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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.

ONLINE:

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.

ONLINE:

IN STORES:


THE DIP BLOG by Seth Godin




All Marketers Are Liars Blog




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Member since 08/2003

Marketing to the organization

If you can't persuade your peers and your boss, then your project is never going to have a chance. I've learned this the hard way.

Here are some of the principles of marketing that impact how you can get the organization to understand and to take action, because, as in all marketing, perception matters:

Permission: Do you have the privilege of delivering anticipated, personal and relevant messages about your project to the people you work with? Would they miss your updates and your insights if you didn't send them? How do you earn the ability to be heard?

Ideavirus: Do your ideas spread within the organization? Do people talk about your projects when you're not the one initiating the conversation, when you're not in the room?

Your story: Not the facts of your project or initiative, but the story of it... does it resonate with the worldview of the organization and the people who work there? If you're busy talking profit and they're busy listening for impact (or vice versa), how does that mismatch effect your ability to make change? (A key story element often overlooked by the internal storyteller: risk).

Remarkable: Are you creating work that demands to be talked about?

Tribes: Who's on your team--not because they report to you, but because you're in sync? Are you leading people who want to be led, helping parts of the organization move in a direction that feels right to them?

Idea diffusion: Are you bringing the boldest ideas to the early adopters, and socializing them gradually as they move through the organization to the majority?

Many of the books I've written (along with other post-advertising marketing books) address the idea of changing the status quo without interrupting strangers with ads. It's as important to do this inside your organization as outside.

Part of the job of the CEO or leader is to create an organization where good ideas are easy to market internally.

Internal marketing starts with this: do it intentionally, as intentionally as you would market your project outside the organization. Every memo, email and presentation you do inside is a marketing effort, and it should be treated that way.

Not all who are lost, wander

Going faster doesn't make you less lost. It's okay to ask for directions. 

(Knowing you're lost is half the battle.)

Pain and money and b2b selling

When you sell to someone at a business, it's worth remembering that the pain their problem is causing belongs to them, while the money they have to spend, doesn't.

Any time you can cure their pain in exchange for their boss's (or the shareholder's) money, that's a compelling offer.

The challenge is actually being able to cure the pain, because too often, when an organization moves forward, the fear of failure and the pain of change is worse than the problem they started with. Asserting it can be done is insufficient.

Do-able

Lean entrepreneurs can talk about the minimum viable product, but far more important is the maximum do-able project.

Given the resources you have (your assets, your time, your patience), what's the biggest thing it's quite likely you can pull off?

Our culture is organized around the people who get on base, who reliably keep their promises, who deliver. "Quite likely," is a comforting story indeed. [HT to Bernadette.]

Domino's could have offered five-minute pizza delivery, and sometimes, without a doubt, they could have pulled that off. But promising something they could do virtually every time earned them a spot on the speed dial of millions of phones.

Aiming too high is just as fearful a tactic as aiming too low. Before you promise to change the world, it makes sense to do the hard work of changing your neighborhood.

Do what you say, then do it again, even better.

We need your dreams, but we also need your deeds.

Taking names

Should you keep track of the people who say you're going to fail, who actively work against you, who troll your best work? Should you try to win over the haters and those that so cruelly root against you?

I wonder if it makes more sense to spend as much (or even more) time with the fans and supporters and sneezers who work so hard to help you succeed.

It seems to me that this is more productive, more fun and likely to make more change happen...

Yes, take names. Of the good guys.

What is a sale for? (48 hours)

When things go on sale, (while supplies last, our annual savings event, end-of-season markdowns) it is a combination of scarcity and abundance.

Abundance because there's more here for the person who takes action. More variety, more for your money.

And scarcity, because sales never last forever.

We can get a lot of mileage out of telling ourselves and our friends that we bought it on sale.

Sales are effective for two kinds of mindsets:

The person who is wired to enjoy the sport of the sale. You'll find people clipping grocery coupons who charge an hourly rate far higher than the money they're saving on coupons. They're not doing it for the money, necessarily, they're doing it because of how it makes them feel (like an active participant, like someone ahead of the pack). This person is attracted to the potential abundance of buying on sale.

And the person who was interested but had no real reason to take action. If what's on offer today is going to be on offer tomorrow, better to just wait. The scarcity that a sale creates means that the feeling of missing it, of being left out, is compelling enough that it's better to take action now than it is to wait.

It doesn't matter what the sale is ostensibly for. The sale is a signal, a chance to sit up and take notice and possibly take action.

[And today, in honor of the last day of the production of the Model T, as well as Harlan Ellison's birthday, two sales, each for just 48 hours, each limited to just 1,000 orders...]

40% off my freelance course via Udemy. Use code HarlanEllison.

40% off the party pack of my latest book, What To Do When It's  Your Turn, also use code HarlanEllison. The three-pack actually includes 5 books, meaning they are less than $9 a copy.

Degrees of freedom

Does a college degree confer the ability to choose, to open the door to find a way to matter?

Three years ago I gave this TEDx talk about the future of education.

And the students who graduated from college this month each have an average of $35,000 in debt. For many people, this debt is debilitating. Instead of opening doors, it slams them shut.

Talented teachers and passionate students are the victims of an industrialized educational system, one that cares a great deal about standardized tests and famous brand-name institutions.

It's time to ask why. And to keep asking why until we figure out what school is actually for.

The education system continues to head in one direction, but each day, more of those it proclaims it seeks to serve (students, parents, taxpayers) are realizing that the system ought to be doing something quite different. And differently.

The do over

Our culture places a huge premium on choosing the right answer, as if we're all on some sort of game show.

Much less credit is given to people brave enough to realize that they've made a mistake who go ahead and choose a new direction, a new strategy or a new set of tactics.

When we find ourselves in a deep hole, it's rarely because we encountered a single terrible glitch. Usually, it's the result of compounding, of doubling down on a worldview or a stand or a habit that just doesn't pay.

Given a choice between changing tactics based on data and staying on the road in the wrong direction, I think the best path is pretty clear. The hard part is figuring out what to tell the others. Do overs are possible, but they take guts.

We are all social entrepreneurs

It's tempting to reserve the new term 'social entrepreneurs' for that rare breed that builds a significant company organized around the idea of changing the culture for the better.

The problem with this term is that it lets everyone else off the hook. The prefix social implies that regular entrepreneurs have nothing to worry about, and that the goal of every un-prefixed organization and project (the 'regular kind') is to only make as much money as possible, as fast as possible.

But that's not how the world works.

Every project causes change to happen, and the change we make is social. The jobs we take on, the things we make, the side effects we cause—they're not side effects, they're merely effects. When we make change, we're responsible for the change we choose to make.

All of us, whichever job or project we choose to take on, do something to change the culture. That social impact, positive or negative is our choice.

It turns out that all of us are social entrepreneurs. It's just that some people are choosing to make a bigger (and better) impact than others.

It's a spectrum, not a label.

When you do work that matters, the crowd will call you a fool

If you do something remarkable, something new and something important, not everyone will understand it (at first). Your work is for someone, not everyone.

Unless you're surrounded only by someones, you will almost certainly encounter everyone. And when you do, they will jeer.

That's how you'll know you might be onto something.