Purple Cow

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Do You Have to Be Outrageous to Be Remarkable? Outrageous is not always remarkable. It’s certainly not required. Sometimes outrageous is just annoying. Ozzy Osbourne is lucky to be both outrageous and remarkable. But a performance artist smearing himself with lard and wrapping himself in felt is just plain weird. It’s easy to fall into a trap of running upside-down ads, wearing green bow ties, and filling your ads with scatological references. Being scandalous might work on occasion, but it’s not a strategy; it’s desperation. The outrageousness needs to have a purpose, and it needs to be built into the product. Walking onto a cross-country flight, I noticed that the 60-year-old woman in front of me was wearing a Hooters T-shirt. Their slogan? “Delightfully tacky, yet unrefined.” The fascinating thing about Hooters’ outrageousness is that it’s just outrageous enough to be remarkable to this audience...without offending. Does everyone like Hooters? No way. That’s part of what makes it remarkable. If everyone liked it, it would be boring. The reminder: It’s not about the way you say it, it’s what you say. And while you can momentarily use offensive behavior to capture the attention of people who might not want to pay attention, it’s not a long-run strategy. Outrageousness by itself won’t work because the conversations sneezers have about you aren’t positive. 102 Seth Godin You’re probably guilty of being too shy, not too outrageous. Try being outrageous, just for the sake of being annoying. It’s good practice. Don’t do it too much because it doesn’t usually work. But it’s a good way to learn what it feels like to be at the edge.
<strong>Purple</strong> <strong>Cow</strong> Case Study: McDonald’s France The French subsidiary of McDonald’s recently subsidized and publicized a report that urged the French not to visit fast-food outlets like McDonald’s more than once a week. The report created a worldwide uproar, and the U.S. parent company professed to be “shocked!” Is this a bad strategy? Perhaps by being honest (and very different) when talking to their customers, the French subsidiary is building the foundation of a long-term growth strategy. The American factory/advertising model demands more, more, more, which ultimately leads to a flameout when the pace of growth can’t be maintained. By acknowledging the downsides of the fast-food experience, perhaps McDonald’s France is reaching a far larger audience than they could ever hope to reach the old way. What would happen if you told the truth? 103
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Purple Cow Transform Your Business
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This is a work of fiction. Names, c
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Contents NOT ENOUGH Ps 1 THE NEW P
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Contents IN SEARCH OF OTAKU 79 CASE
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“Tastes like chicken” isn’t a
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Seth Godin Marketing isn’t guaran
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Seth Godin This is a book about why
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Seth Godin In Crossing the Chasm, G
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Seth Godin Why You Need the Purple
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Seth Godin already solved their yog
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Seth Godin ignite in markets that a
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Seth Godin As the brand was built,
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Seth Godin TV commercials are the m
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Seth Godin Consider the Beetle The
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Seth Godin What Works? One way to f
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Seth Godin Here’s the entire text
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Seth Godin The Will and the Way I d
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Seth Godin Is there a significant r
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Seth Godin Getting In Only the risk
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Seth Godin No one is going to eager
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Seth Godin sell. The early adopters
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Seth Godin often). This is worth hi
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Seth Godin ad was appropriate for t
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Seth Godin Cheating • JetBlue Air
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Seth Godin keters can’t buy enoug
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Seth Godin The Law of Large Numbers
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Seth Godin Case Study: Chip Conley
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Seth Godin In a crowded marketplace
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Seth Godin justly criticized for be
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Seth Godin The lesson is simple - b
Page 66 and 67: Seth Godin This is true not just fo
Page 68 and 69: Seth Godin of Aeron chairs have bee
Page 70 and 71: Seth Godin By targeting the center
Page 72 and 73: Seth Godin Case Study: The Best Bak
Page 74 and 75: Seth Godin What could you measure?
Page 76 and 77: Seth Godin Case Study: A New Kind o
Page 78 and 79: Seth Godin allowed them to grow to
Page 80 and 81: Seth Godin Wall Street and the Cow
Page 82 and 83: Seth Godin The Pearl in the Bottle
Page 84 and 85: The Parody Paradox Seth Godin J. Pe
Page 86 and 87: Seth Godin Seventy-two Pearl Jam Al
Page 88 and 89: Case Study: Curad Seth Godin When C
Page 90 and 91: Seth Godin What would happen if yo
Page 92 and 93: Seth Godin your customers, the more
Page 94 and 95: Seth Godin Boiling Lake, Satan’s
Page 96 and 97: Seth Godin Where does your product
Page 98 and 99: Seth Godin opened their flagship st
Page 100 and 101: Seth Godin figured out how to get w
Page 102 and 103: Seth Godin product, and vice versa.
Page 104 and 105: Seth Godin Sell What People Are Buy
Page 106 and 107: Seth Godin The Problem with Comprom
Page 108 and 109: Seth Godin The Magic Cycle of the C
Page 110 and 111: Seth Godin What It Means to Be a Ma
Page 112 and 113: Seth Godin Marketers No Longer: Now
Page 114 and 115: Seth Godin Compare this to the peop
Page 118 and 119: Seth Godin But What About the Facto
Page 120 and 121: Seth Godin The Problem with Cheap C
Page 122 and 123: Seth Godin Case Study: What Should
Page 124 and 125: Seth Godin When the Cow Looks for a
Page 126 and 127: Seth Godin Case Study: Tracey the P
Page 128 and 129: Seth Godin Case Study: So Popular,
Page 130 and 131: Seth Godin If, on the other hand, y
Page 132 and 133: Seth Godin If your boss wants focus
Page 134 and 135: Seth Godin Of these top one hundred
Page 136 and 137: Seth Godin Brainstorms While we can
Page 138 and 139: Seth Godin Targeting this niche see
Page 140 and 141: Seth Godin ment of time and money.
Page 142 and 143: Seth Godin their friends, and Water
Page 144 and 145: Seth Godin There is actually a cont
Page 146 and 147: Seth Godin just beautiful on the in
Page 148 and 149: Seth Godin A quick visit to CDBaby.
Page 150 and 151: Seth Godin Salt is Not Boring-Eight
Page 152 and 153: Seth Godin Brand and Company Index
Page 154 and 155: Seth Godin Krispy Kreme 83, 84 L Le
Page 156 and 157: Seth Godin What Would Orwell Say? A
Page 158 and 159: More Information Seth Godin To find
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