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Posts Tagged ‘Seth Godin’


10 Marketing Insights From Today’s Top Thought Leaders

April 24th, 2012 ::

Thinking cap

I often find it helpful to glean insight from other marketers on current trends and new developments in our field. Recently, HubSpot gathered marketing observations, ideas and analysis from some of today’s best-known thought leaders. As I read through the collection, I was inspired by what they had to say. Here are my favorites:

Social Media Now

Social media changes at warp speed, as new technologies and best practices emerge almost daily. Here are a couple of observations that stood out:

  • Our ideas about privacy are changing. As noted by Seth Godin, a minority of people are concerned about what is known about them online, while the majority of us are redefining what is normal, as it relates to privacy.
  •  Kyle Lacy observed that split seconds are becoming more important than ever. In fact, the split second capturing of a memory is often more important than the time it takes to write a post.

Smart Planning for Mobile

The emergence of mobile has caught many marketers off guard, so what do the experts have to say about preparing for it now?

  • Roland Smart suggests learning HTML5 as soon as possible to capture opportunities to integrate mobile into your marketing strategy on Facebook.
  • Scott Fox recommends getting away from your desk and stepping out into the real world to really see how mobile is being used by a growing number of people who are not desk-bound.

Online Content and Social Media

Social media has taken online content off the static webpage and infused it with the goal to generate conversation and to engage audiences more than ever.

  • Michael Lazerow says that content has the added duty of being sharable as well as interesting. It’s not enough to create excellent content; marketers must ask themselves if audiences will share it before they can publish it.
  • Cameron Chapman emphasizes the importance of verifying everything you write about, since content is being shared more than ever before. Misinformation can spread like wildfire on social media, so be sure you get your message right.

Divvying Up Resources for Social Media

Just when marketers thought they had enough social networks to balance, Google+ and Pinterest emerged, showing us there is still room for more online communities. How do we divide limited resources among all the social media channels?

  • Maria Ogneva suggests letting your customers be your guide. Wherever your clients, prospects, existing customers, and partners are, those are the networks you should concentrate on most.
  • Tom Pick takes it a step further by testing to find the platform yielding the best results. Study your analytics to find out which networks are driving the most traffic to your website, and make those networks your top priority.

Building an Online Community

Some of the best advice offered by the experts is to understand that social media is here to stay and is a powerful component of your marketing strategy.

  • Linda Bustos encourages marketers to think of social media as a marathon and not a sprint. Building a vibrant online community is hard work, and results might not come right away.
  • Priit Kallas believes that building for the long-term can help businesses stand out from the competition. He suggests focusing on creating customer relationships that can stand the test of time.

To read the entire list of marketing ideas, suggestions and insights, check out Hubspot’s 54 Pearls of Marketing Wisdom. What other ideas have inspired you recently, as it relates to mobile, social or content marketing?

Image courtesy of theorangeinkblog.wordpress.com

Linchpins, Part II: Don’t Wait for Permission

April 25th, 2011 ::

These inspirational tales are plucked from a Seth Godin ebook, Insubordinate: Linchpins Everywhere You Look, Vol. 1 (the book jacket for Linchpin is to the left).  In case you are unfamiliar with Seth Godin and/or his term linchpins: Linchpins are the people who make a difference, who ship, who do, who disrupt—in a good way.  As Seth likes to say, “Go!  Make something happen.”

You can read my first post on three linchpins who turned business on its head here.  This post is about three people who didn’t wait for someone to tell them to do something—they just went out and did it.

Chip Conley

Chip runs the largest chain of independent hotels in California and is a successful author.  Seth met Chip in business school a few days after classes began.  Chip left Seth a handwritten note in Seth’s mailbox that said he heard Seth was an interesting guy, and would Seth be interested in joining his brainstorming group?

They met every Tuesday that year, along with three other people, to spend five hours brainstorming new business ideas. “If you had been in that situation, first week of business school, would you have taken the time and initiative to set up a group like this? For the five of us, it transformed our entire business school curriculum and experience. It was literally life changing. And it was easy to do.”

The takeaway: Initiative is a rare skill, and thus a valuable one. No one told Chip to do this. No one gave him authority or permission. He just did it.

Jacqueline Novogratz

Jacqueline Novogratz is a true visionary, someone who saw what was needed and set out to create it.

She founded Acumen Fund, “a groundbreaking nonprofit that invests in entrepreneurs in the developing world. These companies end up employing hundreds or thousands of people and make a profit by engaging the poorest people on earth in trade. ‘Trade, not aid’ creates a positive cycle, one that promises to cure deep-seated chasms of poverty.”

The takeaway: Like Chip, Jacqueline didn’t wait for permission; she just went out and did it.  It wasn’t guaranteed to work, but she took the risk, stuck with it and made it work.

Jay Levinson

If Jay’s name rings a bell, it’s because you know him as the author of Guerrilla Marketing, one of the most influential marketing books ever published.

Jay’s background is in advertising.  He knew how to write, he liked to write, so he took a few clients to pay the bills, and worked at becoming a writer.  Like Chip and Jacqueline, he didn’t wait for permission to do something, he just set out to do it.

After Guerrilla Marketing was published, it became a minor hit, so he worked to make it a major hit, and with Steve Lewers turned it into a series.

With a successful book under his belt, Jay was asked to speak and to co-author more books.  Jay isn’t a natural public speaker, but that didn’t stop him.  He decided to learn how to speak, and he got good at it.  He also created a platform that made it easy to find talented co-writers, so he could continue to write seminal business books.

The takeaway: Jay decided what his future would be, and he made it real.

Linchpins, Part I: Turn Business on Its Head

April 21st, 2011 ::

These inspirational tales are plucked from a Seth Godin ebook that I downloaded late last year, Insubordinate: Linchpins Everywhere You Look, Vol. 1 (the book cover for Linchpin is to the left–different book!).

If you’re not familiar with the term linchpins, Seth defines them as the people who make a difference, who ship, who do, who disrupt—in a good way.  Here are three of them:

David Seuss

Seth’s first boss was David Seuss at Spinnaker Software, the company that created the first generation of educational computer games.

David was a linchpin because he was driven by apparent risk, which, as Seth explains, is “when you launch stuff quickly, challenge the status quo, play with packaging or pricing or distribution, and do it with abandon.  It’s not actual risk, because in a fast-moving market, the risky thing to do is to play it safe.”

Because they didn’t play it safe, Spinnaker made a lot of mistakes, but they were also very successful and were constantly moving forward at a hundred miles an hour.  VCs and Harvard invested $10 million in Spinnaker Software.

The takeaway: As Seth asks, if you were a VC, would you have invested in David, who was always pushing to ship, or “a calm, polite, spreadsheet-following, numbers-cruncher?”

Steve Dennis

Seth’s first business partner was Steve.  They were unintentional business partners, because the tiny—and failing—college student-run business that hired them couldn’t decide if they liked Steve or Seth better, so they hired both.

Steve was not a risk-taker, but he knew “how to balance the facts and figures of reality with the upsides and options of dreams.” They ended up launching a new business every 10 days; at one point, they employed about 10 percent of the student body.

The takeaway: Don’t do what most people do, which is to use facts and numbers to create and amplify fear.  Turn it around and use facts to make dreams happen.

Lisa Gansky

How’s this for an impressive resume: Along with Tim O’Reilly and Dale Dougherty, Lisa Gansky co-developed the first commercial website (GNN), acquired one of the first search engines (Webcrawler), and then helped sell both to AOL back in that company’s heyday.

There’s more, but what is really impressive about Lisa, in Seth’s view, is that she so thoroughly “understands the power of connection and leadership and humanity.” During what was supposed to be a 30-minute meeting to discuss working together on a promotion, Seth and Lisa ended up spending four hours planning the first million-dollar promotion on the internet (this was in 1996 or 1997).  It was a huge success.

The takeaway: Instead of treating the meeting like one more sales call, Lisa used the meeting to produce something remarkable.

“What happens when you do that over and over again?” Seth asks.

“What will you do during your next sales call?”

Image Courtesy: Seth Godin

Say What?

June 14th, 2010 ::

Log onto your website, pick up your marketing materials, and open up your PPT presentations.  It’ll only take a minute, so I’ll wait here til you’re ready.

Ready? 

Megaphone with lots of words

Jef Aerosol/Flickr

OK, now read through everything quickly and, objectively as possible, tell me this: Are you saying anything? 

Way too much business writing out there looks all sleek and shiny and SAT-word-y, while in fact it is confusing and utterly devoid of meaning.  If you can’t, in plain English, tell me what you do and how your product or service benefits me, then, really, what is the point of your website, brochure, one sheet, or presentation?

Both Seth Godin and Jason Fried, co-founder of Chicago-based software company 37 Signals and newly minted Inc. Magazine columnist, recently wrote about the state of bad writing and communications in the business world.  I both laughed and cringed while reading their blog and column, respectively, because they are so right.  (Jason offered up some examples of really great writing, so definitely take a look at his column on the subject.)  And yet bad writing is continually, and proudly, put out there. 

Take this example of embarrassingly awful writing that Seth offered up in his blog post, But You’re Not Saying Anything:

“The firm will remain competitive in the constantly changing market for defense legal services by creating and implementing innovative and effective methods of providing cost-effective, quality representation and services for our clients.”

Huh?

Now, that law firm instead could have said, “We will defend you to the death.”  That would not only get them a lot of attention real quick, but it will give you, their potential client, the distinct impression that they not only take their jobs very seriously, but employ real people, not dictionary- and thesaurus-wielding robots.

My friend Ken Fischer over at Click For Help has a useful quiz that can guide your writing.  When you log onto a website, can you:

In 2 seconds, tell me what the company does?

In 10 seconds, tell me what the benefit of doing business with them is?

In 1 minute, be convinced that company’s product or service will benefit you? 

Apply that quiz to your own website.  If you answer no to any of those questions, well, you know what to do.

The New Business Plan

June 11th, 2010 ::

As I’ve mentioned in this space before, I did not write a business plan when I started my business.  One of my strengths is also one of my weaknesses: I am terribly impatient. I like to do; I do not hem, haw, and stall.  From my point of view, writing a traditional business plan is a total waste of time for small business people like me. I am a one-woman shop, registered as a sole proprietor, and happy to stay small for the time being.  Traditional business plans are for companies that need a lot of financing, are highly scalable, and entering a competitive—or soon to be competitive—marketplace.

(Before you start posting comments about the importance of having some kind of plan in place, keep reading.  I do agree that it is absolutely important to articulate your business goals, the competitive advantage of your product(s) or service(s), and your sales and marketing strategy.  I will even admit that I wish I had done two things when starting out: researched my competition so that I priced my services appropriately from the get-go, and really thought about which industries I’d prefer to work with and which projects I enjoyed writing and editing the most so that I could build up expertise faster in those areas.)

The always provocative Seth Godin recently wrote a great blog post on a modern business plan.  He argues that traditional business plans are boring and simply demonstrate the ability to do as expected.  His business plan would include only five sections: Truth, Assertions, Alternatives, People, and Money.   Based on his outline, I think his idea of what constitutes a good business plan would be much more useful for people starting and running small businesses.  Seth’s modern business plan really gets you thinking about how to be an entrepreneur and create something new and of great value, rather than just a small business owner who is doing something that’s already being done.

Truth: This part lays out the way your industry operates, for good and for bad, right now.  What needs are there, who are your competitors, how have they succeeded and failed?  Include short case studies or stories, spreadsheets, charts, graphs, whatever it takes to illustrate your point(s).

Assertions: As Seth describes it, this is the heart of all business plans, because this part describes what you’re going to do and how that is going to change things.

Alternatives: Because everything we hope to do doesn’t always work out, this section describes your back-up plans.

People:  No resumes here.  Write what characteristics you and your team possess to ensure things keep moving forward when things are going well and when things are not going well.

Money: This section is exactly what it sounds like.  It’s the part that puts me to sleep, but it is vitally important to know how much money you need to be viable and how you plan on spending it.

Tech, Business and Magic – Small Business Technology Summit 2010 Recap

March 30th, 2010 ::

This month Shashi and I were asked to speak at the Small Business Tech Summit in New York City. There were many great speakers as you can see from the agenda. I have had a small business for 10 years and I learned a few new things which is why I like Ramon’s event so much. They keep it relevant, have good content and with Ramon’s trademark delivery never let it get dull. The summit had over 500 folks registered and you can see the details of the conference at http://www.smallbiztechsummit.com. You can follow the conversation on Twitter by searching the conference hashtag #smallbizsummit

Highlight: Seth Godin Keynote

Seth Godin

Image via Wikipedia

This year they had Seth Godin keynote in the afternoon and I have to tell you that for never having seen him speak I can see why people pay lots of money to have him at their event and why he sells tons of books. He is that good. Granted, all of his books I haven’t liked or they just didn’t speak to me personally but I have to admit his one hour delivery that centered around his new book Linchpin (which we just reviewed yesterday) it was really informative and entertaining.

He took the audience through an informative set of info graphics and distilled being a linchpin when he described Marissa Mayer at Google. From his book “If you could write Marissa’s duties into a manual, you wouldn’t need her. But the minute you wrote it down, it wouldn’t be accurate anyway. That’s the key. She solves problems that people haven’t predicate, see things people haven’t seen and connects people who need to be connected. She is a linchpin.”

For more on his book, check out our book review of Seth’s Godin’s Lichpin.

Highlight: Small Business Tech Hot Demos

This year they had something new to fill the space between speakers and that was the Small Business Tech Hot Demos. These were new or existing companies that had a really hot technology that would benefit any small business owner. The winners were:

Broadlook Mobile Profiler
http://www.broadlook.com/products/profilerx/

Automatically acquire accurate and more information about your contacts from the Internet, in particular social networks.

Ez Texting
http://www.eztexting.com

Send SMS (text) messages to customers (clients). Send to 10 clients or 500 clients. Send to all or a segmented groups.

Lexmark Pinnacle Pro901
http://www.lexmark.com

One of the first printers with customizable applications

SugarSync for Business
http://www.sugarsync.com

Synchronize files or folders, instantly, across computers or mobile devices

ReTargeter
http://www.retargeter.com

Display online advertising in front of customers when they visit other popular web sites, after they’ve left your web site.

Pixability Business Video
http://pixability.com

Take video footage of your business. Send it to Pixability for creation of a professional video about your business.

Highlight: Meeting Awesome People

This year there were about 500 people and it was bigger than last year with great small business owners and those who work with small business

We met some great folks at the event  and here is a list of some of them:

Highlight: The Swami Presents his Great Social Media Presentation

Here is the presentation Shashi Bellamkonda gave at the Small Business Tech Summit New York March 16th 2010.

I had the opportunity to present my 2010 edition of the 10 Rules for Killer Business Cards. Here it is, from Slideshare, below for your viewing and amusement. Would love to hear your feedback and thoughts on the do’s and don’ts of business cards.

10 Rules for Killer Business Cards 2010 EditionView more presentations from Steven Fisher.

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Are You Indispensable? A Review of "Linchpin" by Seth Godin

March 29th, 2010 ::

In his book — Linchpin: Are You Indispensable? — Seth Godin poses a challenge: Take your gift, whatever it is, and use it to change the world. Linchpin by Seth Godin starts with the basic premise that everyone should work to be a linchpin in their organization. This means being indispensable but it also means defining yourself as a third team in the business world. The original two are management and labor but that won’t suffice anymore. “Linchpins are people who own their own means of production, who can make a difference, lead us and connect us”.

He talks throughout the book that the way school has been designed is to encourage mediocrity and just to fit in. He says that school should teach two things – solve interesting problems and lead. He also talks about the lizard brain, fear that is instilled in us at school and poses a question that many of us could quickly answer – is it possible to do hard work in a cubicle? (you will have to read the book to find out the answer)

The Seven Abilities of Linchpins

Seth goes into great detail to show why certain people are linchpins. He says that there are seven abilities of a Linchpin:

  1. Providing a unique interface between members of an organization
  2. Delivering unique creativity
  3. Managing a situation or organization of great complexity
  4. Leading customers
  5. Inspiring staff
  6. Providing a deep domain knowledge
  7. Possessing a unique talent

He points to an excellent example of a Linchpin, Marissa Mayer. He describes Marissa Mayer at Google. From his book “If you could write Marissa’s duties into a manual, you wouldn’t need her. But the minute you wrote it down, it wouldn’t be accurate anyway. That’s the key. She solves problems that people haven’t predicate, see things people haven’t seen and connects people who need to be connected. She is a linchpin.”

Are You a Linchpin?

I put this to you, my readers, are you a linchpin? I believe I am in some cases and in other places I could do better and become one. I recommend that you go out and buy this book or at the very least read some other great reviews below and tell us – are you a linchpin?

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