How To Advertise A Product Quotes

If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution.

No product irrespective of how great it is can sell itself without being discovered with the power of marketing.

If our personal lives need marketing, how can we even think that our business can go on without it?

For getting those customers, you need to first let them know about your business, your product and how your product is exactly what they are looking for. And for that very purpose, you have to advertise your product.

On average, helpful information is read by 75 per cent more people than copy which deals only with the product. This ad told how Rinso gets out stains. It was read and remembered

Finally, don’t put on a Let’s Be Fair tone and say “But black people are racist too.” Because of course we’re all prejudiced (I can’t even stand some of my blood relatives, grasping, selfish folks), but racism is about the power of a group and in America it’s white folks who have that power. How? Well, white folks don’t get treated like shit in upper-class African-American communities and white folks don’t get denied bank loans or mortgages precisely because they are white and black juries don’t give white criminals worse sentences than black criminals for the same crime and black police officers don’t stop white folk for driving while white and black companies don’t choose not to hire somebody because their name sounds white and black teachers don’t tell white kids that they’re not smart enough to be doctors and black politicians don’t try some tricks to reduce the voting power of white folks through gerrymandering and advertising agencies don’t say they can’t use white models to advertise glamorous products because they are not considered “aspirational” by the “mainstream.

Excerpt from Ursula K Le Guin's speech at National Book Awards Hard times are coming, when we’ll be wanting the voices of writers who can see alternatives to how we live now, can see through our fear-stricken society and its obsessive technologies to other ways of being, and even imagine real grounds for hope. We’ll need writers who can remember freedom – poets, visionaries – realists of a larger reality. Right now, we need writers who know the difference between production of a market commodity and the practice of an art. Developing written material to suit sales strategies in order to maximise corporate profit and advertising revenue is not the same thing as responsible book publishing or authorship. Yet I see sales departments given control over editorial. I see my own publishers, in a silly panic of ignorance and greed, charging public libraries for an e-book six or seven times more than they charge customers. We just saw a profiteer try to punish a publisher for disobedience, and writers threatened by corporate fatwa. And I see a lot of us, the producers, who write the books and make the books, accepting this – letting commodity profiteers sell us like deodorant, and tell us what to publish, what to write. Books aren’t just commodities; the profit motive is often in conflict with the aims of art. We live in capitalism, its power seems inescapable – but then, so did the divine right of kings. Any human power can be resisted and changed by human beings. Resistance and change often begin in art. Very often in our art, the art of words. I’ve had a long career as a writer, and a good one, in good company. Here at the end of it, I don’t want to watch American literature get sold down the river. We who live by writing and publishing want and should demand our fair share of the proceeds; but the name of our beautiful reward isn’t profit. Its name is freedom.

The reality, when the sexy advertisements have been stripped away, is that the actual product is ethanol.122 It is a horrible-tasting, addictive poison. So we sweeten it with sugar and flavoring or process it to make it more palatable.

Every day we’re bombarded with information and images—with adolescents in heavy makeup pretending to be grown women as they advertise miraculous creams promising eternal beauty; with the story of an aging couple who climbed Mount Everest to celebrate their wedding anniversary; with new massage gizmos, and pharmacy windows that are chockablock with slimming products; with movies that give an entirely false impression of reality, and books promising fantastic results; with specialists who give advice about how to succeed in life or find inner peace. And all these things make us feel old, make us feel that we’re leading dull, unadventurous lives as our skin grows ever more flaccid, and the pounds pile on irrevocably. And yet we feel obliged to repress our emotions and our desires, because they don’t fit with what we call “maturity.” Choose what information you listen to. Place a filter over your eyes and ears and allow in only things that won’t bring you down, because we have our day-to-day life to do that.

What should a brand leader advertise? Brand leadership, of course. Leadership is the single most important motivating factor in consumer behavior.

Abelman’s Dry Goods Kansas City, Missouri U.S.A. Mr. I. Abelman, Mongoloid, Esq.: We have received via post your absurd comments about our trousers, the comments revealing, as they did, your total lack of contact with reality. Were you more aware, you would know or realize by now that the offending trousers were dispatched to you with our full knowledge that they were inadequate so far as length was concerned. “Why? Why?” You are, in your incomprehensible babble, unable to assimilate stimulating concepts of commerce into your retarded and blighted worldview. The trousers were sent to you (1) as a means of testing your initiative (A clever, wide-awake business concern should be able to make three-quarter-length trousers a byword of masculine fashion. Your advertising and merchandising programs are obviously faulty.) and (2) as a means of testing your ability to meet the standards requisite in a distributor of our quality product. (Our loyal and dependable outlets can vend any trouser bearing the Levy label no matter how abominable their design and construction. You are apparently a faithless people.) We do not wish to be bothered in the future by such tedious complaints. Please confine your correspondence to orders only. We are a busy and dynamic organization whose mission needless effrontery and harassment can only hinder. If you molest us again, sir, you may feel the sting of the lash across your pitiful shoulders. Yours in anger, Gus Levy, Pres.

Sometimes when I’m watching TV and I see a horrible commercial I think, “Only an asshole would buy that.” Then I think, Wait a minute! The advertising agency did research on their client’s target market and which channel and TV shows the ideal demographic watches, right? This would mean a carefully chosen ad campaign to get the product in front of the likely buyers, who in this case, are assholes. And I’m on the chosen channel, which means that I am one of the assholes of interest. Then I get spooked, because how’d they figure out that am asshole? Scary how well they know me.

The problem was, they advertised their product as a “5GB mp3 player.” It is exactly the same message as Apple’s “1,000 songs in your pocket.” The difference is Creative told us WHAT their product was and Apple told us WHY we needed it.

What’s up with your hair?’ I ask. ‘Aren’t you worried you’ll be spotted by angels flying above with all that blue?’ ‘War paint,’ says Dee, fastening his seatbelt. ‘Except it’s in our hair instead of on our faces,’ says Dum, starting the engine. ‘Because we’re original like that.’ ‘Besides, are poisonous frogs worried about being spotted by birds?’ asks Dee. ‘Are poisonous snakes? They all have bright markings.’ ‘You’re a poisonous frog now?’ I ask. ‘Ribbit.’ He turns and flicks out his tongue at me. It’s blue. My eyes widen. ‘You dyed your tongue too?’ Dee smiles. ‘Nah. It’s just Gatorade.’ He lifts up a bottle half-full of blue liquid. ‘Gotcha.’ He winks. ‘“Hydrate or Die,” man,’ says Dum as we turn onto El Camino Real. ‘That’s not Gatorade’s marketing,’ says Dee. ‘It’s for some other brand.’ ‘Never thought I’d say this,’ says Dum, ‘but I actually miss ads. You know, like “Just Do It.” I never realized how much of life’s good advice came from ads. What we really need now is for some industrious soul to put out a product and give us a really excellent saying to go with it. Like “Kill ’Em All and Let God Sort ’Em Out.”’ ‘That’s not an advertising jingle,’ I say. ‘Only because it wasn’t good advice back in the day,’ says Dum. ‘Might be good advice now. Attach a product to it, and we could get rich.

We’ve all seen “quit smoking” advertisements on buses and subways. They don’t work. We’ve heard about school programs that teach kids to say no to drugs and alcohol. In many cases drug and alcohol use go up after these programs because they pique the curiosity of the adolescent students. The only thing that has been shown to work consistently is raising taxes on these products and placing limits on where and when they can be sold. When these measures are taken, use goes down.

Големите компании виждат нещата такива, кавито са. Предприемачите ги виждат такива, каквито могат да бъдат.

The best ads are about the customer and how the product will change his life.

What is weak, emphasize as strong. Not sure how to pronounce a word? Then say it loudly with confidence. If technology is outdated, the company board of directors will spend fortunes advertising that their products are the newest and best. To finance the lies, the board will fire a third of the employees, making stock prices go up. Then, before customers disconnect and go to competitors, the company will have made enough money on its lies to buy a startup company with new technology. But, of course, the new technology should not be a backdoor for thieves.

Seven pillars make or kill a brand,’ says Goenka. ‘Packaging, pricing, product, promotion, distribution, advertising, and margins to retailers. We ensure there is equal focus on all these aspects.

Growth hackers are a hybrid of marketer and coder, one who looks at the traditional question of “How do I get customers for my product?” and answers with A/B tests, landing pages, viral factor, email deliverability, and Open Graph. . . .

Equally, I learned that most people don’t really know exactly what they want, or if they do it’s only from what they know, what is available or possible at the time. As Henry Ford said, famously, if he had asked American farmers what they wanted in terms of future transport, they would have answered ‘faster horses’. You need to show them new possibilities, new ideas and new products and explain these as lucidly as possible. Dyson advertising focuses on how our products are engineered and how they work, rather than on gimmicks and snappy sales lines.

A second relationship between advertising and identity is seen in the growing exploitation of desirable identities. Farberman and others have described how advertisers have marketed their products less and less on the basis of the product's merits and more and more by associating a "dream identity" with a possession of a given product. The suggestion is that the possession of a particular brand of car or cigarette will furnish you with the identity of a successful, attractive, worthy person. The message is clear - accumulating things is an effective means of achieving identity and actualizing one's potential.

90% of American CEOs believed it would be impossible to sell a new product without an advertising campaign; 85% admitted that advertising ‘often’ persuaded people to buy things they did not need; and 51% said that advertising persuaded people to buy things they didn’t actually want.8 These are extraordinary figures.

I do understand. Every day we’re bombarded with information and images—with adolescents in heavy makeup pretending to be grown women as they advertise miraculous creams promising eternal beauty; with the story of an aging couple who climbed Mount Everest to celebrate their wedding anniversary; with new massage gizmos, and pharmacy windows that are chockablock with slimming products; with movies that give an entirely false impression of reality, and books promising fantastic results; with specialists who give advice about how to succeed in life or find inner peace. And all these things make us feel old, make us feel that we’re leading dull, unadventurous lives as our skin grows ever more flaccid, and the pounds pile on irrevocably. And yet we feel obliged to repress our emotions and our desires, because they don’t fit with what we call “maturity.” Choose what information you listen to. Place a filter over your eyes and ears and allow in only things that won’t bring you down, because we have our day-to-day life to do that. Do you think I don’t get judged and criticized at work? Well, I do—a lot! But I’ve decided to hear only the things that encourage me to improve, the things that help me correct my mistakes. Otherwise, I will just pretend I can’t hear the other stuff or block it out.

We’re heading toward a future where AI will make the majority of our buying decisions, continually surprising us with products or services we didn’t even know we wanted. Or, if surprise isn’t your thing, just turn that feature off and opt for boring and staid. Either way, it’s a shift that threatens traditional advertisers, while offering considerable benefits to the consumer.

With a plethora of products in every category, how does a company use advertising to blast its way into the mind? The basic underlying marketing strategy has got to be “reposition the competition.” Because there are so few creneaus to fill, a company must create one by repositioning the competitors that occupy the positions in the mind. In other words, to move a new idea or product into the mind, you must first move an old one out.

It used to puzzle me: Why do companies advertise during such depressing programming? Do they really want viewers to associate their products with the horror stories that fill the nightly news? And who is going to be in the mood for a department store sale after hearing about a brutal murder or the threat of a terrorist attack? It turns out I might be, and you might be, too, thanks to a psychological phenomenon called terror management.

How long can news function as a palliative for despair and counter space for products? It is so frustrating and sad to open a newspaper and find the news literally at the edges, like the embroidered hem of the real subject – advertisement. The media spectacle must not continue to direct its attention to the manufacture of consent, rather than debate with more than two sides, to the reinforcement of untruths, and a review of what else there is to buy.

With the explosion of technology over the last 15+ years, we are in the process of a complete paradigm shift in regards to how we communicate in our marketing, public relations and advertising. Social Media has forever changed the way businesses and customers communicate and the beauty of it is that, through your channels, you can reach your audience directly and at lightning speed. Social Media has also changed the way customers make their buying decisions. Pinterest, Google+, Twitter, YouTube, and Facebook, have made it easy to find and connect with others who share similar interests, to read product reviews and to connect with potential clients. Within these networks there is an amazing and wide open space for your unique voice to be heard. As the web interacts with us in more personal ways and with greater portability, there is no time better than the present to engage with and rally your community.

Given how critical it is to keep the production-consumption process flowing smoothly, advertising obviously occupies a place of considerable importance. It has been assigned the specific duty of keeping people buying, buying, buying and therefore working, working, working to get the money to do so. It is the system invented to break the skin barrier, as it were, by entering the human being to reshape feelings and create more appropriate ones as need be. If suburbs are capitalism’s ideally separated buying units, and suburbs can be built profitably, then we must create humans who like and want suburbs: suburb-people. Since before the existence of suburbs there were no suburb-people, advertising has the task of creating them, in body and mind. Since before the creation of electric shavers or hair dryers or electric carving knives people felt no need for these things, the need was implanted into human minds by advertising.

Book Ten; Chapter Six; Ignorantia "There must be a good side somewhere to this revolution," said Vertue. "It is too solid--it looks too lasting--to be a mere evil. I cannot believe that the Landlord would otherwise allow the whole face of nature and the whole structure of life to be so permanently and radically changed." The Guide laughed. "You are falling into their own error," he said, "the change is not radical, nor will it be permanent. That idea depends on a curious disease which they have all caught--an inability to disbelieve advertisements. To be sure, if the machines did what they promised, the change would be very deep indeed. Their next war, for example, would change the state of their country from disease to death. They are afraid of this themselves--though most of them are old enough to know by experience that a gun is no more likely than a toothpaste or a cosmetic to do the things its makers say it will do. It is the same with all their machines. Their labour-saving devices multiply drudgery; their aphrodisiacs make them impotent: their amusements bore them: their rapid production of food leaves half of them starving, and their devices for saving time have banished leisure from their country. There will be no radical change. And as for permanence--consider how quickly all machines are broken and obliterated. The black solitudes will some day be green again, and of all cities that I have seen these iron cities will break most suddenly.

Hey Pete. So why the leave from social media? You are an activist, right? It seems like this decision is counterproductive to your message and work." A: The short answer is I’m tired of the endless narcissism inherent to the medium. In the commercial society we have, coupled with the consequential sense of insecurity people feel, as they impulsively “package themselves” for public consumption, the expression most dominant in all of this - is vanity. And I find that disheartening, annoying and dangerous. It is a form of cultural violence in many respects. However, please note the difference - that I work to promote just that – a message/idea – not myself… and I honestly loath people who today just promote themselves for the sake of themselves. A sea of humans who have been conditioned into viewing who they are – as how they are seen online. Think about that for a moment. Social identity theory run amok. People have been conditioned to think “they are” how “others see them”. We live in an increasing fictional reality where people are now not only people – they are digital symbols. And those symbols become more important as a matter of “marketing” than people’s true personality. Now, one could argue that social perception has always had a communicative symbolism, even before the computer age. But nooooooothing like today. Social media has become a social prison and a strong means of social control, in fact. Beyond that, as most know, social media is literally designed like a drug. And it acts like it as people get more and more addicted to being seen and addicted to molding the way they want the world to view them – no matter how false the image (If there is any word that defines peoples’ behavior here – it is pretention). Dopamine fires upon recognition and, coupled with cell phone culture, we now have a sea of people in zombie like trances looking at their phones (literally) thousands of times a day, merging their direct, true interpersonal social reality with a virtual “social media” one. No one can read anymore... they just swipe a stream of 200 character headlines/posts/tweets. understanding the world as an aggregate of those fragmented sentences. Massive loss of comprehension happening, replaced by usually agreeable, "in-bubble" views - hence an actual loss of variety. So again, this isn’t to say non-commercial focused social media doesn’t have positive purposes, such as with activism at times. But, on the whole, it merely amplifies a general value system disorder of a “LOOK AT ME! LOOK AT HOW GREAT I AM!” – rooted in systemic insecurity. People lying to themselves, drawing meaningless satisfaction from superficial responses from a sea of avatars. And it’s no surprise. Market economics demands people self promote shamelessly, coupled with the arbitrary constructs of beauty and success that have also resulted. People see status in certain things and, directly or pathologically, use those things for their own narcissistic advantage. Think of those endless status pics of people rock climbing, or hanging out on a stunning beach or showing off their new trophy girl-friend, etc. It goes on and on and worse the general public generally likes it, seeking to imitate those images/symbols to amplify their own false status. Hence the endless feedback loop of superficiality. And people wonder why youth suicides have risen… a young woman looking at a model of perfection set by her peers, without proper knowledge of the medium, can be made to feel inferior far more dramatically than the typical body image problems associated to traditional advertising. That is just one example of the cultural violence inherent. The entire industry of social media is BASED on narcissistic status promotion and narrow self-interest. That is the emotion/intent that creates the billions and billions in revenue these platforms experience, as they in turn sell off people’s personal data to advertisers and governments. You are the product, of course.

It never occurred to me that advertisers only wanted to sell products and nuns and priests and parents only gave the party line but grew up with the same prejudices and instincts that everyone else had. I had swallowed it all. I had been one of those baleen whales who cruise through the ocean depths with their mouths open, ingesting everything that came along. My stomach felt full of junk. I could no longer take it all in. You didn’t have to read Marx to find out about power or Darwin to get how the fittest survived. You could live in Lewiston and figure it all out.

By three months old, 40 percent of infants watch screen media regularly; by two years, 90 percent do. By her third birthday, the average American child recognizes one hundred brand logos. The typical child is exposed to forty thousand screen ads per year. Children know the names of more branded characters than of real animals. By her tenth birthday, the average American child knows three hundred to four hundred brands. Research shows over and over that preschoolers will overwhelmingly think advertised products, branded products, are superior even when the actual contents are identical.

Thank you Neil, and to the givers of this beautiful reward, my thanks from the heart. My family, my agent, editors, know that my being here is their doing as well as mine, and that the beautiful reward is theirs as much as mine. And I rejoice at accepting it for, and sharing it with, all the writers who were excluded from literature for so long, my fellow authors of fantasy and science fiction—writers of the imagination, who for the last 50 years watched the beautiful rewards go to the so-called realists. I think hard times are coming when we will be wanting the voices of writers who can see alternatives to how we live now and can see through our fear-stricken society and its obsessive technologies to other ways of being, and even imagine some real grounds for hope. We will need writers who can remember freedom. Poets, visionaries—the realists of a larger reality. Right now, I think we need writers who know the difference between the production of a market commodity and the practice of an art. Developing written material to suit sales strategies in order to maximize corporate profit and advertising revenue is not quite the same thing as responsible book publishing or authorship. (Thank you, brave applauders.) Yet I see sales departments given control over editorial; I see my own publishers in a silly panic of ignorance and greed, charging public libraries for an ebook six or seven times more than they charge customers. We just saw a profiteer try to punish a publisher for disobedience and writers threatened by corporate fatwa, and I see a lot of us, the producers who write the books, and make the books, accepting this. Letting commodity profiteers sell us like deodorant, and tell us what to publish and what to write. (Well, I love you too, darling.) Books, you know, they’re not just commodities. The profit motive often is in conflict with the aims of art. We live in capitalism. Its power seems inescapable. So did the divine right of kings. Any human power can be resisted and changed by human beings. Resistance and change often begin in art, and very often in our art—the art of words. I have had a long career and a good one. In good company. Now here, at the end of it, I really don’t want to watch American literature get sold down the river. We who live by writing and publishing want—and should demand—our fair share of the proceeds. But the name of our beautiful reward is not profit. Its name is freedom. Thank you.

Likewise, we “trusted the process,” but the process didn’t save Toy Story 2 either. “Trust the Process” had morphed into “Assume that the Process Will Fix Things for Us.” It gave us solace, which we felt we needed. But it also coaxed us into letting down our guard and, in the end, made us passive. Even worse, it made us sloppy. Once this became clear to me, I began telling people that the phrase was meaningless. I told our staff that it had become a crutch that was distracting us from engaging, in a meaningful way, with our problems. We should trust in people, I told them, not processes. The error we’d made was forgetting that “the process” has no agenda and doesn’t have taste. It is just a tool—a framework. We needed to take more responsibility and ownership of our own work, our need for self-discipline, and our goals. Imagine an old, heavy suitcase whose well-worn handles are hanging by a few threads. The handle is “Trust the Process” or “Story Is King”—a pithy statement that seems, on the face of it, to stand for so much more. The suitcase represents all that has gone into the formation of the phrase: the experience, the deep wisdom, the truths that emerge from struggle. Too often, we grab the handle and—without realizing it—walk off without the suitcase. What’s more, we don’t even think about what we’ve left behind. After all, the handle is so much easier to carry around than the suitcase. Once you’re aware of the suitcase/handle problem, you’ll see it everywhere. People glom onto words and stories that are often just stand-ins for real action and meaning. Advertisers look for words that imply a product’s value and use that as a substitute for value itself. Companies constantly tell us about their commitment to excellence, implying that this means they will make only top-shelf products. Words like quality and excellence are misapplied so relentlessly that they border on meaningless. Managers scour books and magazines looking for greater understanding but settle instead for adopting a new terminology, thinking that using fresh words will bring them closer to their goals. When someone comes up with a phrase that sticks, it becomes a meme, which migrates around even as it disconnects from its original meaning. To ensure quality, then, excellence must be an earned word, attributed by others to us, not proclaimed by us about ourselves. It is the responsibility of good leaders to make sure that words remain attached to the meanings and ideals they represent.

The Concord public library committee deserve well of the public by their action in banishing Mark Twain’s new book, Huckleberry Finn, on the ground that it is trashy and vicious. It is time that this influential pseudonym should cease to carry into homes and libraries unworthy productions… The advertising samples of this book, which have disfigured the Century magazine, are enough to tell any reader how offensive the whole thing must be. They are no better in tone than the dime novels which flood the blood-and-thunder reading population… his literary skill is, of course, superior, but their moral level is low, and their perusal cannot be anything less than harmful

It was a wake-up call to me to learn that Airbnb was by no means unique: Instagram started as a location-based social network called Burbn (which had an optional photo feature). It attracted a core group of users and more than $500,000 in funding. And yet the founders realized that its users were flocking to only one part of the app—the photos and filters. They had a meeting, which one of the founders recounts like this: “We sat down and said, ‘What are we going to work on next? How are we going to evolve this product into something millions of people will want to use? What is the one thing that makes this product unique and interesting?’”7 The service soon retooled to become Instagram as we know it: a mobile app for posting photos with filters. The result? One hundred thousand users within a week of relaunching. Within eighteen months, the founders sold Instagram to Facebook for $1 billion. I know that seems simple, that the marketing lesson from Instragram is that they made a product that was just awesome. But that’s good news for you—it means there’s no secret sauce, and the second your product gets to be that awesome, you can see similar results. Just look at Snapchat, which essentially followed the same playbook by innovating in the mobile photo app space, blew up with young people, and skyrocketed to a $3.5-billion-dollar valuation with next-to-no marketing.

Think about advertisers. Brand positioning is not something that happens overnight. As a matter of fact, positioning a brand is an endeavor that takes a long time, often years. But once the brand is positioned, they become entrenched in the minds of consumers. And while there is nothing wrong with positioning a brand over time based on quality products and good service, the manipulative aspect of this type of advertising occurs when advertisers do their best to persuade consumers of their brand. As such, there is no substantial quality of product behind the brand but just clever advertising. So, it’s up to consumers to discern if a product is really worth all the hype. Nevertheless, most consumers fall to the hype surrounding the brand.

In the longer term, by bringing together enough data and enough computing power, the data giants could hack the deepest secrets of life, and then use this knowledge not just to make choices for us or manipulate us but also to reengineer organic life and create inorganic life-forms. Selling advertisements may be necessary to sustain the giants in the short term, but tech companies often evaluate apps, products, and other companies according to the data they harvest rather than according to the money they generate. A popular app may lack a business model and may even lose money in the short term, but as long as it sucks data, it could be worth billions.4 Even if you don’t know how to cash in on the data today, it is worth having it because it might hold the key to controlling and shaping life in the future. I don’t know for certain that the data giants explicitly think about this in such terms, but their actions indicate that they value the accumulation of data in terms beyond those of mere dollars and cents. Ordinary humans will find it very difficult to resist this process. At present, people are happy to give away their most valuable asset—their personal data—in exchange for free email services and funny cat videos. It’s a bit like African and Native American tribes who unwittingly sold entire countries to European imperialists in exchange for colorful beads and cheap trinkets. If, later on, ordinary people decide to try to block the flow of data, they might find it increasingly difficult, especially as they might come to rely on the network for all their decisions, and even for their healthcare and physical survival.

It was in Cleveland that Magic Slim became the most successful pornographic film producer in America. His training center was a key link in a human trafficking supply chain stretching from the former Soviet Republics in Eastern Europe to the United States. Trafficking accounts for an estimated $32 billion in annual trade with sex slavery and pornographic film production accounting for the greatest percentage. The girls arrived at Slim’s building young and naive, they left older and wiser. This was a classic value chain with each link making a contribution.  Slim’s trainers were the best, and it showed in the final product. Each class of girls was judged on the merits. The fast learners went on to advanced training. They learned proper etiquette, social skills and party games. They learned how to dress, apply makeup and discuss world events.  Best in-class were advertised in international style magazines with code words. These codes were known only to select clients and certain intermediaries approved by Slim. This elaborate distribution system was part of Slim’s business model, his clients paid an annual subscription fee for the on-line dictionary. The code words and descriptions were revised monthly.  An interested client would pay an access fee for further information that included a set of professional  photographs, a video and voice recordings of the model addressing the client by name.  Should the client accept, a detailed travel itinerary was submitted calling for first class travel and accommodation.  Slim required a letter of understanding spelling out terms and conditions and a 50% deposit. He didn’t like contracts, his word was his bond, everyone along the chain knew that. Slim's business was booming.

racism is about the power of a group and in America it’s white folks who have that power. How? Well, white folks don’t get treated like shit in upper-class African-American communities and white folks don’t get denied bank loans or mortgages precisely because they are white and black juries don’t give white criminals worse sentences than black criminals for the same crime and black police officers don’t stop white folk for driving while white and black companies don’t choose not to hire somebody because their name sounds white and black teachers don’t tell white kids that they’re not smart enough to be doctors and black politicians don’t try some tricks to reduce the voting power of white folks through gerrymandering and advertising agencies don’t say they can’t use white models to advertise glamorous products because they are not considered “aspirational” by the “mainstream.

but racism is about the power of a group and in America it’s white folks who have that power. How? Well, white folks don’t get treated like shit in upper-class African-American communities and white folks don’t get denied bank loans or mortgages precisely because they are white and black juries don’t give white criminals worse sentences than black criminals for the same crime and black police officers don’t stop white folk for driving while white and black companies don’t choose not to hire somebody because their name sounds white and black teachers don’t tell white kids that they’re not smart enough to be doctors and black politicians don’t try some tricks to reduce the voting power of white folks through gerrymandering and advertising agencies don’t say they can’t use white models to advertise glamorous products because they are not considered “aspirational” by the “mainstream.” So

The fragmentation of the neoliberal self begins when the agent is brought face to face with the realization that she is not just an employee or student, but also simultaneously a product to be sold, a walking advertisement, a manager of her résumé, a biographer of her rationales, and an entrepreneur of her possibilities. She has to somehow manage to be simultaneously subject, object, and spectator. She is perforce not learning about who she really is, but rather, provisionally buying the person she must soon become. She is all at once the business, the raw material, the product, the clientele, and the customer of her own life. She is a jumble of assets to be invested, nurtured, managed, and developed; but equally an offsetting inventory of liabilities to be pruned, outsourced, shorted, hedged against, and minimized. She is both headline star and enraptured audience of her own performance.

word-of-mouth advertising. This is the Information Age, for Pete’s sake, so provide as much as you can. This can get more interesting if your product or ser vice is more interesting, but every product or ser vice can create a community—even bottled water or shaving cream. And I could go on with a chapter of ideas to expand on the concept, but you’ll do it yourself as you start down the path. Just think of your Web site as a community. Focus on it, not on you, and look to get involved with and serve that community at every turn. A good consumer example of a Web site that builds community is Stonyfield Farms, producer of organic dairy products (yogurt, milk, etc.). Their Web site offers terrific information on organic foods and how to help protect the Earth. They also provide recipes and a multitude of other information on wellness. One thing they could do to improve their community is to prominently promote a subscriber program. As of this writing, they

Sometimes adoptive parents will go through a virtual pregnancy, using “birth clinics” or accessories called “tummy talkers,” package kits that supply a due date and body modifications, including the choice to make the growing fetus visible or not; as well as play-by-play announcements (“Your baby is doing flips!”) and the simulation of a “realistic delivery,” along with a newborn-baby accessory. For Second Life parents who go through pregnancy after adopting in-world, it’s usually with the understanding that the baby they are having is the child they have already adopted. The process is meant to give both parent and child the bond of a live birth. “Really get morning sickness,” one product promises. “Get aches.” Which means being informed that a body-that-is-not-your-corporeal-body is getting sick. “You have full control over your pregnancy, have it EXACTLY how you want,” this product advertises, which does seem to miss something central to the experience: that it subjects you to a process largely beyond your control.

We need not stop now to go round and round the vicious circle of production and consumption. We need not remind ourselves of the furious barrage of advertisements by which people are flattered and frightened out of a reasonable contentment into a greedy hankering after goods that they do not really need; nor point out for the thousandth time how every evil passion—snobbery, laziness, vanity, concupiscence, ignorance, greed—is appealed to in these campaigns. Nor how unassuming communities (described as backward countries) have these desires ruthlessly forced upon them by their neighbors in the effort to find an outlet for goods whose market is saturated. And we must not take up too much time in pointing out how, as the necessity to sell goods in quantity becomes more desperate, the people’s appreciation of quality is violently discouraged and suppressed. You must not buy goods that last too long, for production cannot be kept going unless the goods wear out, or fall out of fashion, and so can be thrown away and replaced with others.

1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

issue is clear. It’s the difference between building brands and milking brands. Most managers want to milk. “How far can we extend the brand? Let’s spend some serious research money and find out.” Sterling Drug was a big advertiser and a big buyer of research. Its big brand was Bayer aspirin, but aspirin was losing out to acetaminophen (Tylenol) and ibuprofen (Advil). So Sterling launched a $116-million advertising and marketing program to introduce a selection of five “aspirin-free” products. The Bayer Select line included headache-pain relief, regular pain relief, nighttime pain relief, sinus-pain relief, and a menstrual relief formulation, all of which contained either acetaminophen or ibuprofen as the core ingredient. Results were painful. The first year Bayer Select sold $26 million worth of pain relievers in a $2.5 billion market, or about 1 percent of the market. Even worse, the sales of regular Bayer aspirin kept falling at about 10 percent a year. Why buy Bayer aspirin if the manufacturer is telling you that its “select” products are better because they are “aspirin-free”? Are consumers stupid or not?

If the individual's wants are to be urgent, they must be original with himself. They cannot be urgent if they must be contrived for him. And above all, they must not be contrived by the process of production by which they are satisfied. For this means that the whole case for the urgency of production, based on the urgency of wants, falls to the ground. One cannot defend production as satisfying wants if that production creates the wants. Were it so that a man on arising each morning was assailed by demons which instilled in him a passion sometimes for silk shirts, sometimes for kitchenware, sometimes for chamber pots, and sometimes for orange squash, there would be every reason to applaud the effort to find the goods, however odd, that quenched this flame. But should it be that his passion was the result of his first having cultivated the demons, and should it also be that his effort to allay it stirred the demons to ever greater and greater effort, there would be question as to how rational was his solution. Unless restrained by conventional attitudes, he might wonder if the solution lay with more goods or fewer demons.

The real crisis of capitalism is that product development lags so far behind the best insights of advertising. Since the 1960s, advertising has worked out just how much we need help with the true challenges of life. It has fathomed how deeply we want to have better careers, stronger relationships, greater confidence. In most adverts, the pain and the hope of our lives have been superbly identified, but the products are almost comically at odds with the problems at hand. Advertisers are hardly to blame. They are, in fact, the victims of an extraordinary problem of modern capitalism. While we have so many complex needs, we have nothing better to offer ourselves, in the face of our troubles, than, perhaps, a slightly more accurate chronometer or a more subtly blended perfume. Business needs to get more ambitious in the creation of new kinds of “products,” in their own way as strange-sounding today as a wristwatch would have been to observers in 1500. We need the drive of commerce to get behind filling the world—and our lives—with goods that really can help us to thrive, flourish, find contentment, and manage our relationships well.

Our exploration into advertising and media is at its root a critique of the exploitative nature of capitalism and consumerism. Our economic systems shape how we see our bodies and the bodies of others, and they ultimately inform what we are compelled to do and buy based on that reflection. Profit-greedy industries work with media outlets to offer us a distorted perception of ourselves and then use that distorted self-image to sell us remedies for the distortion. Consider that the female body type portrayed in advertising as the “ideal” is possessed naturally by only 5 percent of American women. Whereas the average U.S. woman is five feet four inches tall and weighs 140 pounds, the average U.S. model is five feet eleven and weighs 117. Now consider a People magazine survey which reported that 80 percent of women respondents said images of women on television and in the movies made them feel insecure. Together, those statistics and those survey results illustrate a regenerative market of people who feel deficient based on the images they encounter every day, seemingly perfectly matched with advertisers and manufacturers who have just the products to sell them (us) to fix those imagined deficiencies.18

Noah Kagan, a growth hacker at Facebook, the personal finance service Mint.com (which sold to Intuit for nearly $170 million), and the daily deal site AppSumo (which has more than eight hundred thousand users), explains it simply: “Marketing has always been about the same thing—who your customers are and where they are.”5 What growth hackers do is focus on the “who” and “where” more scientifically, in a more measurable way. Whereas marketing was once brand-based, with growth hacking it becomes metric and ROI driven. Suddenly, finding customers and getting attention for your product are no longer guessing games. But this is more than just marketing with better metrics; this is not just “direct marketing” with a new name. Growth hackers trace their roots back to programmers—and that’s how they see themselves. They are data scientists meets design fiends meets marketers. They welcome this information, process it and utilize it differently, and see it as desperately needed clarity in a world that has been dominated by gut instincts and artistic preference for too long. But they also add a strong acumen for strategy, for thinking big picture, and for leveraging platforms, unappreciated assets, and new ideas.

How do you commit the perfect crime in science? We’re handicapped from the start because it’s a question we never ask. For more than thirty years, Frank taught me and many others to record our data accurately, compare them with collaborators around the world, discard the outliers, and come to a consensus. We understand there are variations, but if the bulk of the evidence goes in a certain direction, we are confident we have a better understanding of human biological processes. If only that were what happened in the real world. In the real world there are corporations, be they pharmaceutical, agricultural, petroleum, or chemical companies, that have billions of dollars at stake in the work of scientists. If one has billions of dollars, he can use the dark arts of persuasion to hire public relations firms to tout your products, sow the seeds of doubt about those who question your products, buy advertising on news networks so they don’t publicize negative stories unless they have no other choice, and donate to politicians of all ideologies. Then, once those politicians have been elected, they can write laws for the benefit of their generous donors. As it was put so eloquently in the seventeenth century by a prominent member of Queen Elizabeth’s court, “If it prospers, none dare call it treason.

Focus on the user… and the money will follow. This can be particularly challenging in environments where the user and customer are different, and when your customer doesn’t share your focus-on-the-user ethos. When Google acquired Motorola in 2012, one of the first Motorola meetings Jonathan attended was a three-hour product review, where the company’s managers presented the features and specifications for all of Motorola’s phones. They kept referring to the customer requirements, most of which made little sense to Jonathan since they were so out of tune with what he knew mobile users wanted. Then, over lunch, one of the execs explained to him that when Motorola said “customers,” they weren’t talking about the people who use the phones but about the company’s real customers, the mobile carriers such as Verizon and AT&T, who perhaps weren’t always as focused on the user as they should have been. Motorola wasn’t focusing on its users at all, but on its partners. At Google, our users are the people who use our products, while our customers are the companies that buy our advertising and license our technology. There are rarely conflicts between the two, but when there are, our bias is toward the user. It has to be this way, regardless of your industry. Users are more empowered than ever, and won’t tolerate crummy products.

DOES HARVARD MAKE YOU SMARTER? Swimmer’s Body Illusion As essayist and trader Nassim Taleb resolved to do something about the stubborn extra pounds he’d be carrying, he contemplated taking up various sports. However, joggers seemed scrawny and unhappy, and bodybuilders looked broad and stupid, and tennis players? Oh, so upper-middle class! Swimmers, though, appealed to him with their well-built, streamlined bodies. He decided to sign up at his local swimming pool and to train hard twice a week. A short while later, he realised that he had succumbed to an illusion. Professional swimmers don’t have perfect bodies because they train extensively. Rather, they are good swimmers because of their physiques. How their bodies are designed is a factor for selection and not the result of their activities. Similarly, female models advertise cosmetics and thus, many female consumers believe that these products make you beautiful. But it is not the cosmetics that make these women model-like. Quite simply, the models are born attractive and only for this reason are they candidates for cosmetics advertising. As with the swimmers’ bodies, beauty is a factor for selection and not the result. Whenever we confuse selection factors with results, we fall prey to what Taleb calls the swimmer’s body illusion. Without this illusion, half of advertising campaigns would not work

When should you be skeptical? Any time you see a report that a single food, beverage, supplement, food product, or ingredient causes or reduces the risk for obesity, heart disease, type 2 diabetes, or cancer, it is a good idea to envision a red warning flag flying high in the air. The studies may have identified associations between the food factor and the disease, but associations can be due to any number of other causes. Dietary patterns, not single factors, are what matter to health. Look out for words like “miracle” or “breakthrough.” Science tends to proceed in small increments and rarely works that way. And please be especially skeptical of “everything you thought you knew about nutrition is wrong.” Science does not work that way, either. Whenever you see “may” or “might”—as in “may reduce the risk of heart disease” or “might improve cognition in the elderly”—recognize that these also mean “may not” or “might not.” Overall, it is always a good idea to ask whether study results seem plausible in the light of everything else you know. As an eater, you should be wary of media hype about whether fat or sugar is a more important cause of health problems. This question ignores basic principles of nutrition: we eat foods, not nutrients, and how much we eat is often just as important as what we eat. Diets of enormous variety, from Asian diets traditionally based on rice (carbohydrates that convert to sugar in the body) to Mediterranean diets rich in olive oil (fat), can all promote long and healthy lives. The basic principles of eating healthfully have remained remarkably constant over the years: eat a wide variety of relatively unprocessed foods in reasonable amounts. Note that these same dietary principles apply to prevention of the entire range of diet-related chronic diseases. If an industry-funded study claims miraculous benefits from the sponsor’s products, think, “Advertising.

To the degree that advertising reaches us, occupying our time and thought, it keeps us vibrating within strict limits. If forty million people see a commercial for a car, then forty million people have a car commercial in their heads, all at the same time. This is bound to have more beneficial effect on the commodity system than if, at that moment, all those people were thinking separate thoughts which, in some cases, might not be about commodities at all. Of course, advertising people will argue against the notion that the purpose and result of their activities is to unify and homogenize people and culture. They are forever speaking of the dazzling array of choices our market system provides and how advertising provides the information we need to make choices. It is an ominous sign that so many people can accept this argument, which confuses diversity of product choice with diversity of life-style or thoughts. It ought to be self-evident that if I choose a Ford and you choose a Volvo, we are not expressing diversity, we are expressing unity. Moreover, if you and I at any one moment are both occupied with mental images and feelings related to products—any products— rather than some experience which is not connected to purchasing, then in terms of the commodity system, the gross national product, and the world of advertising, we are indistinguishable; we have merged as “market.” While it might matter to Upjohn or Cutter Laboratories which drug a consumer buys, both are in agreement that they benefit whenever people seek any drug rather than a nondrug solution to a problem. Advertising, then, serves to further the movement of humans into artificial environments by narrowing the conception of diversity to fit the framework of commodities while unifying people within this conception. The result is a singularly channeled mentality, nicely open to receiving commercial messages, ready to confuse brand diversity with diversity itself, and to confuse human need with the advertiser’s need to sell commodities.

How I Turned a Troubled Company into a Personal Fortune. How to ________ This is a simple, straightforward headline structure that works with any desirable benefit. “How to” are two of the most powerful words you can use in a headline. Examples: How to Collect from Social Security at Any Age. How to Win Friends and Influence People. How to Improve Telemarketers' Productivity — for Just $19.95. Secrets Of ________ The word secrets works well in headlines. Examples: Secrets of a Madison Ave. Maverick — “Contrarian Advertising.” Secrets of Four Champion Golfers. Thousands (Hundreds, Millions) Now ________ Even Though They ________ This is a “plural” version of the very first structure demonstrated in this collection of winning headlines. Examples: Thousands Now Play Even Though They Have “Clumsy Fingers.” Two Million People Owe Their Health to This Idea Even Though They Laughed at It. 138,000 Members of Your Profession Receive a Check from Us Every Month Even Though They Once Threw This Letter into the Wastebasket Warning: ________ Warning is a powerful, attention-getting word and can usually work for a headline tied to any sales letter using a problem-solution copy theme. Examples: Warning: Two-Thirds of the Middle Managers in Your Industry Will Lose Their Jobs in the Next 36 Months. Warning: Your “Corporate Shield” May Be Made of Tissue Paper — 9 Ways You Can Be Held Personally Liable for Your Business's Debts, Losses, or Lawsuits Give Me ________ and I'll ________ This structure simplifies the gist of any sales message: a promise. It truly telegraphs your offer, and if your offer is clear and good, this may be your best strategy. Examples: Give Me 5 Days and I'll Give You a Magnetic Personality. Give Me Just 1 Hour a Day and I'll Have You Speaking French Like “Pierre” in 1 Month. Give Me a Chance to Ask Seven Questions and I'll Prove You Are Wasting a Small Fortune on Your Advertising. ________ ways to ________ This is just the “how to” headline enhanced with an intriguing specific number. Examples: 101 Ways to Increase New Patient Flow. 17 Ways to Slash Your Equipment Maintenance Costs. Many of these example headlines are classics from very successful books, advertisements, sales letters, and brochures, obtained from a number of research sources. Some are from my own sales letters. Some were created for this book.

A LITTLE BIT before Adeline made her unforgivable mistake, a billionaire named Sheryl Sandberg wrote a book called Lean In: Women, Work, and the Will to Lead. Sheryl Sandberg didn’t have much eumelanin in the basale stratum of her epidermis. In her book, Sheryl Sandberg proposed that women who weren’t billionaires could stop being treated like crap by men in the workplace if only they smiled more and worked harder and acted more like the men who treated them like crap. Billionaires were always giving advice to people who weren’t billionaires about how to become billionaires. It was almost always intolerable bullshit. SANDBERG BECAME A BILLIONAIRE by working for a company named Facebook. Facebook made its money through an Internet web and mobile platform which advertised cellphones, feminine hygiene products and breakfast cereals. This web and mobile platform was also a place where hundreds of millions of people offered up too much information about their personal lives. Facebook was invented by Mark Zuckerberg, who didn’t have much eumelanin in the basale stratum of his epidermis. What is your gender? asked Facebook. What is your relationship status? asked Facebook. What is your current city? asked Facebook. What is your name? asked Facebook. What are your favorite movies? asked Facebook. What is your favorite music? asked Facebook. What are your favorite books? asked Facebook. ADELINE’S FRIEND, the writer J. Karacehennem, whose last name was Turkish for Black Hell, had read an essay called “Generation Why?” by Zadie Smith, a British writer with a lot of eumelanin in the basale stratum of her epidermis. Zadie Smith’s essay pointed out that the questions Facebook asked of its users appeared to have been written by a 12-year-old. But these questions weren’t written by a 12-year-old. They were written by Mark Zuckerberg. Mark Zuckerberg was a billionaire. Mark Zuckerberg was such a billionaire that he was the boss of other billionaires. He was Sheryl Sandberg’s boss. J. Karacehennem thought that he knew something about Facebook that Zadie Smith, in her decency, hadn’t imagined. “The thing is,” said J. Karacehennem, whose last name was Turkish for Black Hell, “that we’ve spent like, what, two or three hundred years wrestling with existentialism, which really is just a way of asking, Why are we on this planet? Why are people here? Why do we lead our pointless lives? All the best philosophical and novelistic minds have tried to answer these questions and all the best philosophical and novelistic minds have failed to produce a working answer. Facebook is amazing because finally we understand why we have hometowns and why we get into relationships and why we eat our stupid dinners and why we have names and why we own idiotic cars and why we try to impress our friends. Why are we here, why do we do all of these things? At last we can offer a solution. We are on Earth to make Mark Zuckerberg and Sheryl Sandberg richer. There is an actual, measurable point to our striving. I guess what I’m saying, really, is that there’s always hope.

Keynes was a voracious reader. He had what he called ‘one of the best of all gifts – the eye which can pick up the print effortlessly’. If one was to be a good reader, that is to read as easily as one breathed, practice was needed. ‘I read the newspapers because they’re mostly trash,’ he said in 1936. ‘Newspapers are good practice in learning how to skip; and, if he is not to lose his time, every serious reader must have this art.’ Travelling by train from New York to Washington in 1943, Keynes awed his fellow passengers by the speed with which he devoured newspapers and periodicals as well as discussing modern art, the desolate American landscape and the absence of birds compared with English countryside.54 ‘As a general rule,’ Keynes propounded as an undergraduate, ‘I hate books that end badly; I always want the characters to be happy.’ Thirty years later he deplored contemporary novels as ‘heavy-going’, with ‘such misunderstood, mishandled, misshapen, such muddled handling of human hopes’. Self-indulgent regrets, defeatism, railing against fate, gloom about future prospects: all these were anathema to Keynes in literature as in life. The modern classic he recommended in 1936 was Forster’s A Room with a View, which had been published nearly thirty years earlier. He was, however, grateful for the ‘perfect relaxation’ provided by those ‘unpretending, workmanlike, ingenious, abundant, delightful heaven-sent entertainers’, Agatha Christie, Edgar Wallace and P. G. Wodehouse. ‘There is a great purity in these writers, a remarkable absence of falsity and fudge, so that they live and move, serene, Olympian and aloof, free from any pretended contact with the realities of life.’ Keynes preferred memoirs as ‘more agreeable and amusing, so much more touching, bringing so much more of the pattern of life, than … the daydreams of a nervous wreck, which is the average modern novel’. He loved good theatre, settling into his seat at the first night of a production of Turgenev’s A Month in the Country with a blissful sigh and the words, ‘Ah! this is the loveliest play in all the world.’55 Rather as Keynes was a grabby eater, with table-manners that offended Norton and other Bloomsbury groupers, so he could be impatient to reach the end of books. In the inter-war period publishers used to have a ‘gathering’ of eight or sixteen pages at the back of their volumes to publicize their other books-in-print. He excised these advertisements while reading a book, so that as he turned a page he could always see how far he must go before finishing. A reader, said Keynes, should approach books ‘with all his senses; he should know their touch and their smell. He should learn how to take them in his hands, rustle their pages and reach in a few seconds a first intuitive impression of what they contain. He should … have touched many thousands, at least ten times as many as he reads. He should cast an eye over books as a shepherd over sheep, and judge them with the rapid, searching glance with which a cattle-dealer eyes cattle.’ Keynes in 1927 reproached his fellow countrymen for their low expenditure in bookshops. ‘How many people spend even £10 a year on books? How many spend 1 per cent of their incomes? To buy a book ought to be felt not as an extravagance, but as a good deed, a social duty which blesses him who does it.’ He wished to muster ‘a mighty army … of Bookworms, pledged to spend £10 a year on books, and, in the higher ranks of the Brotherhood, to buy a book a week’. Keynes was a votary of good bookshops, whether their stock was new or second-hand. ‘A bookshop is not like a railway booking-office which one approaches knowing what one wants. One should enter it vaguely, almost in a dream, and allow what is there freely to attract and influence the eye. To walk the rounds of the bookshops, dipping in as curiosity dictates, should be an afternoon’s entertainment.

What consumers have to understand is that "free" services on the Internet are never really free. As Reputation.com's CEO Michael Fortik told me, the business models of supposedly free social networks like Facebook is the sale of our information to their advertisers. We, the producers of data on the free network, are its product rather than its friend or partner.

Central to the concept of word of mouth is the idea that the producer of the product does not control the information, which is, accordingly, presumed to be more free of bias, more relevant, more complete, more trustworthy, and thus more accurate than commercial information. Commercial communication or advocacy, such as advertising, is, in contrast, information from a source that has a vested interest in presenting the information in a particular way. Word of mouth and traditional advertising

Indeed, probably the most effective way to break the free market's spell would be to transform its most debilitating cultural products into a globalized twelve-step program. See, for instance, how New Economy laissez-faire ideologues like Virginia Postrel or Chris Anderson fare in the hypercapitalist but viciously authoritarian island paradise of Singapore. Or put Thomas Friedman to work in a Marianas textile factory for a couple of months and let him see how flat the market-mastered world looks to him then. Take the utopian theorists of "seasteading" libertarianism at their word, and let them fashion their stateless free-market utopia out of all reach of all international sea treaty enforcement. Put Steve Forbes to work as a union organizer in the shadows of the breathtaking architectural homage to investor-class excess known as the Abu Dhabi skyline - where the local construction industry is awash in sweated day labor. Indeed, I can see a whole Survivor-style reality television franchise in the offing: Capitalist Detox Island. True, it might be hard to sell to advertisers - unless, that is, you compel TARP recipients to purchase ad time. Now that's a manipulation of market forces I can get behind.

If your product requires advertising or salespeople to sell it, it’s not good enough.

At that point in time, Gokul Rajaram was a legendary éminence grise in the ad-tech world. The so-called godfather of AdSense, Google’s secondary gold mine after AdWords, Gokul was a constant presence on the conference circuit, and an omnipresent adviser or investor in just about every advertising technology company worth talking about. He too had come to Facebook via a small acqui-hire, though really that had been just a career breather between his time at Google and his hiring at Facebook. University at the Indian Institute of Technology (IIT), followed by an American MBA, he was your standard-issue Indian techie, and probably that country’s most valuable export after steel and Tata Motors. “What’s the first thing you would change about Facebook Ads if we hired you?” There was about as much polish and prologue to Gokul as that of a North Korean diplomat. “I’d build a conversion-tracking system. It’s unbelievable you don’t have one yet.” A conversion-tracking system is software that tells you if an advertisement has worked in driving a conversion (or “sale” in marketing-speak), and lets you retweak your marketing campaigns based on performance. An ads system without conversion tracking is like a car without rearview mirrors; nay, it’s like a car without even rear or side windows. All you can see is forward, merrily driving along, not even understanding what’s behind you or what you just ran over. It’s a danger to yourself and others, and it was a sign of just how out-of-touch Facebook Ads management was that this somehow never got prioritized. From Gokul’s smile the conclusion was clearly . . . right answer! And so the conversation went, traversing various potential aspects of the Facebook Ads system, and what the company needed to build. It was a giddy Gokul—I’d soon learn he was almost always giddy—who escorted me out the door. The boys and I had arrived separately, assuming we’d get out at different times, and separately did we go back to the GrokPad. There, we compared notes. MRM and Argyris weren’t exactly rousing in their reviews of the experience. In fact, it was clear that the fascist vibe the company gave off had very much rubbed them the wrong way. They had never really liked Facebook, as either product or company, going back to our visits to their developer events. The daylong hazing had done nothing to charm them.

If you had an Internet connection and lived in North America at the time, you may have seen it. Vasquez is the man behind the “Double Rainbow” video, which at last check had 38 million views. In the clip, Vasquez pans his camera back and forth to show twin rainbows he’d discovered outside his house, first whispering in awe, then escalating in volume and emotion as he’s swept away in the moment. He hoots with delight, monologues about the rainbows’ beauty, sobs, and eventually waxes existential. “What does it mean?” Vasquez crows into the camera toward the end of the clip, voice filled with tears of sheer joy, marveling at rainbows like no man ever has or probably ever will again. It’s hard to watch without cracking up. That same month, the viral blog BuzzFeed boosted a different YouTuber’s visibility. Michelle Phan, a 23-year-old Vietnamese American makeup artist, posted a home video tutorial about how to apply makeup to re-create music star Lady Gaga’s look from the recently popular music video “Bad Romance.” BuzzFeed gushed, its followers shared, and Lady Gaga’s massive fanbase caught wind of the young Asian girl who taught you how to transform into Gaga. Once again, the Internet took the video and ran with it. Phan’s clip eventually clocked in at roughly the same number of views as “Double Rainbow.” These two YouTube sensations shared a spotlight in the same summer. Tens of millions of people watched them, because of a couple of superconnectors. So where are Vasquez and Phan now? Bear Vasquez has posted more than 1,300 videos now, inspired by the runaway success of “Double Rainbow.” But most of them have been completely ignored. After Kimmel and the subsequent media flurry, Vasquez spent the next few years trying to recapture the magic—and inadvertent comedy—of that moment. But his monologues about wild turkeys or clips of himself swimming in lakes just don’t seem to find their way to the chuckling masses like “Double Rainbow” did. He sells “Double Rainbow” T-shirts. And wears them. Today, Michelle Phan is widely considered the cosmetic queen of the Internet, and is the second-most-watched female YouTuber in the world. Her videos have a collective 800 million views. She amassed 5 million YouTube subscribers, and became the official video makeup artist for Lancôme, one of the largest cosmetics brands in the world. Phan has since founded the beauty-sample delivery company Ipsy.com, which has more than 150,000 paying subscribers, and created her own line of Sephora cosmetics. She continues to run her video business—now a full-blown production company—which has brought in millions of dollars from advertising. She’s shot to the top of a hypercompetitive industry at an improbably young age. And she’s still climbing. Bear Vasquez is still cheerful. But he’s not been able to capitalize on his one-time success. Michelle Phan could be the next Estée Lauder. This chapter is about what she did differently.

Having studied both the possible risks and the likely rewards, the Guardian’s managers decided both to “open in” the website, by bringing in more data and applications from the outside, and to “open out” the site, by enabling partners to create products using Guardian content and services on other digital platforms. To work toward the “open out” goal, the Guardian created a set of APIs that made its content easily available to external parties. These interfaces include three different levels of access. The lowest access tier, which the paper calls Keyless, allows anyone to use Guardian headlines, metadata, and information architecture (that is, the software and design elements that structure Guardian data and make it easier to access, analyze, and use) without requesting permission and without any requirement to share revenues that might be generated. The second access tier, Approved, allows registered developers to reprint entire Guardian articles, with certain time and usage restrictions. Advertising revenues are shared between the newspaper and the developers. The third and highest access tier, Bespoke, is a customized support package that provides unlimited use of Guardian content—for a fee.

A broader view of platform governance uses insights borrowed from the practices of nation-states as modeled by constitutional law scholar Lawrence Lessig. In Lessig’s formulation, systems of control involve four main sets of tools: laws, norms, architecture, and markets.20 A familiar example can be used to clarify these four kinds of tools. Suppose leaders of a particular ecosystem want to reduce the harmful effects of smoking. Laws could be passed to ban cigarette sales to minors or forbid smoking in public spaces. Norms—informal codes of behavior shaped by culture—could be applied by using social pressure or advertising to stigmatize smoking and make it appear “uncool.” Architecture could be used to develop physical designs that reduce the impact of smoking—for example, air filters that clean the air, or smokeless devices that substitute for cigarettes. And market mechanisms could be used by taxing tobacco products or subsidizing “quit smoking” programs. Historically, those who want to control social behavior—including platform managers—have employed all four of these tools.

The Interview The largest determining factor in whether you get a job is usually the interview itself. You’ve made impressions all along—with your telephone call and your cover letter and resume. Now it is imperative that you create a favorable impression when at last you get a chance to talk in person. This can be the ultimate test for a socially anxious person: After all, you are being evaluated on your performance in the interview situation. Activate your PMA, then build up your energy level. If you have followed this program, you now possess the self-help techniques you need to help you through the situation. You can prepare yourself for success. As with any interaction, good chemistry is important. The prospective employer will think hard about whether you will fit in—both from a production perspective and an interactive one. The employer may think: Will this employee help to increase the bottom line? Will he interact well as part of the team within the social system that already exists here? In fact, your chemistry with the interviewer may be more important than your background and experience. One twenty-three-year-old woman who held a fairly junior position in an advertising firm nonetheless found a good media position with one of the networks, not only because of her skills and potential, but because of her ability to gauge a situation and react quickly on her feet. What happened? The interviewer began listing the qualifications necessary for the position that was available: “Self-starter, motivated, creative . . .” “Oh,” she said, after the executive paused, “you’re just read my resume!” That kind of confidence and an ability to take risks not only amused the interviewer; it displayed some of the very skills the position required! The fact that interactive chemistry plays such a large role in getting a job has both positive and negative aspects. The positive side is that a lack of experience doesn’t necessarily mean you can’t get a particular job. Often, with the right basic education and life skills, you can make a strong enough impression based on who you are and how capable you seem that the employer may feel you are trainable for the job at hand. In my office, for example, we interviewed a number of experienced applicants for a secretarial position, only to choose a woman whose office skills were not as good as several others’, but who had the right chemistry, and who we felt would fit best into the existing system in the office. It’s often easier to teach or perfect the required skills than it is to try to force an interactive chemistry that just isn’t there. The downside of interactive chemistry is that even if you do have the required skills, you may be turned down if you don’t “click” with the interviewer.

How can any of us even know what to believe anymore? Our culture’s full of so much phoniness and deception. Companies advertise products to make us believe that we will be more beautiful, more healthy, or live longer by consuming their products. We are seduced by lovers who feed their porn addictions when we’re asleep. We’re taught to believe that if we work hard and take risks, that we can achieve our dreams, yet youth unemployment is the highest it’s been in decades. Fairytales tell us that true love exists, but half of all marriages end in divorce.

The cultural divides within the advertising industry became wider when web pages became part of the marketing mix, beginning in 1995. Early web pages were like printed catalogs, and traditional advertising agencies knew how to design catalogs – they were just pictures and words in a different medium, right? The rub was that web pages seemed to clients and agencies more like the domain of software folk, like computer programmers, rather than the domain of traditional copywriters and art directors. An automotive company that wanted to put up web pages to help consumers choose car models and features was more likely to go to a group of programmers than to a traditional agency. The web production costs were exceptionally high, too – the hours spent by web designers and programmers far outstripped the creative hours spent on catalogs. Wasn’t the business of web design (and later, web advertising) a separate business? Traditional

As illusions go, this one is pretty stubborn. When you’re obsessed with efficiency and productivity, it’s difficult to see the real value of education and care. Which is why so many politicians and taxpayers alike see only costs. They don’t realize that the richer a country becomes the more it should be spending on teachers and doctors. Instead of regarding these increases as a blessing, they’re viewed as a disease. Yet unless we prefer to run our schools and hospitals as if they were factories, we can be certain that, in the race against the machine, the costs of healthcare and education will only go up. At the same time, products like refrigerators and cars have become too cheap. To look solely at the price of a product is to ignore a large share of the costs. In fact, a British think tank estimated that for every pound earned by advertising executives, they destroy an equivalent of £7 in the form of stress, overconsumption, pollution, and debt; conversely, each pound paid to a trash collector creates an equivalent of £12 in terms of health and sustainability.

The best strategic marketing decision you can make is to have a product or business fulfill a real, compelling need for a real and defined group of people—no matter how much tweaking and refining this takes.

No matter how large and enlightened retailers become, they remain generalists, and there are things that are difficult for them to do as well as a manufacturer. In particular, retailers cannot: Always get the quality they want. Advertise specific functions of a brand. Create a strong, emotional brand image. Give a sense of wide choice. Invest in deep understanding of consumer behaviour in all product fields that they operate. The more these factors are important in a product field, the less retailers are able to win mindspace from manufacturer brands. Conversely, in categories where these factors play a small or no role, such as eggs, milk, butter, flour etc., manufacturers have been unable to halt the retail juggernaut.

Designer Elsa Schiaparelli’s enormously popular perfume, Shocking, launched in 1937, was one of countless products to derive inspiration from surrealism, revealing how rapidly a movement that was rooted in radical Marxist and Freudian principles could degenerate, so far as its founders were concerned, into an eye-catching, mind-blowing gimmick of immense use to advertisers, fashion photographers, and moviemakers. Breton would be horrified by this development; Dalí delighted.

Why did Connex for QuickBooks Online succeed? Here are the reasons: I received free app store listings on Intuit’s website. My app was even on the first page of their store briefly. This drove large amounts of traffic to my site. I received free listings on many other sites before they started asking for a commission. I later pulled those listings, since the cost to advertise exceeded the revenue they brought to the company. These stores failed to show how many installs and conversions they generated. I had many positive and real reviews on my app store listings. I noticed competitors had hundreds of five-star reviews that mostly looked fake. QuickBooks Online had few integrations at the time. I was one of the first companies to get listed. For QuickBooks Canada and QuickBooks U.K., my app was one of the first system integrators. I had almost no competitors who serviced QuickBooks outside of the U.S. Shopify, BigCommerce, ShipStation and other companies had no native integration. Mine was one of the first. I recorded videos and added landing pages that ranked high on Google with minimal effort. Since I had a shoestring marketing budget, this was very important. The issue I had with other products was that they didn’t offer free promotion. Since my company was one of the first, we had ample time to add features and fix problems. We have a solution that is light years ahead of competitors. Why would someone want to compete with us? In the words of one of my partner companies, “We could build one, but yours would be a lot better.” My app required no desktop apps or website plugins to install. Since my audience was small business owners, the easier the install the better. Most business users have a limited understanding of websites. Asking them to change a bunch of settings or configure something on their own is daunting. We set up Connex for qualified users. Many competitors just let users go through a self-guided trial. We received feedback from many customers that they would purchase if they could make Connex work. I added a talk-to-sales component, and our conversion ratio increased. Connex was successful because I added a personal touch in a world where SaaS owners expect users to just “figure it out” on their own. Software that requires no support and maintenance is a pipe dream.

This form of capitalism requires the constant production of desire. We now spend in the US somewhere around $200 billion a year on advertising, somewhere around $500 billion a year on marketing, and then around the world you can see those costs just skyrocketing. All of that is to make sure that people’s wants are redefined as needs. That’s the point of advertising and marketing. That’s how it works. That’s what it’s for. The constant production of desire. I like to invert the old maxim that “necessity is the mother of invention.” Under capitalism, unless you already can prognosticate a market, you’d better not be producing that product. So “invention becomes the mother of necessity.” You just flip that around and you get the sort of capitalist form. Every advertisement … You can try this out yourself. Go home and take a look at an advertisement on TV or wherever. You’ll see these ads take a very particular form. They’re like a little parable, every one. They first produce an anxiety in you. Something’s wrong with you. You know, you don’t look right, you’re never going to get the partner of your choice, this and that. They produce a little anxiety. Then they give you the message that the anxiety can be resolved by purchasing something. That step is at two levels. One, purchasing their particular product, good, or service. But the idea also that problems can be very easily defined in these simple terms, and solved by the purchase of a product, a good, or a service. Every advertisement takes this form. It produces an anxiety, it tells you that the problem can be addressed by purchasing, and then it tells you what to purchase. Try this out. Take a look at a number of ads, and see if they don’t work that way.

What we gave mostly was wine. Especially after we made this legal(!) by acquiring that Master Wine Grower’s license in 1973. Most requests were made by women (not men) who had been drafted by their respective organizations to somehow get wine for an event. We made a specialty of giving them a warm welcome from the first call. All we wanted was the organization’s 501c3 number, and from which store they wanted to pick it up. We wanted to make that woman, and her friends, our customers. But we didn’t want credit in the program, as we knew the word would get out from that oh-so-grateful woman who had probably been turned down by six markets before she called us. Everybody wanted champagne. We firmly refused to donate it, because the federal excise tax on sparkling wine is so great compared with the tax on still wine. To relieve pressure on our managers, we finally centralized giving into the office. When I left Trader Joe’s, Pat St. John had set up a special Macintosh file just to handle the three hundred organizations to which we would donate in the course of a year. I charged all this to advertising. That’s what it was, and it was advertising of the most productive sort. Giving Space on Shopping Bags One of the most productive ways into the hearts of nonprofits was to print their programs on our shopping bags. Thus, each year, we printed the upcoming season for the Los Angeles Opera Co., or an upcoming exhibition at the Huntington Library, or the season for the San Diego Symphony, etc. Just printing this advertising material won us the support of all the members of the organization, and often made the season or the event a success. Our biggest problem was rationing the space on the shopping bags. All we wanted was camera-ready copy from the opera, symphony, museum, etc. This was a very effective way to build the core customers of Trader Joe’s. We even localized the bags, customizing them for the San Diego, Los Angeles, and San Francisco market areas. Several years after I left, Trader Joe’s abandoned the practice because it was just too complicated to administer after they expanded into Arizona, Washington, etc., and they no longer had my wife, Alice, running interference with the music and arts groups. This left an opportunity for small retailers in local areas, and I strongly recommended it to them. In 1994, while running the troubled Petrini’s Markets in San Francisco, I tried the same thing, again with success, for the San Francisco Ballet and a couple of museums.

Look here, he says, what's the matter with you fellows? let's get cracking with this dump. Your road is bad; pave it. Better yet, build a paved road to every corner of the park; better yet, pave the whole damned place so any damn fool can drive anything anywhere is this a democracy or ain't it? Next, charge a good stiff admission fee; you can't let people in free; that leads socialism and regimentation. Next, get rid of all these homely rangers in their Smokey the Bear suits. Hire a crew of pretty girls, call them rangerettes, let them sell the tickets and give the campfire talks. And advertise, for godsake, advertise! How do you expect to get people in here if you don't advertise? Next, these here Arches light them up. Floodlight them, turn on colored, revolving lights -jazz it up, man, it's dead. Light up the whole place, all night long, get on a 24-hour shift, keep them coming, keep them moving, you got two hundred million people out there waiting to see your product-is this a free country or what the hell is it? Next your campgrounds, you gotta do something about your camp grounds, they're a mess. People can't tell where to park their cars or which spot is whose-you gotta paint lines, numbers, mark out the campsites nice and neat. And they're still building fires on the ground, with wood! Very messy, filthy, wasteful. Set up little grills on stilts, sell charcoal briquettes, better yet hook up with the gas line, install jets and burners. Better yet do away with the camp. grounds altogether, they only cause delay and congestion and administrative problems-these people want to see America, they're not going to see it sitting around a goddamned campfire; take their money, give them the show, send them on their way-that's the way to run a business....

to make him pay you for your product, you must make it pay him to read about it.

As a result, the American Dream became extremely useful in pitches for consumer products that encourage potential purchasers to feel better about their purchases, such as a new home or a second car. In fact, ProQuest News & Newspapers shows that more than half the use of the phrase American Dream has occurred in advertisements rather than articles.

Here's the bottom line: there is no magical catch-all product. If someone had discovered the antidote to aging, they wouldn't be advertising on Instagram and selling it for $39.99.

We’ve all seen “quit smoking” advertisements on buses and subways. They don’t work. We’ve heard about school programs that teach kids to say no to drugs and alcohol. In many cases drug and alcohol use go up after these programs because they pique the curiosity of the adolescent students. The only thing that has been shown to work consistently is raising taxes on these products and placing limits on where and when they can be sold. When these measures are taken, use goes down.4

Social Media Advertising - Different Options & Their Benefits How To Use Social Media Paid Ads Ideally? What is the most effective way to make use of social media ads? Choosing which social media platform to advertise on depends on your target audience. You need to understand which platforms are being used, the type of campaigns that can run on each platform, and what investment you’ll be required to make. Pew Research Center’s report helps give us an idea of the most preferred platform for various demographics. For example, if your product caters to the teenage group, consider advertising on Instagram, TikTok, or Snapchat. If you’re catering to a more B2B client, you can consider LinkedIn. Once you understand where your audience spends the most time, you can narrow down the platforms. However, we’d still advise on A/B testing various platforms. You’d be surprised by how many B2B clients you can find on TikTok! What Are The Most Popular Social Media Ads? Here is a brief rundown of the various social media ad options available. 1. Facebook Ads Facebook Ads are the most successful form of social media advertising. Statistics show that Facebook paid ads have an average conversion rate of 9.21%. They’re easy to set up and track, and allow you to measure campaign performance easily, giving insights into how well your ads are performing. They also offer a wide range of targeting options that help you reach people who might be interested in what you’re selling, which is why they’re so effective at generating sales leads. Facebook Ads are also highly targeted. You can target specific demographics or audiences based on gender, age range, location, and other details such as interests and behaviors or job titles. This helps ensure that only people who are interested in what you’re offering, see your ad on Facebook. 2. Twitter Ads Twitter ads are a great way to reach your target audience, especially if your company already has a presence on the platform. They’re easy to set up and manage so you can focus on other aspects of your business. As of 2022, they have an average conversion rate of 0.77%. Twitter ads also offer simple targeting options that let you get more followers, increase engagement with existing customers and gain new followers interested in what you have to offer. There are multiple ad options to choose from for accomplishing various advertising goals, including promoted ads, follower ads, amplify ads, and takeover ads. Promoted and follower ads have a much wider average cost range than their takeover counterparts. 3. LinkedIn Ads LinkedIn is a professional networking site, so it’s not as casual as other social media platforms like Instagram and Facebook. As a result, users are more likely to be interested in what you are promoting on the platform because they’re looking for something related to their professional lives. LinkedIn has an average click-through rate of 0.65%. In addition, the conversion rate for LinkedIn ads is also fairly decent (2.35%). They can have high or low conversion rates depending on factors like interests and demographics. But if your ad is effectively targeted, it will have more chances of enjoying a higher conversion rate. 4. Instagram Ads As a younger demographic, Instagram users make up a great target audience for social media advertising. They are highly engaged in the platform and are more likely to respond to call-to-action than other demographics. 5. YouTube Ads YouTube ads are excellent for marketers with video content to promote their business. Furthermore, the advertising options offered by this platform ensure that you needn't bother with YouTuber fame or even a large number of subscribers on your channel to spread the word on this platform.

Red Bull is another case. In America and Europe, Red Bull invented the ‘energy drink’ category. All attempts by the Coca-Cola Corporation and other soft-drink makers to compete with Red Bull have failed. Energy drinks are a separate niche and Red Bull is a valuable star. There is another clue as to whether or not a niche market is viable, and it is simply this: is the niche highly profitable? Does it generate a lot of cash? Leadership in a niche is not valuable unless, sooner or later, the niche is very profitable and gushes out cash. For sure, if your product is very good and you give it away, you can attain leadership in a niche. Free newspapers, for example. But unless you have some other way of taking in cash - through advertising in this case - your niche business will be unprofitable and gobble up cash. It follows that you can tell whether or not niche leadership really exists by seeing whether the niche leader is very profitable and cash-positive. If not, there is a kind of theoretical niche leadership, but the niche has little or no practical value. It will never qualify as a star business. Is Dr Pepper’s niche leadership valuable? Is Red Bull’s? You bet!

Why are we influenced to buy one product over another? How are we stimulated to act and live more sustainably? How are we persuaded to adopt healthier lifestyles?

Digital marketing expert Angela Liberatore stresses the importance of data analytics, which lets businesses track how well their digital campaigns are doing and make changes if needed. Conversion Rate Optimization (CRO) focuses on improving the website to turn visitors into customers. Mobile marketing makes sure content works well on smartphones and tablets, as more people use these devices. Lastly, marketing automation tools help save time by automatically sending emails or posting on social media. All of these parts together create a strong digital marketing strategy that helps businesses grow, engage customers, and increase sales in today’s digital world. Digital marketing includes several important parts that work together to help businesses reach and connect with their audience online. One part is search engine optimization (SEO), which helps websites show up higher on search engines like Google. Content marketing is another part, where useful things like blog posts, videos, and infographics are made to attract and interest customers. Social media marketing uses platforms like Facebook, Instagram, and LinkedIn to increase brand awareness and build a community. Email marketing allows businesses to send personalized messages directly to their audience. Paid advertising, like Pay-Per-Click (PPC) ads, brings quick traffic to websites. Influencer marketing uses the popularity of influencers to promote products or services.

WE have little idea of just how dependent we have become on human means. If we don’t spend thousands of dollars advertising our special rallies and activities we can hardly draw a crowd. Without extensive mailings, only a handful of people will be interested in our Gospel activities and products. In our media-soaked society, we have found it necessary to resort to full-color magazine displays, catchy marketing phrases, massive bumper sticker campaigns, and special celebrity guests at our meetings. And while none of this is necessarily sinful or wrong, it is surely symptomatic of one thing: We don’t have revival fire in our midst! The Holy Spirit is not drawing the crowds.

Why are you doing this? Ever find yourself working on something without knowing exactly why? Someone just told you to do it. It’s pretty common, actually. That’s why it’s important to ask why you’re working on____. What is this for? Who benefits? What’s the motivation behind it? Knowing the answers to these questions will help you better understand the work itself. What problem are you solving? What’s the problem? Are customers confused? Are you confused? Is something not clear enough? Was something not possible before that should be possible now? Sometimes when you ask these questions, you’ll find you’re solving an imaginary problem. That’s when it’s time to stop and reevaluate what the hell you’re doing. Is this actually useful? Are you making something useful or just making something? It’s easy to confuse enthusiasm with usefulness. Sometimes it’s fine to play a bit and build something cool. But eventually you’ve got to stop and ask yourself if it’s useful, too. Cool wears off. Useful never does. Are you adding value? Adding something is easy; adding value is hard. Is this thing you’re working on actually making your product more valuable for customers? Can they get more out of it than they did before? Sometimes things you think are adding value actually subtract from it. Too much ketchup can ruin the fries. Value is about balance. Will this change behavior? Is what you’re working on really going to change anything? Don’t add something unless it has a real impact on how people use your product. Is there an easier way? Whenever you’re working on something, ask, “Is there an easier way?” You’ll often find this easy way is more than good enough for now. Problems are usually pretty simple. We just imagine that they require hard solutions. What could you be doing instead? What can’t you do because you’re doing this? This is especially important for small teams with constrained resources. That’s when prioritization is even more important. If you work on A, can you still do B and C before April? If not, would you rather have B and C instead of A? If you’re stuck on something for a long period of time, that means there are other things you’re not getting done. Is it really worth it? Is what you’re doing really worth it? Is this meeting worth pulling six people off their work for an hour? Is it worth pulling an all-nighter tonight, or could you just finish it up tomorrow? Is it worth getting all stressed out over a press release from a competitor? Is it worth spending your money on advertising? Determine the real value of what you’re about to do before taking the plunge.

Hotmail enhanced its spreading rate by eliminating the adoption threshold individuals experience. First, it is free; thus you do not have to think about whether you are making a wise investment. Second, the Hotmail interface makes it very easy to sign up. In two minutes you have an account; thus there is no time investment. Third, once you sign up, every time you send an e-mail, you offer free advertisement for Hot-mail. Combine these three features, and you get a service that has a very high infection rate, a build-in mechanism to spread. Traditional marketing theories will tell you that the combination of free service, low learning path, and rapid reach through consumer marketing has put the product above the threshold, and that is why it reached everybody. Based on our new understanding of diffusion in complex networks, we now know that this is only partially correct. It is true that you have a very high rate of spread. But you have no threshold either. Products and ideas spread by being adapted by hubs, the highly connected nodes of the consumer network.

And the hot new things that were just starting out—Facebook and Twitter—certainly did not look like their predecessors—Hewlett-Packard, Intel, Sun Microsystems—that made physical products and employed tens of thousands of people in the process. In the years that followed, the goal went from taking huge risks to create new industries and grand new ideas, to chasing easier money by entertaining consumers and pumping out simple apps and advertisements. “The best minds of my generation are thinking about how to make people click ads,” Jeff Hammerbacher, an early Facebook engineer, told me. “That sucks.” Silicon Valley began to look an awful lot like Hollywood. Meanwhile, the consumers it served had turned inward, obsessed with their virtual lives.

Why would you possibly make a decision about a doctor, an attorney, a mechanic, or any important product or service for that matter based on advertising or Google search placement

No longer content to let the development happen as it happens, we can influence it with input, with rules and guidelines, and with feedback. The growth hacker helps with iterations, advises, and analyzes every facet of the business. In other words, Product Market Fit is a feeling backed with data and information. HOW

Another example of motivation in advertising relates to the old saying “Sex sells.” Long an advertising standard, images of buff, scantily clad (and usually female) bodies are used to hawk everything from the latest Victoria’s Secret lingerie to domain names through GoDaddy .com and fast food chains such as Carl’s Jr. and Burger King (figure 4). These and countless other ads use the voyeuristic promise of pleasure to capture attention and motivate action.

Some people think that there is only one way to start a business: protect an idea through a patent, get a loan to make a product, hire people who know how to make the product, get the product sold by retailers, spend money to advertise, and finally, find customers for said product. And then there is the hipster business model: Make a product you love so much that you'll make it yourself. See if anyone wants it. Try again.

What’s interesting about craft brewers’ proclivity for such elaborate exercises in branding is how this behavior so closely resembles the longstanding practices of the global beer conglomerates craft beer folk claim to despise. There’s an old and telling adage about business that says mass market companies, take Budweiser and MillerCoors for example, don’t sell products, they sell advertising.

advertising doesn’t exist to make you buy a product right away; it exists to embed subtle impressions that will drive sales later.

The entrepreneurs who stuck with Silicon Valley learned four big lessons from the dot-com crash that still guide business thinking today: 1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth. These lessons have become dogma in the startup world; those who would ignore them are presumed to invite the justified doom visited upon technology in the great crash of 2000. And yet the opposite principles are probably more correct: 1. It is better to risk boldness than triviality. 2. A bad plan is better than no plan. 3. Competitive markets destroy profits. 4. Sales matters just as much as product.

Celebrities who in the sixties had led Barbie-esque lives now forswore them. Jane Fonda no longer vamped through the galaxy as "Barbarella," she flew to Hanoi. Gloria Steinem no longer wrote "The Passionate Shopper" column for New York, she edited Ms. And although McCalVs had described Steinem as "a life-size counter-culture Barbie doll" in a 1971 profile, Barbie was the enemy. NOW's formal assault on Mattel began in August 1971, when its New York chapter issued a press release condemning ten companies for sexist advertising. Mattel's ad, which showed boys playing with educational toys and girls with dolls, seems tame when compared with those of the other transgressors. Crisco, for instance, sold its oil by depicting a woman quaking in fear because her husband hated her salad dressing. Chrysler showed a marriage-minded mom urging her daughter to conceal from the boys how much she knew about cars. And Amelia Earhart Luggage—if ever a product was misnamed—ran a print ad of a naked woman painted with stripes to match her suitcases.