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WWW SETH'S BLOG

SETH'S BOOKS

Seth Godin has written 12 bestsellers that have been translated into 33 languages

The complete list of online retailers

Bonus stuff!

or click on a title below to see the list

all.marketers.tell.stories

All Marketers Tell Stories

Seth's most important book about the art of marketing

ONLINE:

IN STORES:

free.prize.inside

Free Prize Inside

The practical sequel to Purple Cow

ONLINE:

IN STORES:

linchpin

Linchpin

An instant bestseller, the book that brings all of Seth's ideas together.

ONLINE:

IN STORES:

meatball.sundae

Meatball Sundae

Why the internet works (and doesn't) for your business. And vice versa.

ONLINE:

IN STORES:

permission.marketing

Permission Marketing

The classic Named "Best Business Book" by Fortune.

ONLINE:

IN STORES:

poke.the.box

Poke The Box

The latest book, Poke The Box is a call to action about the initiative you're taking - in your job or in your life, and Seth once again breaks the traditional publishing model by releasing it through The Domino Project.

ONLINE:

IN STORES:

purple.cow

Purple Cow

The worldwide bestseller. Essential reading about remarkable products and services.

ONLINE:

IN STORES:

small.is.the.new.big

Small is the New Big

A long book filled with short pieces from Fast Company and the blog. Guaranteed to make you think.

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IN STORES:

survival.is.not.enough

Survival is Not Enough

Seth's worst seller and personal favorite. Change. How it works (and doesn't).

ONLINE:

IN STORES:

the.big.moo

The Big Moo

All for charity. Includes original work from Malcolm Gladwell, Tom Peters and Promise Phelon.

ONLINE:

IN STORES:

the.big.red.fez

The Big Red Fez

Top 5 Amazon ebestseller for a year. All about web sites that work.

ONLINE:

IN STORES:

the.dip

The Dip

A short book about quitting and being the best in the world. It's about life, not just marketing.

ONLINE:

IN STORES:

the.icarus.deception

The Icarus Deception

Seth's most personal book, a look at the end of the industrial economy and what happens next.

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IN STORES:

tribes

Tribes

"Book of the year," a perennial bestseller about leading, connecting and creating movements.

ONLINE:

IN STORES:

unleashing.the.ideavirus

Unleashing the Ideavirus

More than 3,000,000 copies downloaded, perhaps the most important book to read about creating ideas that spread.

ONLINE:

IN STORES:

v.is.for.vulnerable

V Is For Vulnerable

A short, illustrated, kids-like book that takes the last chapter of Icarus and turns it into something worth sharing.

ONLINE:

IN STORES:

we.are.all.weird

We Are All Weird

The end of mass and how you can succeed by delighting a niche.

ONLINE:

IN STORES:

whatcha.gonna.do.with.that.duck

Whatcha Gonna Do With That Duck?

The sequel to Small is the New Big. More than 600 pages of the best of Seth's blog.

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IN STORES:


THE DIP BLOG by Seth Godin




All Marketers Are Liars Blog




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Member since 08/2003

Two purposes of user feedback

What's a customer worth?

A customer at the local supermarket or at the corner Fedex Print shop might spend $10,000 or even $25,000 over the course of a few years. That's why marketers are so willing to spend so much time and money on coupons, promos and ads getting people to start doing business with us.

But what happens when it goes wrong? What if a service slip or a policy choice threatens that long-term relationship?

If you know what's broken, you can fix it for all the customers that follow. It seems obvious, but you want to hear what customers have to say. After all, if people in charge realize what's not working, the thinking is that they might want to change it.

At the same time, a critical but often overlooked benefit of open customer communication is that individuals want to be heard. Your disgruntled customer doesn't want to hear you to make excuses, and possibly doesn't even want you to fix yesterday's problem (probably too late for that), but she does want to know that you know, that you care, and that it's not going to happen again. Merely listening, really listening, might be enough.

Big organizations (and smaller, unenlightened ones) grab onto the data benefit and tend to ignore the "listening" one. Worse still, in their desire to isolate themselves from customers, they industralize and mechanize the process of gathering data (in the name of scale) and squeeze all the juiciness out of it.

If you live in the US, you might try calling 800-398-0242. That's the number Fedex Print lists on all their receipts, hoping for customer feedback. It's hard to imagine a happy customer working her way through all of these menus and buttons and clicks, and harder still to imagine an annoyed customer being happy to do all of this data processing for them.

The alternative is pretty simple: if you're about to lose a $10,000 customer, put the cell phone number of the regional manager on the receipt. That's what you and I would do if we owned the place, wouldn't we?

Answer the phone and listen. It's an essay test, not multiple choice.

When in doubt, be human.

None of this makes sense

Your own personal media company, the focus on building individual skills, the networks that we're all part of...

It makes no sense that we're busy spending our 'work' time weaving together audience, passion and new competencies.

Unless.

Unless we also acknowledge that the old method of productivity, of being a good employee by obediently doing what you are told, is obsolete.

Our job is to figure out what's next and to bring the ideas and resources to the table to make it happen. Otherwise, all of this (this blog, your online activity, the courses you take) is nothing but a worthless distraction.

We've created a huge web of inputs and levels and skills and distractions. It's thrilling to see people doing something with it. Go.

A simple way to look at effective advertising in a digital age

Would you miss it if it weren't there?

Vogue magazine regularly runs more than 600 pages in length. And that's fine, because it's worth more with the ads than without them.

On the other hand, if the ads disappeared from Twitter, would the service be better or worse?

Media companies of the future will be built on ads we want to see, ads we'd miss if they were gone.

[And yes, I mean your fundraising newsletter and your Facebook updates, and I mean the announcements on the speaker at the airport and the robocalls too.]

Symptoms and diseases

A fever is a symptom. There's an underlying disease that causes it. Giving you a fever (sitting in a sauna) doesn't make you sick, and getting rid of the fever (in a cold bath, for example) doesn't always get rid of the illness. 

The New York Times bestseller list used to be a symptom, the symptom that a book was really popular. Now, it’s so easy to game and fake that some people have confused themselves into thinking that being on the list can actually cause your book to be popular.

It’s easy to be fooled into paying a lot to hire a salesperson who is leaving a fast-growing company. After all, it seems like hot-shot gifted salespeople are often the cause of a company growing fast. In fact, we often see that a fast-growing company seems to produce hot-shot salespeople (or programmers or whatever).

Does the really buzzy launch party make the movie good, or does a good movie get a better party?

Sometimes cause and effect can be flipped (enthusiastic people can become happy, or happy people become enthusiastic) but it’s often worth keeping track of which part of the process you’re trying to invest in and which part you're working to create.

Spending time and money gaming symptoms and effects is common and urgent, but it's often true that you'd be better off focusing on the disease (the cause) instead.

Feeling the heat

When things get dicey, we notice that some people are feeling the heat. Others are just fine, doing their work, unfazed by the situation.

The thing is, it's not the heat that's actually the issue. It's the feeling.

How we process what's happening is up to us, isn't it?

Smaller and smaller

For a long time, Australians thought of themselves as living on the edge of the Earth, a long haul from markets, from industries and from colleagues.

Today, of course, Australia is precisely in the middle.

Australia_upside_down_map_-_Google_Search

That's because the world keeps getting smaller and ideas and connection are the currencies that matter, not atoms or molecules.

Consider this new campaign for really comfortable handmade shoes from Lahore. Lahore as in Pakistan. Handmade leather shoes are a click away, regardless of where they were made, but you might choose these. 

There will always be two ends of the market. There's the race to the bottom, based on efficiency at all costs, that says, "we have what they have, but cheaper." The problem with the race to the bottom is that you might win.

The other end is for items that we want, regardless of how far away they come from, because the ideas they embody are worth seeking out.

If you're in the idea business, it doesn't matter where you're from. It matters if we care about the change you're making.

But the Beatles were out of tune

The pedant (that's what we call someone who is pedantic, a picker of nits, eager to find the little thing that's wrong or out of place) is afraid.

He's afraid and he's projecting his fear on you, the person who did something, who shipped something, who stood up and said, "here, I made this."

Without a doubt, when the Beatles played Shea Stadium, Paul was a little out of tune. Without a doubt, the Gettysburg Address had one or two word choice issues. Without a doubt, that restaurant down the street isn't perfect.

That's okay. They made something. 

Sure, make it better, by all means put in the time to bring us your best work. But no, of course not, no, the pedant is not our audience, nor is he making as much of a difference as he would like to believe.

News for those to seek to make something: Shopify has run a build-a-business competition every year, and I was lucky enough to be involved a few years ago. Next year, Sir Richard Branson and a few other mentors are going to be offering advice and coaching to the winners on his island (!) for a week. I wanted to let you know that I'll be making a surprise appearance (as a benefit for Acumen), running a special seminar for the winners there next September. Check it out--looking forward to seeing what you build.

Producers and consumers

In the short run, it's more fun to be a consumer. It sure seems like consumers have power. The customer is always right, of course. The consumer can walk away and shop somewhere else.

In the long run, though, the smart producer wins, because the consumer comes to forget how to produce. As producers consolidate (and they often do) they are the ones who ultimately set the agenda.

Producers do best when they serve the market, but they also have the power to lead the market.

The more you produce and the more needs you meet, the more freedom you earn.

What everyone reads

Everyone used to read the morning paper because everyone did. Everyone like us, anyway. The people in our group, the informed ones. We all read the same paper.

Everyone used to read the selection of the book of the month club, because everyone did.

And everyone used to watch the same TV shows too. It was part of being not only informed, but in sync.

Today, of course, that's awfully unlikely. Only 1 or 2 percent of the population watch the typical 'hit' show on cable. Of course, it's entirely possible that everyone in your circle, the circle you wish to be respected by, is watching the same thing, but that circle keeps getting smaller, doesn't it?

And when 'everyone' isn't part of the picture any more, when the long tail is truly the only tail, plenty of people stop trying. They stop reading difficult books or watching less-than-thrilling video, and they don't push themselves to do the hard stuff, because, really, why bother?

Society without a cultural, intellectual core feels awfully different than the society that we're walking away from.

What are you seeking at work?

Some people want safety and respect. They want to know what the work rules are, they want a guarantee that the effort required is both predictable and rewarded. They seek an environment where they won't feel pushed around, surprised or taken advantage of.

Other people want challenge and autonomy. They want the opportunity to grow and to delight or inspire the people around them. They seek both organizational and personal challenges, and they like to solve interesting problems.

Without a doubt, there's an overlap here, but if you find that your approach to the people around you isn't resonating, it might because you're giving your people precisely what they don't want.