By Seth Godin

Seth Godin's 3 crucial questions for each marketer:
"What's you story?"
"Will the folks who have to listen this tale think it?"
"Is it true?"

All agents inform tales. And in the event that they do it correct, we think them. We think that wine tastes larger in a $20 glass than a $1 glass. We think that an $80,000 Porsche is greatly more advantageous to a $36,000 Volkswagen that's almost an analogous automobile. We think that $125 shoes make our toes consider better--and glance cooler--than a $25 model. And believing it makes it true.

As Seth Godin confirmed during this debatable booklet, nice sellers don't discuss positive aspects or perhaps merits. as a substitute, they inform a story--a tale we wish to think, no matter if it's real or now not. In a global the place most folks have an enormous variety of offerings and no time to cause them to, each association is a marketer, and all advertising and marketing is ready telling stories.

Marketers be successful after they let us know a narrative that matches our worldview, a narrative that we intuitively include after which proportion with our pals. give some thought to the Dyson vacuum cleanser, or Fiji water or the iPod.

But watch out: in the event that your tales are inauthentic, you go the road from fib to fraud. agents fail after they are egocentric and scurrilous, after they abuse the instruments in their exchange and make the area worse. That's a lesson realized the demanding manner by way of telemarketers, cigarette businesses, and sleazy politicians.

But for the remainder of us, it's time to include the ability of the tale. As Godin writes, "Stories show you how to comprehend the area. tales are the single method we all know to unfold an idea. retailers didn't invent storytelling. they only perfected it."

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Additional resources for All Marketers are Liars (with a New Preface): The Underground Classic That Explains How Marketing Really Works--and Why Authenticity Is the Best Marketing of All

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Is Kiehl’s for everyone? Not yet. Only people with a certain worldview even notice Kiehl’s, and then it takes a subset of that group to fall in love with the story, to tell itself the lie. These people embrace the brand and tell the story to their friends as well. If a consumer believes that cosmetics should be cheap or ubiquitous or the brand that a best friend uses, then Kiehl’s is invisible. But if a consum­ er’s worldview is about finding something offbeat, unique and aggressively original, then the story resonates.

That doesn’t make it safe, but it seems to keep it interesting. MAKE STUFF UP: THE NEW POWER CURVE If you ask most of your coworkers what they are particu­ larly skilled and productive at while at work, the answers will be pretty similar. They will talk about tasks that cre­ ate a physical output. Bending metal. Filling out forms. Creating spreadsheets. Managers will tell you how well they manage the day-to-day crises that cross their desks. Résumés confirm this—the organization of our organiza­ tions is all about getting stuff done and smart job seekers stress this in their credentials.

Southwest doesn’t succeed or fail because of its pilots—pilots are easy to find and hire now. It’s easy to make ball bearings, T-shirts, bottled water and mort­ gages. Making isn’t hard any more. Ford makes Jaguars, Anheuser-Busch makes Kirin, an anonymous plant in Vietnam makes Nike sneakers. The making isn’t hard or special or differentiating any longer. And the end of the curve, the place where you actu­ ally tell your stories and authentically live up to what you say you’re going to do—that’s where the leverage is now.

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