Publication : 2018
Lu : 7 février 2019
Où : Saint-Anne (Martinique), Avion, Paris
Recommandation : 3/5
Pages : 288
- Not Mass, Not Spam, Not Shameful…
- The Marketer Learns to See
- Marketing Changes People Through Stories, Connections, and Experience
- The Smallest Viable Market
- In Search of “Better”
- Beyond Commodities
- The Canvas of Dreams and Desires
- More of the Who: Seeking the Smallest Viable Market
- People Like Us Do Things Like This
- Trust and Tension Create Forward Motion
- Status, Dominance, and Affiliation
- A Better Business Plan
- Semiotics, Symbols, and Vernacular
- Treat Different People Differently
- Reaching the Right People
- Price Is a Story
- Permission and Remarkability in a Virtuous Cycle
- Trust Is as Scarce as Attention
- The Funnel
- Organizing and Leading a Tribe
- Some Case Studies Using the Method
- Marketing Works, and Now It’s Your Turn
- Marketing to the Most Important Person
Marketing is the generous act of helping someone solve a problem. Their problem.
It’s a chance to change the culture for the better.
Marketing involves very little in the way of shouting, hustling, or coercion. It’s a chance to serve, instead.
The internet is the first mass medium that wasn’t invented to make marketers happy. Television was invented to hold TV ads, and radio was invented to give radio ads a place to live.
Marketing in five steps
- Invent a thing worth making, with a story worth telling, and a contribution worth talking about.
- Design and build it in a way that a few people will particularly benefit from and care about.
- Tell a story that matches the built-in narrative and dreams of that tiny group of people, the smallest viable market.
- The step everyone gets excited about: spread the word.
- Often overlooked: show up-regularly, consistently, and generously, for years and years-to organise and lead and build a confidence in the change you seek to make. To earn permission to follow up and to earn enrolment to teach.
As marketers, we get to consistently do the work to help the idea spread from person to person, engaging a tribe as you make change happen.
We tell stories. Stories that resonate and hold up over time. Stories that are true, because we made them true with our actions and our products and our services.
We make connections. Humans are lonely, and they want to be seen and known. People want to be part of something. It’s safer that way, and often more fun.
We create experiences. Using a product, engaging with a service. Making a donation, going to a rally, calling customer service. Each of these actions is part of the story; each builds a little bit of our connection. As marketers, we can offer these experiences with intent, doing them on purpose.
The entire organisation works for and with the marketer, because marketing is all of it. What we make, how we make it, who we make it for. It is the effects and the side effects, the pricing and the profit, all at once.
The marketing promise
My product is for people who believe _.
I will focus on people who want _.
I promise that engaging with what I make will help you get _.
Dance with people
If we can accept that people have embraced who they have become, it gets a lot easier to dance with them. Not transform them, not get them to admit that they were wrong. Simply to dance with them, to have a chance to connect with them, to add our story to what they see and add our beliefs to what they hear.
I have a calling
Yes, you have a calling: to serve people in a way that they need (or want). The opportunity is for each of us to choose a path and follow that, not for your own benefit, but because of what it can produce for others.
- Connect us to our purpose and vision for our career or business.
- Allow us to celebrate our strengths by remembering how we got from there to here.
- Deepen our understanding of our unique value and what differentiates us in the marketplace.
- Reinforce our core values.
- Help us to act in alignment and make value-based decisions.
- Encourage us to respond to customers instead of react to the marketplace.
- Attract customers who want to support business that reflect or represent their values.
- Build brand loyalty and give customers a story to tell;
- Attract the kind of like-minded employees we want.
- Help us to stay motivated and continue to do work we’re proud of.
What I sell
When you’re marketing change, you’re offering a new emotional state, a step closer to the dreams and desires of your customers, not a widget.
We sell feelings, status, and connection, not tasks or stuff.
Don’t begin with your machines, your inventory, or your tactics. Don’t begin with what you know how to do or some sort of distraction about your mission.
Instead, begin with dreams and fears, with emotional states, and with the change your customers seek.
Nobody needs your product
It doesn’t make sens to say “people need a white leather wallet” because:
- People don’t need wallet. They might want one, but that’s different.
- People might decide that they want a white leather wallet, but they don’t want it because it’s white or because it’s leather; they want it because of how it will make them feel. That’s hat they’re buying: a feeling, not a wallet. Identify that feeling before you spend time making a wallet.
We don’t pay tin times extra for more words, a bigger order of French fries, or a louder stereo.
Instead, it’s a different extreme, a different story, a different sort of scarcity.
Look for their fears
When someone doesn’t act as you expected them to, look for their fear.
When we’re comfortable realising that our work is to change “a culture,” then we can begin to do two bits of hard work:
- Map and understand the worldview of the culture we seek to change.
- Focus all our energy on this group. Ignore everyone else. Instead, focus on building and living a story that will resonate with the culture we are seeking to change.
That’s how we make change-by caring enough to want to change a culture, and by being brave enough to pick just one.
Begin with us
The Standing Ovation
How many people are needed to start a standing ovation ?
At TED, it only takes three.
At a Broadway show, fifteen strangers spread throughout the theatre might be enough.
And at a jazzclub, it’s probably not possible.
In a venue of strangers, our desire to fit in is a bit different. At the Broadway theatre, I’m wearing the tourist hat.
The opposite is true among the hardcore jazz fans. They know that jazz fans don’t give standing ovations, not in a club, and the bias of the venue is difficult to change.
When you arrive on the scene with your story, with the solution you have in mind, do you also create tension ? If you don’t, the status quo is likely to survive.
Create tension and relieve that tension with forward motion.
Modern Business Plan sections
The way you use stories, status, and connection to create tension and forward motion is a strategy.
Simple Marketing Worksheet
- Who’s it for?
- What’s it for?
- What is the worldview of the audience you’re seeking to reach?
- What are they afraid of?
- What story will you tell? Is it true?
- What change are you seeking to make?
- How will it change their status?
- How will you reach the early adopters and neophiliacs?
- Why will they tell their friends?
- What will they tell their friends?
- Where’s the network effect that will propel this forward?
- What asset are you building?
- Are you proud of it?