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

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all.marketers.tell.stories

All Marketers Tell Stories

Seth's most important book about the art of marketing

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Free Prize Inside

The practical sequel to Purple Cow

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linchpin

Linchpin

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

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meatball.sundae

Meatball Sundae

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

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Permission Marketing

The classic Named "Best Business Book" by Fortune.

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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.

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purple.cow

Purple Cow

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

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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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survival.is.not.enough

Survival is Not Enough

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

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the.big.moo

The Big Moo

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

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the.big.red.fez

The Big Red Fez

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

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the.dip

The Dip

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

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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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Tribes

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

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Unleashing the Ideavirus

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

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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.

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we.are.all.weird

We Are All Weird

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

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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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THE DIP BLOG by Seth Godin




All Marketers Are Liars Blog




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« The doormat, the jerk and the lizard brain | Main | Why are you apologizing? »

Once in a lifetime

This is perhaps the greatest marketing strategy struggle of our time:

Should your product or service be very good, meet spec and be beyond reproach or...

    should it be a remarkable, memorable, over the top, a tell-your-friends event?

The answer isn't obvious, and many organizations are really conflicted about this.

Delta Airlines isn't trying to make your day. They're trying to get you from Atlanta to Salt Lake City, close to on time, less expensive the other guy and hopefully without hassle. That's a win for them.

On the other hand, when I was growing up, we used to stop in a diner in Deposit, New York to break up the long drive from Buffalo to New York City. This diner had a really engaged staff and always one practical joke or another subtly present. (I still remember the little notice on the bulletin board once, "Henway for sale, $45. Ask cashier.") It was enough reason to drive three miles out of our way, a few times a year. My guess is that a busy traveler wouldn't be happy with the extra six minutes it took to eat there.

Most of the consumer businesses (restaurants, services, etc.) and virtually all of the business to business ventures I encounter shoot for the first (meeting spec). They define spec and they work to achieve it. A few, from event organizers to investment advisors, work every single day to create over-the-top remarkable experiences. It's a lot of work, and it requires passion.

If you ran a spa at a ski resort, which would you shoot for?

Most of the people who come aren't regulars, and most of them just want a massage, a good one, one that makes the trip a little special. I don't think most people coming by expect anything more than that.

On the other hand, you could invest in staff and training and services that would be so connected to each other and the guests, so willing to engage and to change people that it might become the sort of transcendent experience that people talk about for months.

But you can't do both at the same time. That customer who came for the on-spec service isn't going to be happy with the over the top hoopla. And so you try to compromise and do both, to please everyone. Sorry, but you can't.

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