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by
Seth Godin
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April 15 - June 2, 2019
It has to resonate with the listener, to tell them something they’ve been waiting to hear, something they’re open to believing. It has to invite them on a journey where a change might happen.
To make the chnge happen
Marketing is the generous act of helping someone solve a problem. Their problem.
I see like a person who is in some place with some need of information
Marketing is the generous act of helping others become who they seek to become. It involves creating honest stories—stories that resonate and spread. Marketers offer solutions, opportunities for humans to solve their problems and move forward.
for instance in my case making a brand that relies on developing apps that would improve a activity. That would be an altruistic brand
Marketing Changes People Through Stories, Connections, and Experience
I see this like a person who I know, who has the same goals, likes, comon objectives. And lastly will like the experiences that I had have
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.
Actually, what they want is how they’ll feel once they see how uncluttered everything is, when they put their stuff on the shelf that went on the wall, now that there’s a quarter-inch hole. But wait . . . They also want the satisfaction of knowing they did it themselves.
It makes me think that we need to perform a user persona sheet where we need to include hypothetical feelings or reaction a person could have, in order to test the corresponding culture engagement
“People don’t want to buy a quarter-inch drill bit. They want to feel safe and respected.” Bingo.
In essence, most marketers deliver the same feelings. We just do it in different ways, with different services, products, and stories. And we do it for different people in different moments.
Your promise is directly connected to the change you seek to make, and it’s addressed to the
Here we have that we need a commitment with our audience by providing the value and the way to make the change
people you seek to change.
We don’t care if they all look the same, but it would be really helpful if you had some way to group them together. Do they share a belief? A geography? A demographic, or, more likely, a psychographic?
buyer person, people who is part of our community
Like the dog owner who is choosing based on a hundred factors (but not taste), the people you seek to serve care about a range of inputs and emotions, not simply a contest for who’s the cheapest. Choose your extremes and you choose your market. And vice versa.
Instead, we can hope that people might voluntarily trade their attention. Trade it for something they need or want. Trade it because they’re genuinely interested. Trade it because they trust you to keep your promise.
Trade attention using our attention
This is the lock and the key. 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.
When the designer, the marketer, and the salesperson see these changes at work, they provide more value, because they can design with these issues in mind.
So by identifying some behavior changes marketers could create awesome engagement
People are waiting for you They just don’t know it yet. They’re waiting for the edge you will stake out, the one that they can imagine but don’t expect. They’re waiting for the connection you will offer. The ability to see and be seen. And they’re waiting for the tension of the possible, the ability to make things better.
Effective marketers don’t begin with a solution, with the thing that makes them more clever than everyone else. Instead, we begin with a group we seek to serve, a problem they seek to solve, and a change they seek to make.
When you know what you stand for, you don’t need to compete
The alternative is to find and build and earn your story, the arc of the change you seek to produce. This is a generative posture, one based on possibility, not scarcity.
Bernadette shares ten things that good stories do; if the story you’re telling yourself (and others) doesn’t do these things for you, you might need to dig deeper and find a better story, one that’s more true and more effective. Good stories: Connect us to our purpose and vision for our career or business. Allow us to celebrate our strengths by remembering how we got from there to here. Deepen our understanding of our unique value and what differentiates us in the marketplace. Reinforce our core values. Help us to act in alignment and make value-based decisions. Encourage us to respond to
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He built something better, and he let the core audience not only spread the word but do the thing that an outsider might have thought of as work.
humm...so we can find value by letting people get status like on this case. Programmers reinforce their knowledge and get status by answering questions
The goal isn’t to personalize the work. It’s to make it personal.
We sell feelings, status, and connection, not tasks or stuff.
The first is that people confuse wants and needs. What we need is air, water, health, and a roof over our heads. Pretty much everything else is a want. And if we’re privileged enough, we decide that those other things we want are actually needs.
The second is that people are intimately aware of their wants (which they think of as needs) but they are absolutely terrible at inventing new ways to address those wants. They often prefer to use a familiar solution to satisfy their wants, even if it’s not working very well. When it comes time to innovate, they get stuck.
The third is mistakenly believing that everyone wants the same thing. In fact, we don’t. The early adopters want things that are new; the laggards want things to never change. One part ...
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Find the people worth serving, and then find a change worth making.
Always be seeking, connecting, solving, asserting, believing, seeing, and yes, testing. The other way to read this is: always be wrong. Well, not always. Sometimes you’ll be right. But most of the time, you’ll be wrong. That’s okay.
We’ve gone from all of us being everyone to all of us being no one. But that’s okay, because the long tail of culture and the media and change doesn’t need everyone any longer. It’s happy with enough.
Produce tension and let the people have status by answer your calling
The dominant narrative, the market share leader, the policies and procedures that rule the day—they all exist for a reason. They’re good at resisting efforts by insurgents like you. If all it took to upend the status quo was the truth, we would have changed a long time ago. If all we were waiting for was a better idea, a simpler solution, or a more efficient procedure, we would have shifted away from the status quo a year or a decade or a century ago. The status quo doesn’t shift because you’re right. It shifts because the culture changes. And the engine of culture is status.
A brand is a shorthand for the customer’s expectations. What promise do they think you’re making? What do they expect when they buy from you or meet with you or hire you? That promise is your brand.
Good marketers have the humility to understand that you shouldn’t waste a minute (not of your time or of their time) on anyone who isn’t on the left part of the curve.
It’s the neophiliacs, the folks with a problem that you can solve right now (novelty and tension and the endless search for better), that you can begin with.
When you ask, “Who’s it for?” the answer needs to be, “The kind of customers who are going to show up for us in a way that lets us keep going.” You’ll serve many people. You’ll profit from a few. The whales pay for the minnows. It can work out. But in order to do your best work, you’ll need to seek out and delight the few. And in return, you’ll be rewarded with a cadre of loyal customers who will buy in for all of it.
If you tell your competition your tactics, they’ll steal them and it will cost you. But if you tell them your strategy, it won’t matter. Because they don’t have the guts or the persistence to turn your strategy into their strategy. Your goal is the change you seek to make in the world. It could be the self-focused goal of earning money, but it’s more likely to be the change you seek to make in those you serve. The goal is your shining light, the unwavering destination of your work. Your strategy is the long-lasting way you’re investing in reaching that goal. Your strategy sits above the
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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. And then, with this knowledge, overdo your brand marketing. Every slice of every interaction ought to reflect the whole. Every time we see any of you, we ought to be able to make a smart guess about all of you.
There are obvious evolutionary reasons we’re optimized for this. We have to prune memories relentlessly, and the easiest memories to prune are the ones that are random noise.
Who’s it for, what’s it for, and how is status changed? What will I tell the others?
the best possible spot, surrounded by insecure, high-status young people, with fast internet connections, plenty of spare time, and an insatiable desire to be seen, to connect, and to move up in some invisible hierarchy.
