[100 Challenge] DanJi’s reading note_88

PURPLE COW

Transform your business by being remarkable

Seth Godin

Publisher: Penguin (General UK)

Published: 24 FEB, 2005 

Table of Contents

Recommendation Company

Preface to the Korean version of the author

 

not enough P

New P

New concept definition

Before that, during that time, after that

Why Sculpture Bread Succeeded

Did you notice the revolution?

Why do I need a purple cow

TV-Industrial Complex Death

before and after

Think about Beetle

What's working?

Why do I get annoyed when I see [The Wall Street Journal]

It is not all about recognition

Dangerous roads are safe roads

Case study: Will it go up?

Case study: What should the Tide do?

Entering

Ideas that spread out prevail

a big misunderstanding

Who listens?

a trick

Who's interested?

Not all customers are the same

the law of large numbers

Case study: Chip Conley

Problems with Purple Cow

Follow the leader

Case Study: Aeron Chair

Prediction, profit, and purple cow

Case Study: The Best Bakery in the World

Mass marketers don't like to measure

Case study: Logitech

Who wins in the world of Purple Cow

Case study: New kind of kiwi

Benefits of Being a Purple Cow

Case Study: Italian Butchers

Wall Street and Purple Cow

Remarkable opposites

a pearl in a bottle

the paradox of parody

72 Pearl Jam albums

Case study: Qrad

Just sit around doing anything

Case study: U.S. Postal Service

In search of Otaku

How Dutch Boy Shook the Paint Industry

Case study: Krispy Kreme

courses and plans

the power of slogans

Case study: Hagen Dazs, Bronxville

Sell what people can talk about

the problem of compromise

Case study: Motorola and Nokia

Purple Cow Magic Cycle

What it means to be a marketer today

We're not marketers. We're designers now

What does Howard know?

Should it be shocking to be remarkable?

Case study: McDonald's France

But what about the factory?

the problem of cheap stuff

Case Study: What Should Hallmark Dotcom Do?

When Purple Cow is looking for a job

Case study: Tracy, public relations expert

Case Study: Robin Waters Knows

Case study: So famous that no one goes there

Is it a matter of passion?

an unmistakable fact

Brainstorming

Salt isn't dull: 8 ways to make Purple Cow work

What would Orwell say?

 

What a translator said

 

- People engaged in marketing talked about '5P'.

Product products, pricing pricing, promotion, positioning positioning, publicity promotion, packaging, Passalong circular, Permission granted

This is the marketing checklist. This checklist makes it easy to see if you've done your part as a marketer and explains how to make people buy freshly shipped items from the factory. 

It isn't easy to guarantee that marketing will always work. In the past, if all P elements were adequately equipped, they did not fail. However, it is not enough to have just the existing Ps. This book is about a new P that has suddenly become exceptionally important.

 

Remarkable means it's worth talking about. It's worth noting; it's exceptional, new, and exciting. In short, it's a purple cow.

Remarkable marketing Remarkable marketing 

This refers to a technology that creates a remarkable product or service. It is to understand that the product does not stand out unless it is remarkable.

  • TV-Industrial Complex TV-Industrial complex refers to a symbiotic relationship between 'consumer needs,' 'TV advertising,' and 'growing companies thanks to ever-increasing investment in marketing costs.'

  • Post-consumption consumers who don't have much to buy. You already have everything you need, don't have many products you want, and you're too busy to find what you've worked hard to make.

  • Marketing Department: A group of people who take a product or service on the verge of completing a marketing department and spend money on delivering its advantages to their target consumers. This method no longer works.

- Don Peppers Don Peppers and Martha Rogers have pioneered the "CRMC Customer Relationship Management" field, where retaining existing customers is much more economical than finding new ones through the "one-on-one marketing revolution." According to Peppers and Rogers, customers are divided into four categories: potential, customers, enthusiasts, and past customers, of which enthusiasts are most likely to spend the most money.

- Stop advertising and start innovating!

Most items we can imagine we'll need have already been invented. Marketing laws from the past don't work anymore. "Create a remarkable product and target a small number of people who aspire to such a product!"

Dangerous roads are safe roads. The only way is to target people who like change and new things and actively seek out what you sell.

Instead of using your skills and expertise to create a better product tailored to the general behavior of consumers, experiment with whether the product's performance can be dramatically improved by inducing users to change their behavior.

- It is no coincidence that a product pops up. Idea viruses are usually created when all virus elements are well harmonized. 

How smooth and easy can you spread your ideas? 

How often does Snizzer spread ideas around? 

Does your target customer have strong solidarity and active communication? 

Do they trust each other? 

Do people who are likely to spread your ideas have a good reputation? 

How persistent is the idea? 

Is it like a temporary trend that spreads quickly and then disappears, or is it a long-lasting idea?

Use this analysis to develop your new product. Then, you'll know which products are most likely to be successful. These products and ideas are worth bringing to the market.

 

- Discriminate your customers. Find the group that brings in the most revenue. Find the group that has the strongest snizzer tendencies. Think of ways to nurture, advertise to, and reward these groups. Ignore the rest. You do not have to cater to the general public for your advertisements and products. If you can pick a customer, meet only the customer's needs you would have chosen.

 

0. List competitors that do not follow the 'All-for-All' strategy. Are those companies outperforming your company? Where would that be if you chose a niche market you could target? So why not develop a unique product that only appeals to this market?

 

1. Buy a bottle of Dr. Bronus. Now, work with your factory and your designer to transform one of your products into a Bronner.

2. How do you modify your products and services to make them appear in the next episode of "Saturday Night Live" or the parody section of industry magazines?

3. Do you have an email address of 20% of your customers who love the work your company does? If not, quickly gather it. What can you do for these extra unique customers if you already have one? Go to www.sethgodin.com and sign up for the author's mailing list. Then you'll know what happens.

4. Can you make your product become a collection of people?

5. Go to the sci-fi exhibition. The people who come here are pretty strange. How do you create that kind of consumer base? Jeep succeeded. Fast Company and basketball company Longerberger did, too. Similar groups exist in the investment industry, the computer OS market, and the multimillion-dollar stereo system market. The products are different, but the sneezers and early adapters work similarly.

6. Where is your product, and where is your marketing bluster? Dutch Boy's paint container is a product, not a bluster. Similarly, think again about what you're selling.

7. If you are in an intangible business, your business cards are an essential part of what you sell. What if everyone in your company had to carry a second business card? A business card that practically sells them (and you). Imagine a business card that Milton Glaser or Chip Kidd designed worth delivering. Now, do it quickly!

8. Get Permission from the first people you touched. Not Permission to spam, sell inventory, or make extra profits. It's Permission to let me know when you have another Purple Cow.

9. Work with sneezers from the corresponding consumer base and make sure they can help you beyond catharsis. Provide sneezers with the tools they need to communicate their ideas to a wide range of consumers.

10. Once your business has moved from being remarkable to the profitable phase, have another team milk the Purple Cow. Commercialize your service, service your product, and let thousands of variants arise. But don't trust your press releases. It's inevitable to start descending into daily necessities. Squeeze out anything worthwhile and quickly.

11. Reinvest. Could you do it again? Be fierce. Again