marketing

  • Advertising is not a sledgehammer. It’s more like a light fog, a very light fog that envelops your prospects. In the communication jungle out there, the only hope to score big is to be selective, to concentrate on narrow targets, to practice segmentation. In a word, “positioning.” The mind, as a defense against the volume of today’s communications, screens and rejects much of the information offered it.

    In general, the mind accepts only that which matches prior knowledge or experience. Millions of dollars have been wasted trying to change minds with advertising. Once a mind is made up, it’s almost impossible to change it. Certainly not with a weak force like advertising. “Don’t confuse me with the facts, my mind’s made up.” That’s a way of life for most people.

    The average person will sit still when being told something which he or she knows nothing about. (Which is why “news” is an effective advertising approach.) But the average person cannot tolerate being told he or she is wrong. Mind-changing is the road to advertising disaster.

    — Positioning: The Battle for Your Mind by Al Ries, Jack Trout

  • Archetypal brands are classless, ageless, and regionless, and their deep meaning must be inviolate. That’s why it matters that the brand’s story (not just its advertising, but the whole myth or legend surrounding the brand) must be congruent with the brand’s core archetype.

    Brands are trusted to the degree that everything they do is consistent. Products seem right when everything about them is aligned with their informing archetype. This obviously includes the product’s logo, tag line, product design, packaging, and placement in stores, as well as the design of the story, the environment surrounding the sale of the product, and the look and story line of all promotional materials, including your Web site. They all should tell your story.

    — The Hero and the Outlaw: Building Extraordinary Brands Through the Power of Archetypes by Margaret Mark, Carol S. Pearson

  • It’s not an accident that some products catch on and some don’t. When an ideavirus occurs, it’s often because all the viral pieces work together. How smooth and easy is it to spread your idea? How often will people sneeze it to their friends? How tightly knit is the group you’re targeting — do they talk much? Do they believe each other?

    How reputable are the people most likely to promote your idea? How persistent is it — is it a fad that has to spread fast before it dies, or will the idea have legs (and thus you can invest in spreading it over time)? Put all of your new product developments through this analysis, and you’ll discover which ones are most likely to catch on. Those are the products and ideas worth launching.

    — Purple Cow, New Edition: Transform Your Business by Being Remarkable by Seth Godin

  • The way you break through to the mainstream is to target a niche instead of a huge market. With a niche, you can segment off a chunk of the mainstream, and create an ideavirus so focused that it overwhelms that small slice of the market that really and truly will respond to what you sell.

    The early adopters in this market niche are more eager to hear what you have to say. The sneezers in this market niche are more likely to talk about your product. And best of all, the market is small enough that a few sneezers can get you to the critical mass you need to create an ideavirus.

    — Purple Cow, New Edition: Transform Your Business by Being Remarkable by Seth Godin

  • Brand is about what people aspire to be — a good mom, a capable leader, an innovator, eternally young — and the best ones make us feel good about ourselves. The emotional aspects of brand are often underinvested in by technology companies because it doesn’t directly correlate to sales. This is where small actions can add up to a big difference.

    — Loved: How to Rethink Marketing for Tech Products (Silicon Valley Product Group) by Martina Lauchengco

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