Seth Godin Marketing Quotes

Art isn't only a painting. Art is anything that's creative, passionate, and personal. And great art resonates with the viewer, not only with the creator. What makes someone an artist? I don't think is has anything to do with a paintbrush. There are painters who follow the numbers, or paint billboards, or work in a small village in China, painting reproductions. These folks, while swell people, aren't artists. On the other hand, Charlie Chaplin was an artist, beyond a doubt. So is Jonathan Ive, who designed the iPod. You can be an artists who works with oil paints or marble, sure. But there are artists who work with numbers, business models, and customer conversations. Art is about intent and communication, not substances. An artists is someone who uses bravery, insight, creativity, and boldness to challenge the status quo. And an artists takes it personally. That's why Bob Dylan is an artist, but an anonymous corporate hack who dreams up Pop 40 hits on the other side of the glass is merely a marketer. That's why Tony Hsieh, founder of Zappos, is an artists, while a boiler room of telemarketers is simply a scam. Tom Peters, corporate gadfly and writer, is an artists, even though his readers are businesspeople. He's an artists because he takes a stand, he takes the work personally, and he doesn't care if someone disagrees. His art is part of him, and he feels compelled to share it with you because it's important, not because he expects you to pay him for it. Art is a personal gift that changes the recipient. The medium doesn't matter. The intent does. Art is a personal act of courage, something one human does that creates change in another.

Persistent, consistent, and frequent stories, delivered to an aligned audience, will earn attention, trust, and action.

The old rule was this: CREATE SAFE, ORDINARY PRODUCTS AND COMBINE THEM WITH GREAT MARKETING. The new rule is: CREATE REMARKABLE PRODUCTS THAT THE RIGHT PEOPLE SEEK OUT.

Marketing is our quest to make change on behalf of those we serve, and we do it by understanding the irrational forces that drive each of us.

We believe what we want to believe, and once we believe something, it becomes a self-fulfilling truth.

We drink the can, not the beverage.

The market ... demands a signal from you that you're serious, powerful, accepted, and safe.

Marketing is too important to be left to the marketing department.” David Packard

All marketers are storytellers. Only the losers are liars.

The relentless pursuit of mass will make you boring, because mass means average, it means the center of the curve, it requires you to offend no one and satisfy everyone.

How can you squander even one more day not taking advantage of the greatest shifts of our generation? How dare you settle for less when the world has made it so easy for you to be remarkable?” - Seth Godin, sethgodin.com

The most important lesson I can share about brand marketing is this: you definitely, certainly, and surely don’t have enough time and money to build a brand for everyone. You can’t. Don’t try. Be specific. Be very specific.

If consumers have everything they need, there’s nothing left to buy except stuff that they want. And the reason they buy stuff they want is because of the way it makes them feel.

Marketing is the act of telling stories about the things we make—stories that sell and stories that spread.

Creating value through interaction is far more important than solving a consumer’s problem in thirty seconds.

Writing a book is a tremendous experience. It pays off intellectually. It clarifies your thinking. It builds credibility. It is a living engine of marketing and idea spreading, working every day to deliver your message with authority. You should write one. Seth Godin

Marketing is the name we use to describe the promise a company makes, the story it tells, the authentic way it delivers on that promise.

Marketing is the generous act of helping others become who they seek to become. It involves creating honest stories—stories that resonate and spread.

They say the best way to complain is to make things better.

We sell feelings, status, and connection, not tasks or stuff.

Frequency led to awareness, awareness to familiarity, and familiarity to trust. And trust, almost without exception, leads to profit.

4: Stories let us lie to ourselves. And those lies satisfy our desires.

If you can bring someone belonging, connection, peace of mind, status, or one of the other most desired emotions, you’ve done something worthwhile. The thing you sell is simply a road to achieve those emotions, and we let everyone down when we focus on the tactics, not the outcomes. Who’s it for and what’s it for are the two questions that guide all of our decisions.

It’s impossible to create work that both matters and pleases everyone.

Everything gets easier when you walk away from the hubris of everyone. Your work is not for everyone. It’s only for those who signed up for the journey.

People don’t want what you make They want what it will do for them.

One of the talents of the [late] great Steve Jobs is that he [knew] how to design Medusa-like products. While every Macintosh model has had flaws (some more than others), most of them have has a sexiness and a design sensibility that has turned many consumers into instant converts. Macintosh owners upgrade far more often than most computer users for precisely this reason.” (p.98)

The mass market is dying. There is no longer one best song or one best kind of coffee. Now there are a million micromarkets, but each micromarket still has a best.

Marketing is the act of making change happen. Making is insufficient. You haven’t made an impact until you’ve changed someone.

Your tactics can make a difference, but your strategy—your commitment to a way of being and a story to be told and a promise to be made—can change everything.

The status quo doesn’t shift because you’re right. It shifts because the culture changes. And the engine of culture is status.

Marketing is the generous act of helping someone solve a problem. Their problem.

It’s Almost Impossible to Overinvest in Becoming the Market Leader.

Stories (not ideas, not features, not benefits) are what spread from person to person.

How many people would reach out and wonder (or complain) if you didn’t send out that next email blast? That’s a metric worth measuring and increasing.

Marketing used to be about advertising, and advertising is expensive. Today, marketing is about engaging with the tribe and delivering products and services with stories that spread.

It’s foolish to expect that one exposure to your message will instantly convert someone from stranger to raving ideavirus-spreading fan. So plan on a process. Plan on a method that takes people from where they are to where you want them to go.

When in doubt, assume that people will act according to their current irrational urges, ignoring information that runs counter to their beliefs, trading long-term for short-term benefits and most of all, being influenced by the culture they identify with.

You’re not running around grabbing every conceivable lock to try out your key. Instead, you’re finding people (the lock), and since you are curious about their dreams and desires, you will create a key just for them, one they’ll happily trade attention for.

Your first mistake might be assuming that people are rational. Your second mistake could be assuming that people are eager for change. And the marketer's third mistake is assuming that once someone knows things the way you know them, they will choose what you chose.

Yes, the Internet is a discovery tool, but no, you’re not going to get discovered that way. Instead, you will make your impact by uniting those you seek to serve.

it’s about being a driver of the market, not simply being market-driven.

Marketing is one of our greatest callings. It’s the work of positive change.

Permission Marketing is just like dating. It turns strangers into friends and friends into lifetime customers. Many of the rules of dating apply, and so do many of the benefits.

Permission Marketing Is Anticipated, Personal, Relevant

In fact, stories only magnify the need to have something remarkable (and honest) to say.

Your story is a symphony, not a note.

Persistent, consistent, and frequent stories, delivered to an aligned audience, will earn attention, trust, and action. Direct

You do people a service when you make better things and make it easy to talk about them. The best reason someone talks about you is because they’re actually talking about themselves: “Look at how good my taste is.” Or perhaps, “Look at how good I am at spotting important ideas.

There are two ways to grow: by stealing from the competition or by growing the market. The first path is slow and painful and difficult. The second path is where the magic of fast growth kicks in.

When Pat Holt strings together a list of words not to overuse—“Actually, totally, absolutely, completely, continually, constantly, continuously, literally, really, unfortunately, ironically, incredibly, hopefully, finally”—she’s not being a stickler for formality and grammar. Instead she’s reminding us that words matter, that poor word use is just a red flag for someone who wants to ignore you.

A lifeguard doesn’t have to spend much time pitching to the drowning person. When you show up with a life buoy, if the drowning person understands what’s at stake, you don’t have to run ads to get them to hold on to it.

We’d like to believe that efficient, useful, cost-effective products and services are the way to succeed. That hard work is its own reward. Most marketers carry around a worldview that describes themselves as innovators, not storytellers.

The obvious winners are the mid-sized and smaller companies looking to increase market share. These are the companies that have nothing to lose, but more important, they realize that they have a lot to gain by changing the rules of the game.

Where does the scarcity come from? It comes from the hurdles that the markets and our society set up. It comes from the fact that most competitors quit long before they’ve created something that makes it to the top. That’s the way it’s supposed to be. The system depends on it.

Difference between TV and the internet was how far you sat from the screen. TV was an 8 foot activity, and you were a consumer. The internet was a 16 inch activity, and you participated. I think the sitting down thing is similar. You're not going to buy an armoir while standing on the subway.

Service to the change they seek to make. Willing to tell a story that resonates with a group that they care enough to serve. There could be an overlap. It’s possible that it’s the way you feel right this minute, but it might not be. The version of you on offer might run many layers deep, but it can’t possibly be all of you, all the time.

Faced with an infinite number of choices, many people pick the market leader.

Don’t fall in love with a tactic and defend it forever. Instead, decide once and for all whether you’re in a market or not. And if you are, get through that Dip.

The market wants to see you persist. It demands a signal from you that you’re serious, powerful, accepted, and safe.

Marketing, more than a lake or a forest, is the landscape of our modern lives.

the best ideas require significant change. They fly in the face of the status quo, and inertia is a powerful force.

Marketers make things better by making change happen.

effective marketing now relies on empathy and service.

The way we make things better is by caring enough about those we serve to imagine the story that they need to hear.

Marketers make change happen: for the smallest viable market, and by delivering anticipated, personal, and relevant messages that people actually want to get.

Instead of being scientists, the best marketers are artists.

The essence of political change is almost always cultural change, and the culture changes horizontally. Person to person. Us to us.

The relentless act of invention and innovation and initiative is the best marketing asset.

Deep change is difficult, and worth it

They’re building an asset that has nothing to do with brand and everything to do with their relationship with you.

Because frequency is free in an online permission program, and much more effective offline, the marketer has the luxury of riding the impact curve up without a matching cost curve.

Permission Marketing is the tool that unlocks the power of the Internet.

The biggest secret of the Internet is that it is inherently a direct marketing medium. In fact, the Internet is the greatest direct marketing medium of all time.

You can create dozens or even hundreds of paths for an individual to follow from the first contact until the highest level of permission is granted.

In other words, they believe it’s wiser to focus more on increasing sales to a smaller percentage of your existing customers than to find new ones.

As Seth Godin once said, “the best way to learn marketing is to do it”.

By being customer-focused instead of retail-focused, or factory-focused, a manufacturer or merchant can widely increase its offerings, thus increasing share of wallet.

Starting means you’re going to finish. If it doesn’t ship, you’ve failed. You haven’t poked the box if the box doesn’t realize it’s been poked. To merely start without finishing is just boasting, or stalling, or a waste of time. I have no patience at all for people who believe they are doing their best work but are hiding it from the market. If you don’t ship, you actually haven’t started anything at all. At some point, your work has to intersect with the market. At some point, you need feedback as to whether or not it worked. Otherwise, it’s merely a hobby.

Why is Nigerian spam so sloppy? If you’ve gotten an email from a prince offering to split millions of dollars with you, you may have noticed all the misspellings and other telltale clues that it can’t possibly be real.

Consumers with otaku are the sneezers you seek. They’re the ones who will take the time to learn about your product, take the risk to try your product, and take their friends’ time to tell them about it. The flash of insight is that some markets have more otaku-stricken consumers than others. The task of the remarkable marketer is to identify these markets and focus on them to the exclusion of lesser markets – regardless of relative size.

The hard work and big money you used to spend on frequent purchases of print and TV advertising now move to repeated engineering expenses and product failures. If anything, marketing is more time-consuming and expensive than it used to be. You’re just spending the money earlier in the process (and repeating the process more often). This is worth highlighting: The Purple Cow is not a cheap shortcut. It is, however, your best (perhaps only) strategy for growth.

At that moment, a suite of marketing messages must begin to be applied. The goal is to teach, cajole, and encourage this stranger to become a friend. And once she becomes a friend, to apply enough focused marketing to create a customer.

Marketing guru Jay Levinson figures you have to run an ad twenty-seven times against one individual before it has its desired impact. Why? Because only one out of nine ads is seen, and you’ve got to see it at least three times before it sinks in.

In the linchpin economy, the winners are once again the artists who give gifts. Giving a gift makes you indispensable. Inventing a gift, creating art—that is what the market seeks out, and the givers are the ones who earn our respect and attention.

Are you overinvesting (really significantly overinvesting) time and money so that you have a much greater chance of dominating a market? And if you don’t have enough time and money, do you have the guts to pick a different, smaller market to conquer?

Multiply that scenario by one hundred or one thousand books a year. Using permission, Amazon can fundamentally reconfigure the entire book industry, disintermediating and combining every step of the chain until there are only two: the writer and Amazon.

Everyone always acts in accordance with their internal narratives. You can’t get someone to do something that they don’t want to do, and most of the time, what people want to do is take action (or not take action) that reinforces their internal narratives.

Poke the box How do computer programmers learn their art? Is there a step-by-step process that guarantees you’ll get good? All great programmers learn the same way. They poke the box. They code something and see what the computer does. They change it and see what the computer does. They repeat the process again and again until they figure out how the box works. The box might be a computer or it might be a market or it might be a customer or it might be your boss. It’s a puzzle, one that can be solved in only one way—by poking.

Before a marketer can build trust, it must breed familiarity. But there’s no familiarity without awareness. And awareness—the science of letting people know you exist and getting them to understand your message—can’t happen effectively in today’s environment without advertising.

Ralph Lauren generates a huge portion of its sales from seconds and job lots sold at the many Polo factory stores around the country. There are so many of these stores (and the demand is so high) that many of the items sold aren’t seconds at all. They’re designed and produced for the factory stores. People tell themselves a story about finding a bargain, they build up the expectation by driving thirty miles out of their way (while on vacation, no less) and then are delighted to spend $40 for a $400 jacket that was never intended to be sold for $400 and probably cost $4 to make.

Being needed is incredibly satisfying, and helping others can be deeply fulfilling. Focusing on our own goals to the exclusion of others, especially the causes and the people we value the most, can feel downright selfish and self-centered. But it doesn’t have to. Master marketer Seth Godin says, “You can say no with respect, you can say no promptly, and you can say no with a lead to someone who might say yes. But just saying yes because you can’t bear the short-term pain of saying no is not going to help you do the work.” Godin gets it. You can keep your yes and say no in a way that works for you and for others.

What we want, what we need, what we must have are indispensable human beings. We need original thinkers, provocateurs, and people who care. We need marketers who can lead, salespeople able to risk making a human connection, passionate change makers willing to be shunned if it is necessary for them to make a point. Every organization needs a linchpin, the one person who can bring it together and make a difference. Some organizations haven't realized this yet, or haven't articulated it, but we need artists. Artists are people with a genius for finding a new answer, a new connection, or a new way of getting things done. That would be you.

Selling ice cream on the beach in the summer is easy. Raising people’s expectations, engaging in their hopes and dreams, helping them see further—that’s the difficult work we signed up for. From now on, your customers know more than you do about your competitors. And so your commodity work, no matter how much effort you put into it, is not enough.

Direct marketers, of course, realize that measurement is the key to success. Figure out what works, and do it more! Mass marketers have always resisted this temptation. When my old company approached the head of one of the largest magazine publishers in the world and pitched a technology that would allow advertisers to track who saw their ads and responded to them, he was aghast. He realized that this sort of data could kill his business. He knew that his clients didn’t want the data because then their jobs would get a lot more complex. Measurement means admitting what’s broken so you can fix it. Mass-media advertising, whether it’s on TV or in print, is all about emotion and craft, not about fixing mistakes. One reason the Internet ad boomlet faded so fast is that it forced advertisers to measure – and to admit what was going wrong.

Interruption Marketing was easy. Build a few ads, run them everywhere. Interruption Marketing was scalable. If you need more sales, buy more ads. Interruption Marketing was predictable. With experience, a mass marketer could tell how many dollars in revenue one more dollar in ad spending would generate. Interruption Marketing fit the command and control bias of big companies. It was totally controlled by the advertiser, with no weird side effects.

You’re either remarkable or invisible,” says Seth Godin in his 2002 bestseller, Purple Cow.1 As he elaborated in a Fast Company manifesto he published on the subject: “The world is full of boring stuff—brown cows—which is why so few people pay attention…. A purple cow… now that would stand out. Remarkable marketing is the art of building things worth noticing.”2 When Giles read Godin’s book, he had an epiphany: For his mission to build a sustainable career, it had to produce purple cows, the type of remarkable projects that compel people to spread the word. But this left him with a second question: In the world of computer programming, where does one launch remarkable projects? He found his second answer in a 2005 career guide with a quirky title: My Job Went to India: 52 Ways to Save Your Job.3 The book was written by Chad Fowler, a well-known Ruby programmer who also dabbles in career advice for software developers.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

If the New Marketing can be characterized by just one idea, it's this: Ideas that spread through groups of people are far more powerful than ideas delivered at an individual. Social change, education, new-product launches, religious movements... it doesn't matter, the story is the same. Movements are at the heart of change and growth. A movement - an idea that spreads with passion through a community and leads to change - is far more powerful than any advertisement ever could be. As you consider what to do next, you're faced with a difficult choice. It's difficult because it represents giving up something you may be quite comfortable with, and it's difficult because it requires an all-or-nothing commitment.

10. What books would you recommend to an aspiring entrepreneur? Some quick favorites: The 22 Immutable Laws of Marketing: Violate Them at Your Own Risk! by Al Ries and Jack Trout The 48 Laws of Power by Robert Greene The 33 Strategies of War by Robert Greene Antifragile: Things That Gain from Disorder by Nassim Nicholas Taleb The Fish That Ate the Whale: The Life and Times of America’s Banana King by Rich Cohen Wikinomics: How Mass Collaboration Changes Everything by Don Tapscott and Anthony D. Williams Contagious: Why Things Catch On by Jonah Berger The Pirate’s Dilemma: How Youth Culture Is Reinventing Capitalism by Matt Mason Rules for Radicals: A Pragmatic Primer for Realistic Radicals by Saul D. Alinsky The New New Thing: A Silicon Valley Story by Michael Lewis Here Comes Everybody: The Power of Organizing Without Organizations by Clay Shirky Purple Cow: Transform Your Business by Being Remarkable by Seth Godin Eleven Rings: The Soul of Success by Phil Jackson and Hugh Delehanty Billion Dollar Lessons: What You Can Learn from the Most Inexcusable Business Failures of the Last 25 Years by Paul B. Carroll and Chunka Mui Gonzo Marketing: Winning Through Worst Practices by Christopher Locke