Marketing guru Jay Levinson figures you have to run an ad twenty-seven times against one individual before it has its desired impact. Why? Because only one out of nine ads is seen, and you’ve got to see it at least three times before it sinks in.
Interruption Marketing was easy. Build a few ads, run them everywhere. Interruption Marketing was scalable. If you need more sales, buy more ads. Interruption Marketing was predictable. With experience, a mass marketer could tell how many dollars in revenue one more dollar in ad spending would generate. Interruption Marketing fit the command and control bias of big companies. It was totally controlled by the advertiser, with no weird side effects.
Permission Marketing represents a huge threat as well as a huge opportunity.
In other words, they believe it’s wiser to focus more on increasing sales to a smaller percentage of your existing customers than to find new ones.
Emotional labor is what you get paid to do, and one of the most difficult types of emotional labor is staring into the abyss of choice and picking a path. Your.
Marketing used to be about advertising, and advertising is expensive. Today, marketing is about engaging with the tribe and delivering products and services with stories that spread.
Bloggers around the world are discovering that it’s cheaper and faster and more effective to build their own media channels than it is to waste time arguing with the old ones.
Fact is, the first 100 years of our country’s history were about who could build the biggest, most efficient farm. And the second century focused on the race to build factories. Welcome to the third century, folks. The third century is about ideas.
As a result, the rewards for being first are enormous. It’s not a linear scale. It’s not a matter of getting a little more after giving a little more. It’s a curve, and a steep one.
The act of trying to guarantee the success of an innovation is almost certain to make it less likely that it will succeed.
By being customer-focused instead of retail-focused, or factory-focused, a manufacturer or merchant can widely increase its offerings, thus increasing share of wallet.
British anthropologist Robin Dunbar theorized that a typical person can’t easily have more than 150 people in his tribe. After 150 friends and fellow citizens, we can’t keep track. It’s too complicated.
Want to watch a movie? Netflix is a better librarian, with a better library, than any library in the country. The Netflix librarian knows about every movie, knows what you’ve seen and what you’re likely to want to see. If the goal is to connect viewers with movies, Netflix wins.
Passion isn’t project-specific. It’s people-specific. Some people are hooked on passion, deriving their sense of self from the act of being passionate.
Strangers Friends Customers Loyal Customers Former Customers.
The epic battle of our generation is between the status quo of mass and the never-ceasing tide of weird.
The problem doesn’t lie with the great teachers. Great teachers strive to create linchpins. The problem lies with the system that punishes artists and rewards bureaucrats instead. Here.
The second reason there are such tremendous benefits to being number one is a little more subtle. Being at the top matters because there’s room at the top for only a few.
At that moment, a suite of marketing messages must begin to be applied. The goal is to teach, cajole, and encourage this stranger to become a friend. And once she becomes a friend, to apply enough focused marketing to create a customer.
I don’t remember writing most of these posts.