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.

We drink the can, not the beverage.

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

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.

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.

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

All marketers are storytellers. Only the losers are liars.

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

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

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.

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

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.

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

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.

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.

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

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

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

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.

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

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

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.

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)

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

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

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.

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.

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

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

Organize your project, your life, and your organization around the minimum. What’s the smallest market you can survive on?

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

Your story is a symphony, not a note.

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

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.

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

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

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

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

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

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.

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

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.

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.

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.

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.

Make it easy to believe.

Seth Godin, in his 2005 book, All Marketers Are Liars, wrote that “all marketing is about telling stories . . . painting pictures that they (customers) choose to believe.”8

Everything happens for a reason, doesn’t it? Even if you don’t consciously agree with that statement, your brain sure does.

We vote for a presidential candidate without saying, “Why not run the country for a month and then we’ll see . .

You need editors, not brand managers,who will push the envelope to make [a brand media property] go forward.

In creating an ideavirus, the advertiser creates an environment in which the idea can replicate and spread. It’s the virus that does the work, not the marketer.

the magic was in the guts it took to carefully curate the customers. Choose the people you serve, choose your future.

Low price is the last refuge of a marketer who has run out of generous ideas.

The best marketers are farmers, not hunters. Plant, tend, plow, fertilize, weed, repeat. Let someone else race around after shiny objects.

the new form of marketing is leadership, and leadership is about building and connecting tribes of like-minded people.

Deep change is difficult, and worth it

People do not buy goods and services. They buy relations, stories, and magic.” – Seth Godin

Sonder is defined as that moment when you realize that everyone around you has an internal life as rich and as conflicted as yours.

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.

Strangers Friends Customers Loyal Customers Former Customers

marketers have turned advertising into an interactive process. Using relationships and frequency and permission,

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.

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.

It’s hard for me to imagine how a $50 million marketing campaign is ever appropriate for any business to launch an ideavirus. If you need to interrupt that many people, you’re doing something wrong.

in virtually every industry the most trusted brand is also the most profitable. Frequency led to awareness, awareness to familiarity, and familiarity to trust. And trust, almost without exception, leads to profit.

When we recognize the fraud for what it is, we feel incredibly stupid. Something more than our bank accounts is damaged—our egos are damaged. As a result, it’s almost impossible for the marketer to regain our trust.

A factory demands a compliant workforce in order to succeed. And so we’ve organized around this idea of compliance in all things—in school, in the foods we eat, in the way we respond to marketing. And it’s a dead end.

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.

These are all commodity-focused issues. The old conceit of a retailer was that if you offered the right products at a fair price in a convenient location, you’d do fine if you watched your expenses. Today, the issues are totally different.

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.

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.

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.

Key fact: in 2003 pharmaceutical companies spent more on marketing and sales than they did on research and development. When it comes time to invest, it’s pretty clear that spreading the ideas behind the medicine is more important than inventing the medicine itself.

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.

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.

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.

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.

Let’s start with their slogan, “Fair and Balanced.” While one could argue whether their news is fair and balanced, the slogan itself is brilliant. It flatters the audience, reminds them that they are not a tiny minority and reinforces a message that their worldview is valid and appropriate. “News for Conservatives” is precisely the wrong message. Subtlety makes the story work. By acting as though they represent the majority opinion, they frame their story in a way that this audience understands.

What if there were no longer only two sides? Not just capital versus labor, but a third team, one that straddled elements of both? I think there’s a huge opportunity for a third kind of participant, a linchpin, and now there is an opportunity to change all the rules that we’ve lived with all our lives. There is a shortage of this third kind of worker, and that shortage means that the market needs you desperately. The con game is ending, at least for people passionate enough to do something about it.

If you hesitate to market your offering properly, it's not that you're being shy. It's not that you're being circumspect. It's that you're stealing, because there's some one who needs to learn from you, engage with you, or buy from you. Someone will benefit from your if you get out of your way and market it. There's a student who's ready to sign up. There's somebody who wants a guide, who wants to go somewhere. If you hesitate to extend yourself with empathy, to hear from them, you're letting us down.

This is like the Six Sigma approach to quality. Six Sigma refers to the quest for continuous improvement, ultimately leading to 3.4 defects per million units. The problem is that once you’re heading down this road, there’s no room left for amazing improvements and remarkable innovations. Either you rolled ten strikes or you didn’t. Organizations that earn dramatic success always do it in markets where asymptotes don’t exist, or where they can be shattered. If you could figure out how to bowl 320, that would be amazing. Until that happens, pick a different sport if you want to be a linchpin.

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.

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.

Degrees of Freedom This is important. One of the easy things about riding the train is that there aren’t many choices. The track goes where the track goes. Sure, sometimes there are junctions and various routes, but generally speaking, there are only two choices—go or don’t go. Driving is a little more complicated. In a car you can choose from literally millions of destinations. Organizations are far more complex. There are essentially an infinite number of choices, endless degrees of freedom. Your marketing can be free or expensive, online or offline, funny or sad. It can be truthful, emotional, boring, or bland. In fact, every marketing campaign ever done has been at least a little different from every other one. The same choices exist in even greater number when you look at the microdecisions that go on every day. Should you go to a meeting or not? Shake hands with each person or just start? Order in fancy food for your guests or go for a walk together because the weather is sunny. . . . In the face of an infinite sea of choices, it’s natural to put blinders on, to ask for a map, to beg for instructions, or failing that, to do exactly what you did last time, even if it didn’t work. Linchpins are able to embrace the lack of structure and find a new path, one that works.

Seth Godin, author of more than a dozen bestsellers, including Purple Cow and Permission Marketing, understands the importance of frequency and consistency in a book marketing and public relations campaign. He practices these through following these seven steps: Permission marketing. This is a process by which marketers ask permission before sending ads to prospects. Godin pioneered the practice in 1995 with the founding of Yoyodyne, the Web’s first direct mail and promotions company (it used contests, online games, and scavenger hunts to market companies to participating users). He sold it to Yahoo! three years later. Editorial content. Godin was a long-time contributing editor to the popular Fast Company magazine. Blogging. Seth's Blog is one of the most-frequented blogs. Public speaking. Successful Meetings magazine named Godin one of the top 21 speakers of the 21st century. Words used to describe his lectures include "visual," "personal," and "dynamic." Community-building. His latest company, Squidoo.com, ranked among the top 125 sites in the U.S. (by traffic) by Quantcast, allows people to build a page about any topic that inspires them. The site raises money for charity and pays royalties to its million-plus members. E-books. Godin took a step to publish all his books electronically, then worked with Amazon on his own imprint, Domino, which published 12 books. Recently, Godin ended that project – since as he said in a blog, it was a "project" and he is always looking for more and different opportunities. Continuous improvement. Godin is always on the lookout for more ideas, more business opportunities and more engagement with his community.