative editing, and comments. Games like Minecraft or even classics like Street Fighter can be played in single-player mode where you play against the computer, or multiplayer mode where you play with friends. Yelp started out effectively as a directory tool for people to look up local businesses, showing addresses and phone numbers, but the network eventually built out the database of photos and reviews. LinkedIn started as a tool to put your resume online, but encouraged you to build up your professional network over time. “Come for the tool, stay for the network” circumvents the Cold Start Problem and makes it easier to launch into an entire network—with PR, paid marketing, influencers, sales, or any number of tried-and-true channels. It minimizes the size requirement of an atomic network and in turn makes it easy to take on an entire network. Whether it’s photo-sharing apps or restaurant directories, in the framework of the Cold Start Theory, this strategy can be visualized. In effect, a tool can be used to “prop up” the value of the network effects curve when the network is small.

And this takes us back to perhaps the most paradoxical aspect of cognitive dissonance. It is precisely those thinkers who are most renowned, who are famous for their brilliant minds, who have the most to lose from mistakes. And that is why it is often the most influential people, those who ought to be in the best position to help the world learn from new evidence, who have the greatest incentive to reframe it. And these are also the kinds of people (or institutions) who often have the capacity to employ expensive PR firms to bolster their post hoc justifications. They have the financial means, in addition to a powerful subconscious urge, to bridge the gap between beliefs and evidence, not by learning, but by spinning. It is the equivalent of a golfer hitting the ball out of bounds and then hiring a slick PR company to convince the world that it had nothing to do with him, it was a sudden gust of wind!