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Twitter: @thisissethsblog





Seth Godin has written 18 bestsellers that have been translated into 35 languages

The complete list of online retailers

Bonus stuff!

or click on a title below to see the list


All Marketers Tell Stories

Seth's most important book about the art of marketing




Free Prize Inside

The practical sequel to Purple Cow





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




Meatball Sundae

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



Permission Marketing

The classic Named "Best Business Book" by Fortune.



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.




Purple Cow

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



Small is the New Big

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



Survival is Not Enough

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




The Big Moo

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



The Big Red Fez

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




The Dip

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




The Icarus Deception

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





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




Unleashing the Ideavirus

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



V Is For Vulnerable

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




We Are All Weird

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



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.



THE DIP BLOG by Seth Godin

All Marketers Are Liars Blog

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Member since 08/2003

« January 2005 | Main | March 2005 »

Special Super Bowl Post (Blink)

How is it that every single year, the NFL manages to hype the most boring football game of the year to everyone, even the national section of the New York Times?
At least Malcolm Gladwell figured out how to get in on it: Page 2 - Interview: Malcolm Gladwell.

The two best things about this interview are:
1. it sounds just like a conversation with Malcolm sounds. Which is a good thing.
2. he says the Bills are his team. I had no idea.

Thanks to Marc for the link.

Amazon and Coffee

Announcing Amazon Prime
Amazon just announced that you can pay $79 and get a year's worth of superfast shipping in exchange. For anyone buying more than a few items a month, it's a no brainer.

But this has nothing to do with saving money on shipping and everything to do with Amazon's innate understanding of human nature. Once you buy in, every single time you buy something from any other store (online or off) you'll say to yourself, "ouch, I can't buy this here. I'll be wasting the money I spent at Amazon."

I love the idea that you can pay a lump sum and get a discount going forward.

The Soy Luck Club, my favorite place in New York, just announced the breakfast club. Pay $40 or so and you get breakfast every day for a month. "Grab and go" it's called. If Vivian sells 100 memberships, it's a home run. With $4000, she can certainly buy a lot of whole wheat bagels and grapefruit, and she ends up creating a cadre of super loyal customers. Best of all, she starts finding products for her customers instead of finding customers for her products.

Imagine a new chain of cafes that offers a coffee club. For a flat fee, you get all the wifi and lattes you can handle. With the markup on both, the owner does great, and people would feel terrible every time they strayed.

They say to ignore sunk costs. People are terrible at that, though.

How does a company with SOUL respond to a mistake?

Carl Richards points to a letter from Boden about how one company deals with a mistake:

Link: TelosWorks: How does a company with SOUL respond to a mistake?.

Last chance for my seminar

My whiteboard seminar is 2/16/05. This is the only scheduled small seminar I've announced. There are just a few seats available.

You can find all the details by clicking this link: Seminars.

I hope you can make it. See you there.

I don't get it

Maybe I'm not supposed to.

Do they make lubricant for eyeglasses?



the Purple Hotel

Steve points me Tom's blog--about a (pun intended) Purple Hotel.  tompeters! leadership training development project management.

What do you do after you make a mistake?

Nice post by Wayne, thanks Red: Blog Business World - Marketing, Public Relations, Search Engine Optimization.

Great job (last part, for now)

A friend of mine is a world-class lawyer, with a great background in copyright, deal-making and intellectual property issues. She has a stellar resume and could get a cog-job in about two seconds. Except that she doesn't want to do that. She wants to work for a fast-growing neat organization with flexible hours. And she's willing to take a 60% pay cut to do so.

In the current system, there's no place for her (or for you, for that matter) to let the right person know that they ought to rethink the way they're allocating their payroll and their services budget and take advantage of this opportunity. This is ridiculous. There's no other similar expense in a corporation that is totally demand based. Companies don't say, "We're thinking of replacing our phone system, please let us know if there's some new technology that we don't know about" or "Our charity currently uses a traditional system to do fundraising but we're auditioning automated online systems, please send a properly formatted brochure..."

Well, if the single-most-important thing a business can do is hire amazing people, why shouldn't that
process be more flexible and be built around the people, not the slots?

At this point, I'm supposed to point you to some amazing web site that is people-centric, not job-centric, and talk about how smart bosses from around the globe are using it to scout for great people. How an eBay-like revolution is changing this huge marketplace. I can't, so I won't.

Sure, there are resume-driven sites. Wouldn't matter. The bosses aren't there. The culture hasn't shifted yet.

But it will.

Why not print this blog out, attach it to a letter (not a resume not a resume not a resume!!!) and send it off to the place that needs you? If two or three or ten people did it, it might not matter, but if thousands of people started auctioning off their skills in the way it ought to be done (recognizing that you, not the factory, is where the value is) it could become a movement.

Great job (part 2)

Well, if it's the jobs at little companies that we want, what's wrong with the current system?

In my experience, little companies are rarely so organized that they know just what slot to fill, what to call that slot and who to hire for that slot. In all the fast-growing companies I've encountered, a new job is just that... new. More often than not, companies bump into someone cool and find a job for them. Or, even more likely, they see someone really cool at ANOTHER company, wish they had that person and invent a job that they hope someone like that will fill.

Implicit in this reasoning is this: it's the  Purple Cow that will fill this job beautifully. Not some automaton who will follow orders, but someone remarkable who will ask great questions and make magical things happen.

So, if you were going to invent a system where remarkable, hard-to-classify people got hooked up with fast-growing organizations that could put those skills to work, would it look anything like the classified section of the New York Times?

I don't think so.

Are you looking for a great job? (part 1)

I've been thinking about the job-finding/person-finding paradox a lot lately, and it seems completely broken to me.

Consider a few facts:
1. The traditional way to get a job is to send a boring resume in response to as many posted jobs as you can afford. Your resume will be scanned, culled and if it doesn't stand out too much, a person might look at it.

Then you go for a job interview and try to be coglike in your malleability and desire to fit in. If random acts are working in your favor, you get the job.

2. Then, the big Fortune 1000 company that hired you complains that all their people act like cogs, don't care enough, aren't creative in solving problems and don't push the status quo.

3. Then, the big Fortune 1000 company realizes that as long as they've got interchangeable cogs, they ought to just move jobs offshore, cause that's cheaper


3.a. The company doesn't do that, succumbs to Wall Street pressure and either cheats (and gets caught and tanks) or doesn't cheat (and gets bought or folded and tanks).

Something's wrong here.

Let's start with one assumption that has changed in just a generation:

It turns out that 100% of all job growth is now coming from small (under 500 person) companies. In fact, the big companies are shedding jobs, not adding them.

That wasn't true for our parents. It's true for us.

Also true: more likely than not, the best jobs, the most interesting jobs and the most secure jobs happen in small organizations.

SO: first conclusion: fitting in to get a job for the big guy is a bad strategy for everyone.

Link: Monster Jobs - Get work. Network. Build a better career. Today's the day..

« January 2005 | Main | March 2005 »