Book Review-Newsjacking: How to Inject your Ideas into a Breaking News Story and Generate Tons of Media Coverage

Any publicity is good publicity isn’t true; however, often, publicity can be good publicity. In Newsjacking: How to Inject your Ideas into a Breaking News Story and Generate Tons of Media Coverage, David Meerman Scott walks you through the process of getting attention you don’t deserve.


In short, newsjacking is finding a way to insert yourself into a story that isn’t yours – or to amplify your presence in a story that is yours. Newsjacking is about getting attention by being well-placed to take advantage of journalists’ need to cover breaking stories. While Scott doesn’t break things down like this, I tend to think about these in terms of stories and social.


For some time now, I’ve been receiving notices about journalists who are working on stories and need credible people to quote. Having written a few books and having a few gray hairs makes me more than qualified to be credible in some circles. So, when the topic of burnout is something that journalists need to know more about or quote someone for, I’m happy to jump in. (My wife, Terri, and I published Extinguish Burnout: A Practical Guide to Prevention and Recovery for The Society for Human Resource Management in 2019.)

The good news here is that you can get some good mentions and inbound links. For instance, The New York Times article that quoted me drove about 700 people to the website in the first week. The long-tail impact is hard to measure, since the link immediately increased our Google page rank. The bad news is that there are a lot of pitches you make to journalists that won’t make it. Though Scott didn’t mention it here – or in his last book The New Rules of Marketing and PR – the main source of journalists looking for quotes that I use is Help A Reporter Out (HARO).

These tend – for me – to be less about newsjacking and more about being persistent in sending a message for a long time.


The real key to newsjacking is seeing a trend on social media and grabbing it. Whether it’s a fire and you start offer free fire training or it’s something that you can connect to with a weird angle or connection, finding something on social then becoming a notable bit for the story can be valuable and can land you in the center of the story.

The trick to newsjacking is coming between the breaking story and the scramble for journalists to come up with more about it – including a unique angle. My problem with this is that you’re going to be chasing a lot of stories that look like they might break only to find a small number that actually convert into journalists looking for something new.


Another challenge to the approach – for me – is that you must be noisy and available. That means trumpeting your perspective via every channel known to man – even smoke signals and carrier pigeons. For me, that will turn off my regular followers as I bombard them with the kind of things that journalists might find interesting.

It also means making yourself easily available. Demand explains that small barriers stop people in their tracks, and when it comes to a story, something as insignificant as leaving a voice mail may be a major hurdle. The net effect is that you’ve got to be willing and able to answer the phone the moment it rings – without sounding like you’re desperate.


For me, the biggest problem is that I’m not very newsy. I don’t read all the sites, watch the latest happenings, or generally get all that concerned about what some star ate five minutes ago and who they were with. That makes Newsjacking a bad fit for me. However, maybe for you, the only thing that separates you from your next stardom is Newsjacking.

Technology Advice Podcast: How Understanding Change Makes You a Better Marketer

I recently went on the Technology Advice podcast and talked with Mike Pastore about change management and marketing. In it, I talk about how understanding change helps you understand your clients. Change can lead to stress and fear, and while much of marketing is based on stress and fear, it’s important to realize why fear-based marketing won’t always work. I also discuss how managers can help their employees feel supported enough to adopt a change – as long as there is sufficient trust to avoid too much friction stopping the change.

You can hear about these topics and more by listening to the full podcast here:

Book Review-Building a StoryBrand: Clarify Your Message So Customers Will Listen

Every brand has a story, but does every brand tell a story? Unfortunately, the answer is no. Not every brand has a coherent enough message that it does tell a story. That’s what Building a StoryBrand: Clarify Your Message So Customers Will Listen is out to fix. The interesting thing about the work is that, when you’ve seen the root works it’s drawn from, there’s a sense of familiarity and clarity that makes you wonder what level of detail is right.

Hero’s Journey

Joseph Campbell’s hero’s journey is a classic framework that’s been used for movies and stories. In A Hero with a Thousand Faces, Campbell explains that every civilization with stories have a commonality. These stories all follow a predictable 12-step pattern. I was first exposed to the idea by Nancy Dwarte in her book Resonate. Her explanation wasn’t perfect, but it was a great launching point. When asking my good friend Heather Newman for additional resources, she suggested that I look at StoryBrand as a possible source. While I don’t believe that Building a StoryBrand is the best framework for building a hero’s journey, it’s a simplified model that can make sense as a starting point.

It was in my review of Story Genius that I first wrote about the journey and the criticisms that it’s too formulaic. However, in the context of marketing like Building a StoryBrand talks about or, more broadly, for corporate communicators trying to encourage change, I think that the framework is helpful. Without a framework, it’s hard for someone who isn’t a professional to get started. The journey is sort of a paint-by-numbers deal: you know the basics of what goes where, and you use what little – or great – skill you have to paint those colors in.

Who’s the Hero

It was in a darkened room at a comedy club when I first heard that you should never be the hero of your own story. Early on in our training, we were taught that the audience should see you as relatable and not better than them. That meant we had to be careful to tell stories in the third person if we were really a hero. (See I Am a Comedian for more about my comedy training.) Donald Miller makes a similar statement about your organization’s brand. The hero of the brand’s story isn’t the organization. The hero is the customer.

If your organization isn’t the hero, then what is the organization’s role? The organization’s role is that of the mentor. Your organization is the helper who enables the hero to be great.

Clear not Complete

Many organizations develop solutions that are complete and therefore complex. Their products have the greatest features – but those features aren’t what people buy. They buy clarity. They buy what they understand. They buy a solution they feel they can sink their teeth into. When designing a StoryBrand, the goal isn’t to check every box and enable every feature. The goal is to make your brand understandable, so that people will feel okay buying it.

Clarity can come through a clear message about who your customers are, what they’re facing, and what you do to help. It can come from speaking in a language that they understand.

The Internal External Split

Embedded into the hero’s journey is the split between the outside environment, circumstances, and behaviors when compared to the inner thinking world of the hero and those around him. There’s a natural tendency for organizations to sell their products and services on the features that will drive external rewards. However, the actual reason that people buy is to address their internal needs.

Campbell makes the point that each hero struggles with their being up to the task. Every hero doubts that they’re the right one to accomplish the mission. It’s the meeting with the mentor (one of Campbell’s 12 stages) where the hero realizes that they are the one. They are intended to accomplish this mission.

Discovering internal needs isn’t easy. Clayton Christensen in Competing Against Luck (and many of his other works) describes the process of figuring out how to optimize products as the process of figuring out what job consumers are “hiring” a product or service to do. The famous example is the milkshake being hired as a treat for children in the late afternoons and a treat for adults in the morning. During the morning commute, consumers want the milkshake to last. As a treat for children at night, the goal is the opposite – to make it possible for kids to eat it quicker so the parents can move on with their evenings. It’s one product with two different jobs to be done – or two different stories using the same actors.

Caring, The Challenge, and Getting Married

Graeme Newell and Stan Phelps in Red Goldfish speak about how consumers are changing their buying habits, and they’re looking for more responsible organizations. They make it clear that you need to communicate the good work you’re doing in a way that employees and customers can resonate with. Miller makes the point that you must tell people you care – or they won’t know. I’m not convinced this is the case, but it’s never a bad policy to share that you care about someone.

The problem is that even if you care about them, there’s no impetus to action. They need a trigger, a challenge, a push into the world of resolving their challenges. They need to have that moment of conviction when they decide they need to address the challenges.

However, the challenge has to be such that it seems more like asking the customer out on a date – a chance to get to know one another – rather than a marriage. Too often, the calls to action and requests an organization makes are too large too quickly. They tend to scare prospects off more than draw them in.

Being Scared is the Salt

Salt is an interesting ingredient. The right amount is imperceptible. Having too much salt in food will taste bad. However, a lack of any salt will feel off. Many recipes don’t work without a pinch of salt. The use of fear – or the prospect’s perception of fear – as a part of your pitch is important, but, just like salt, too much fear can create problems and prevent forward motion. The goal in your messaging is to explain what they’ll miss out on without your solution and what the risks are and prepare them to be able to say yes – without pushing so hard that they’re turned off.

Fear can be paralyzing, or it can be motivating. The big difference between the two is that paralyzing fear is generally too much fear.

Transforming or Being Transformed

StoryBrand proposes that everyone wants to transform. I’d argue this is incorrect. What’s correct is that everyone wishes they would transform or be in the process of transforming. I’d also argue that the true sentiment is they would like to see that they’ve been transformed and that it’s in the past. Learning you have done the transformation is more powerful than any recognition you might see.

Not all writers enjoy writing – but most enjoy having written. Being done with something offers the sense of completion – and accomplishment. Done well, the process of writing can be frustrating, difficult, and seemingly endless. Managing Transitions explains that we want to have the results of the change – but we don’t necessarily want the change process itself.

We want to have a clearer message that will resonate better with our audience, but we don’t necessarily enjoy the process. However, the process of Building a StoryBrand leads to having a clearer message, and that can be worth it.

Book Review-This is Marketing: You Can’t Be Seen Until You Learn to See

In This is Marketing: You Can’t Be Seen Until You Learn to See, Seth Godin builds on his other writing and tries to explain marketing today. When it comes to marketing, he is about as popular as it gets. His writing spans decades, and he’s worked with some of the other leading marketing authors, including Jay Levinson in an early version of Guerrilla Marketing. In Tribes, he calls out his strategy for creating a following. In This is Marketing, he widens the field to explain why he believes tribes are necessary and how they fit into marketing objectives.

The Myth of Marketing

There are many myths about marketing, but none more pervasive than it’s easy or there’s some simple, 5-step formula for being successful. (See Got Your Attention?, Email Marketing Demystified, Launch, Pitch Anything, Traction, Launch!, Killer Web Content, and Platform for some examples.) Repeatedly, we hear about “overnight” successes that weren’t so overnight. Chick-fil-A and Walmart are popular exemplars for people to pull out for “overnight” successes. The irony is that both organizations spent decades in relative obscurity, until, eventually, they developed enough of a following and scale to really ramp things up. Apparently, organizations aren’t alone, Godin explains, as both the ice cream sundae and the stop light weren’t overnight successes either.

We want to believe that marketing is easy and quick. We want to believe that anyone can do it. However, reality doesn’t bear that out. We need to delve into the psychographics of our potential audiences and find out what consumers want. More than the ¼” drill bit and even more than the ¼” holes, what is it that they really want? We could stop short and say that they want to mount a shelf, but continuing further, what kind of an emotion does the person want to obtain by hanging the shelf? A bit more peace about the order in their world? That’s a far stretch to sell them a drill bit. Will they even understand the emotion they’re trying to solve when they’re staring down the ten options for purchasing a ¼” drill bit? (If you want more, Clayton Christiansen in Competing Against Luck and The Innovator’s DNA says that buyers hire things to do a job for them.)

Time and Measurement

In today’s world, we have more capacity to measure the efficacy of our advertising and the ways we engage the market than we’ve ever had in history. I can tell you which ads people clicked and even how long they stayed on my website after clicking the ad. We can see where our website hits are coming from. We can tell what time of day people come to our site. Not only are we swimming in data, most of the time, we’ve got solid dashboards to help us make sense of the data.

The problem is that Godin encourages us to realize that marketing is about forming a relationship with our prospects – our tribe – and this takes time. We’ve got to keep showing up day-after day with generosity for years and years. When we’re doing direct marketing, we can see that the users clicked, but we can’t see if we’ve built into our relationship or if we’ve made a small withdrawal from our relational bank account.

So, on the one hand, Godin encourages us to carefully watch our metrics, and at the same time, he encourages us to be patient for results to come. Some – but not all — of this discrepancy can be resolved by understanding that Godin is encouraging a relationship and not advertising. While advertising is necessary, he feels like advertising is unearned media.

No More Rock Stars

Fundamentally, Godin explains, marketing has changed. It’s more personalized, fragmented, and diluted. We simply don’t have as many megastars as we used to have. Growing up in the 70s, 80s, and 90s, I can remember Madonna and Michael Jackson. I don’t expect that we’ll see stars of their magnitude any longer. Things are just too diffuse. (See America’s Generations for more on differences in generations.)

Instead of trying to reach everyone, we should be focusing on our target market and finding a few raving fans who will share their passion for your solution with others. You want a group – even if it’s small – that believes so strongly in your solution that they’re willing to tell everyone they know.

Brand Promise

Most of the time, when I’m talking to an organization about their brand, they instantly move to a discussion of their logo, fonts, and colors. They talk about what it looks like, but that’s not the core of a brand. The core of a brand is the promise that the brand makes to consumers. In The Deep Water of Affinity Groups, I explained that every brand makes a promise, and the strength of the brand relies upon their ability to deliver to that promise.

Marketing and Pricing

Your approach to marketing and your pricing are not distinct things. They’re related. If your brand promise is luxury and your price is low, the consumer won’t be able to reconcile the difference. They’ll be stuck trying to decide your messaging or your price. In the end, they’ll accept your price as truth – whether it is or not. When you’re deciding the spot you want to occupy in the market, you must consider not only the key emotion that you’re selling but also whether your price supports that position.

Brands have the power to cause people to spend money for little or no additional value. They’re selling status. They’re selling exclusivity and elite. That status is something that many people are quite willing to pay for. Somewhere deep inside, they believe in scarcity, and that, when things get scarce, those with the higher status will get the remaining resources. The problem is that the things marketers sell for status have no relationship to how much or little someone will have when resources become scarce. But, then again, This is Marketing.

Book Review-Got Your Attention?

It takes more than a clever title and a tagline to connect with people. That’s just one of the messages from Sam Horn’s book Got Your Attention?. The chapters are short, just like the goldfish-sized attention span that Horn says we all have today. She’s not the only one. In Fascinate, Sally Hogshead sets the same expectation. Whether we’re literally as distractible as a goldfish, or it just seems that way, getting people’s attention is hard. In Got Your Attention?, Horn teaches you how to get – and keep – people’s attention.


In Alone Together, Sherry Turkle explains how technology has simultaneously increased our connection to one another and moved us farther apart. We can share screens and web cams with people on the other side of the planet – yet fewer and fewer people feel like they’ve got someone with whom they can share an intimate conversation. Horn quotes Stephen Marche: “We suffer from unprecedented alienation. We have never been more detached from one another.”

This leaves us all with a longing for connection – a connection that we crave ourselves and that we can offer to others. In offering connection to others, we can get their attention.


Connection comes when people are interested in each other, and the headwaters of interest start at intrigue. When we encounter something interesting, our reticular activating system (RAS) focuses our attention, so that we can move closer and find out more. (See Change or Die for more on the RAS.)

For some, they believe they don’t have anything interesting to say. For others, they can’t wait for the other person to stop talking, so they can start talking about themselves more. Neither end of the self-confidence spectrum serves us well when it comes to having a dialogue with the other person.


We know that our first step is to create intrigue, to get folks to want to know what we know – and we should simultaneously cultivate a sense of intrigue for what they do. However, it’s important to keep our end goals in mind. We want more than just an opportunity to sell or a chance at some funding we need. Our goal is connection. Whether we can help the other person in their business goals or not, can we find a way to connect with them?

The initial spark of interest comes from intrigue, and the result of interest is dialogue. Dialogue isn’t just communication. It’s not a barrage of words we inflict upon each other. Dialogue is the road on which we travel when we’re looking for the opportunity to connect with others. It’s a special and difficult form of communication that requires both parties be vulnerable with their whole self and who they are.

The ability to have a dialogue requires a degree of self-confidence. (For more on dialogue, see Dialogue.)


While Horn’s advice addresses the tactical issues surrounding getting people’s attention and how to maintain it, there’s a normal range that it works in – and sometimes people are outside of that range. I was reminded of an old chemistry class comment that chemical reactions often only happen inside of a pH range. As a result, you can put two chemicals together that should normally react violently, but if the pH is wrong, nothing happens.

The same is true of Horn’s advice. She recounts a story of an aspiring author whose meeting with a publisher goes horribly wrong, and the author doesn’t attempt to pitch her idea to anyone else – even when there were opportunities available to her. Her self-confidence and self-esteem were so crushed that she couldn’t continue to put herself out there in ways that someone else might be intrigued by. Despite this, other than a brusque comment that you must keep going, there’s little advice for how to build and maintain your self-esteem.

Before you can take advantage of Horn’s advice about the tactics you can use to increase your performance, you’ve got to find your courage. That is, you must find enough self-confidence to be able to step up to the plate and take a swing. One way to start that journey is to look to the advice of Find Your Courage.

The Introduction

If you were taught sales at any point in your world, it’s likely that someone taught you to perfect your elevator pitch. The idea was that, if you were in an elevator and someone asked you what you do, you have 30 seconds until one of you is going to get off the elevator. How do you express what you do in 30 seconds? If you were good, you were taught to say that you do A, B, and C, then end with the question about whether they know about those things or need them. The idea is to throw out three lines for potential connection and allow them to pick up one of them.

Horn’s approach is different. Instead of explaining three things you do – or three problems you solve – the idea is that you ask them three “did you know” questions. The point is to find something that is intriguing to the audience. It needs to be intriguing enough to want to know more. From there, Horn recommends transitioning to a set of “wouldn’t you like…” statements and finally close with the fact that you’ve already created that solution – so they don’t have to imagine.

This illustrates a difference in perspective. The elevator pitch isn’t really a pitch. It’s a summary and an open invitation for the other person to engage. Horn’s approach is what you would do from a platform, when you’re speaking to a group and you want to draw them into your line of thinking. Because this opening is so important, let’s look at it in more detail.

Did You Know?

Did you know that web articles can be read in about one minute? The average person reads somewhere between 450 and 600 words per minute, and most web articles now are only 600 words. Did you know that reading is 3 to 4 times quicker than listening? Most people speak at the rate of only 150 words per minute compared to the reading rate of between 450 to 600 words.

While you don’t know exactly where I’m going with these questions, didn’t it get your attention? “Did you know” engages your brain to test what is being said. “Did you know” can lead you to discovering the scope of a problem that you didn’t even know about. Did you know that roughly 100,000 people die each year from healthcare-associated infections (HAIs) in the US alone? That’s true – and now you have a sense for the scale of the problem.

“Did you know” can also provide a different perspective. Did you know that only 50% of the high-risk objects in a hospital room are cleaned during a standard “terminal” (between patients) room cleaning? Did this question move you to expect that the hospital room you’re entering is clean or dirty?

“Did you know” can also expose previously unconsidered possibilities. Did you know that you can reduce healthcare-associated infections by helping employees escape burnout? Most people wouldn’t directly make the link between provider burnout and patient outcomes – but the research says that there is a direct causal relationship. Most folks wouldn’t have considered working on employee mental health to improve outcomes, but that new possibility may be more effective than the standard training.

Wouldn’t You Like?

Imagine what it would be like for your audience to start leaning in and asking for more information. Imagine what it would be like to have a line of people waiting to speak with you after your presentation. This strategy of “Wouldn’t you like”-type questions and “imagine” statements decouples the possibility of the solution from the presentation of the solution.

The traditional strategy of telling someone that you can do something is met with initial resistance. Our initial reaction is to find ways that this can’t be possible. By using the keyword “imagine” or phrase “Wouldn’t you like,” you remove the constraint of whether it’s possible or not. This, coupled with a concrete vision, can be a powerful way to help to drive to your solution.

The Solution

The closing is to indicate that the solution they’re dreaming of isn’t a dream after all – it’s something you can do. It’s something that has been done and is real. After making it clear that it’s real, you simply need to apply credibility markers, so they know your claim of the solution is something they can trust in.

The Phrase-that-Pays

If you’ve ever watched infomercials at 3 in the morning, you’ve heard phrases that get stuck in your head. Ronco will forever be remembered for “Set it and forget it.” You may remember Wendy’s “Where’s the Beef?” campaign or Calgon’s 1970s-era “Ancient Chinese Secret” campaign. These phrases got stuck somewhere in our consciousness.

Certainly, some degree of this is just the sheer number of times that we heard them due to marketing budgets behind these key phrases. However, there’s a bit more to it than just that. Horn recommends these tips:

  • Distill: Condense your call to action into eight words or less.
  • Rhythm: Put your words into a beat so they’re easy to repeat.
  • Alliteration: Use words that start with the same sound.
  • Rhyme: Use rhyme if you want to be remembered over time.
  • Pause and punch: Deliver your phrase-that-pays with distinctive inflection.

Undivided or Undevoted Attention

Horn admits that she doesn’t always garner the undivided attention of her children all the time. Most parents recognize that they sometimes get the undevoted attention from their children as they focus on their phones, a show, or a game.

The question becomes how you can convert the undevoted attention of your audience into undivided attention.In the service of the goal of getting people’s undivided attention to your message, you may want to see if Horn Got Your Attention? in her book.

Book Review-Competing Against Luck: The Story of Innovation and Customer Choice

I’ve known for some time now that it’s better to be lucky than smart. The organizations and people that are successful are more frequently the result of luck than intelligence or skill. So, then the key question when you’re looking to compete is the one answered in Clayton Christensen’s title Competing Against Luck: The Story of Innovation and Customer Choice. The unfortunate thing is that there aren’t any easy answers.

Jobs to Be Done

The kernel at the core of Competing Against Luck is the thing Christensen has been working on for a while. Back in The Innovator’s DNA, he spoke about how consumers hire products to do jobs for them – to solve problems that they don’t want to have to solve for themselves, or at least not have to solve them over and over again. One story includes why people buy milkshakes, and the split between two different answers. The first answer is for the morning commute, to have something that will stick with people during their drive and through the morning. The second answer is as a way to say yes to a child to one thing – instead of having to say no to everything.

This example presents a problem, because the morning commuter wants a shake that lasts longer. It’s thicker, so it should be served through a smaller straw, and thus take longer to finish. (See Nudge for simple and unconscious ways to change the outcomes without people noticing.) However, the parent wants the shake they buy their child to be done as soon as possible, so they can move on with the next thing on their task list. The product is the same, but the job that the product is being hired to do is different.

Cheap Labor

One of the interesting things that happens when this “jobs to be done” theory is applied to innovation is that, frequently, the disruptor – the innovator – in the market enters the playing field at a significant disadvantage. Their products are technically inferior to the historical products – but much cheaper. This allows many people to try them out and allows the disruptor to develop more robust product offerings.

Even Khan Academy, which was started by Sal Khan to help his young cousin, was “cheaper and crappier” than the educational videos already online – but it allowed students to learn at their own pace, and that made the difference. The disruptors are those in the market who can focus on the aspects of the product that are essential and do it at a price that the market can bear.

Hiring for a Different Job

An important point when considering a potential innovation is whether it solves the same problem as the existing players in the market. For instance, Airbnb competes not just with hotels but also with not going on the trip or staying with friends or relatives. Uber competes not just with taxi and limousine services but also with public transportation and asking a friend to give you a lift.

The beauty of innovations is that they can help to redefine a category in ways that broaden the potential market. These changes are natural as the market evolves. Magical numbers happen in the market where utilization takes off. VCRs and DVD players – for instance – both started to take off in popularity when the mean price point for them hit around $200. Suddenly, they became viable alternatives to going out to the movies a few times a year. The same is true for high definition televisions. Once they became “affordable,” they changed how people started to think about where and when to buy them.

Needs and Behaviors

Behaviors aren’t explained by needs. There’s a stunning gap between what people say they want and are willing to spend money on and what they will part with money for. There’s a disconnect between the emotional brain that makes the buying decisions and the rational brain that answers survey questions. (See Thinking, Fast and Slow for more.) It seems what people will actually do is shaped by their perception of how OK the solution is – and how powerfully they feel the need.

Everett Rogers discovered that there are many factors for the rate of diffusion (or adoption) of an innovation with Iowa farmers as explained in The Diffusion of Innovations. He found that some people were willing to adopt very early, where others needed more social evidence that the innovation worked. So just having a need isn’t sufficient to cause a change in behavior. It takes a sufficiently large motivation to break the inertia of continuing to do the same thing.

Indicators and Causality

As Nassim Taleb points out in The Black Swan and Antifragile, causality and correlation are different things. Competing Against Luck quotes Nate Silver from The Signal and the Noise in his clarification about correlation and causation. It turns out that neither ice cream sales nor forest fires cause the other. It just so happens that they’re both correlated with warm weather.

Sometimes the key metric, the one that leads to the results, isn’t the one that you’d expect. (See How to Measure Anything for more on leading indicators.) Batting average isn’t – it turns out – the best way to measure offensive success in baseball – on-base percentage is. When looking for innovations, we need to consider whether we’re measuring our results against the right yardstick.


Christensen is effectively advocating for ethnography. He’s saying that someone needs to get to the point that they understand the culture of the target audience so well that they can see the product the people need – that they never even realized they needed. (See The Ethnographic Interview.) Sometimes, you can’t listen to what they’re saying. You must look for ways to experience the situation with them to learn more. (See Creative Confidence for more.)

It’s possible to do market research with the illusion of truth in quantitative numbers. However, to truly understand the nature of the situation, you need the qualitative answers. It’s only through these answers that you can see the struggles that are washed away by statistics and averaging. Qualitative answers give you a palpable feel for the people you’re studying as potential customers. It’s in this feel that you can often find the best insights.

Peace of Mind

If you stare deeply into the data about innovations, a strange thought starts to emerge. Peace of mind is a necessity in today’s world. It’s not a luxury upgrade. If you think about successful products, whatever they are, they’re likely selling peace of mind. (See The Deep Water of Affinity Groups.) Peace of mind is so hard to come by in today’s world, we often find ourselves seeking it out – and craving the relief it provides.

Peace of mind takes many forms. Some of the peace of mind can be conveyed by the brand, and some of the peace of mind is conveyed in how completely the solution solves the job for which the item was hired for.

Commanders Intent

The armed forces, and particularly the Army, has been known for its command and control attitude. Great plans are created and assumed to be how things need to happen. However, there’s an old army saying that “no plan survives engagement with the enemy.” That’s why orders now come with a specific “commander’s intent” component. That is, in addition to the specific details of the mission, the commander’s goal is clearly articulated, so that the army soldier can find a way to meet the intent, even if the specific plans are thwarted. This commander’s intent is key to soldiers operating in the uncertain world of today.

Luck and Timing

Much of luck, I believe, is timing. The market must be in the right spot for the right idea. We can try to time the market, outthink it, or outsmart it; but, in the end, it’s luck and, particularly, the right timing that drive a lot of success in business.

While I appreciate Christensen’s title, I’m not sure that there’s much specific to offer in the way of Competing Against Luck – unless you expect that your behaviors are going to bring you better luck. Still, trying to learn how to compete is better than not.

Book Review-Email Marketing Demystified: Build a Massive Mailing List, Write Copy that Converts and Generate More Sales

It’s been several years ago now. I had a technology client that was a marketing firm. In a conversation with the president, we were talking about getting responses to an advertising campaign. He said to me, “I can guarantee you a number of responses, I just can’t guarantee you it will be cost effective.” That stuck with me as a fundamental truth of marketing. I had always thought that you might not get enough responses, but, in truth, if you’re willing to spend enough money, you can always generate the responses – it’s a matter of whether that will be cost effective or not.

That’s why people turn to email marketing. In general, it’s cost effective. The Direct Marketing Association says that, on average, for every $1 spent in email marketing, the business gets $43 in sales. That’s a huge return. However, how do you get those kinds of returns? That’s what Email Marketing Demystified: Build a Massive Mailing List, Write Copy that Converts, and Generate More Sales seeks to help you do.

The Point of It All

Before getting into the details of the how, it’s important to focus on the why. (See Start with Why.) You do email marketing to market something – but what is that something? In some cases, it can be consulting services. In others, it’s product sales. However, product sales to whom, and what is the product being sold?

For me, we sell The SharePoint Shepherd’s Guide for End Users to corporate customers, who buy it for everyone in their organization. We sell courses to individual corporate buyers who are looking to learn more about SharePoint themselves. We want these products in the hands of more people.

One of the insights from Email Marketing Demystified is that if you continue to pitch the same products to the same audiences, you’ll see diminishing returns. The business question becomes how much time do you spend marketing, and how much time do you spend creating new products? There is – of course – no answer to this question. You can build lists and write great copy, but if you’re not selling products, eventually the whole system will fly apart.

Copy Writing

The heart of getting conversions on your emails – moving someone from reading to responding – is copywriting. On the surface, this is an easy task. Everyone learned to write in grade school. However, the subtle arts of copywriting aren’t as easy as they seem. The difference between a 1% and a 2% conversion rate aren’t impressive until you realize that this doubled your effectiveness – or can move you from one hundred purchases to two hundred.

Simple tips like keeping your headlines and subjects to five to ten words that will fit on a single line of text flow throughout the book. The copy on a button can dramatically change how many people click and respond. (“Sign Up Now (Free)” is the recommended copy for a button.)

List Building

In the category of list building, Email Marketing Demystified isn’t silent – but it’s definitely not verbose. Effectively you’re directed to Traction and to for finding ways to build your list. There is the tongue in cheek response that you just build great content for years and years until it starts to work. Of course, no one wants to hear this – but to some extent, it’s true. The Halo Effect focuses us on the truth that the world is filled with probabilities, not certainties. You can increase your chances – the probability – that your list will grow, but there’s no certainty in its growth.

A good friend of mine who teaches marketing once told me that all marketing is “throwing stuff against the wall to see if it sticks.” I can tell you that in my experience this is true. There are some things that I thought were going to be great for list building that did nothing. Other things that I didn’t expect much from have been very useful to me.

In short, if you’re looking for solid techniques for actually building your list, you may need to look elsewhere.

SPAM Shift

Before completely leaving the topic of list building, I should say that there has been a shift from purchased lists and mass mailings to smaller numbers of people who are more actively engaged in your content. While it’s still a valid list building technique to get someone else to pitch your offer to their list, rarely does acquiring a list work these days. Lists todays have to be built.

The tools that exist to help users protect themselves from SPAM have becoming increasingly more effective, and this may have something to do with the shift. Major mail systems are prioritizing the emails that you interact with, and, as a result, the massive number of emails that are being sent – and delivered – aren’t being seen by the users.

List building isn’t like the old days, where you could build your list by acquiring it.

Frequency and Timing

One of the considerations when you have a list is how frequently you should be emailing your list. The guidelines are interesting… No more than once a day, and not less than once a week. Of course, if you look at books like Launch, they’ll tell you to send reminders on your launch day so you may end up above the once a day rule – but at least it’s not every day.

My own results have been mixed. I believe that, between product launches, there is a place on your refresh list for emails to be sent out once a month. Basically, these are people who are interested in you and what you’re doing, but there’s nothing that they need to buy right now. You don’t want to inundate them – but at the same time you don’t want them to forget you. I still send a monthly newsletter to people who are interested.

In addition to that, I send people email campaigns when they want them. We offer 30 Office Tips (delivered every other weekday) and a set of SharePoint Secrets that are delivered every three days. It’s possible that we’ll be emailing folks more than once a day – but only if they’ve asked us for that frequency of contact.

The other dimension is how long do you hold onto a lead? The recommendation from Email Marketing Demystified is to have autoresponder sequences that last three to five months. This feels long to me, but who knows? They also recommend that if someone hasn’t interacted with you in six months you should remove them from your list.


I don’t know that I’d say that Email Marketing Demystified lives up to its title. It feels more like a set of clues to find your own path than a secret decoder ring. However, if you’ve been doing email marketing for a while, you probably realize there is no such thing as Email Marketing Demystified – the best you can hope for is some useful clues that make you a bit more productive.

What-Why-How to Convey Meaning and Get Buy-In

A friend of mine asked for my input on a one-page marketing slick that he was planning on using to get organizations to sign up. As I looked at it, I was confused with what the organization was doing, why they were doing it (their mission), and ultimately what I’d need to do to engage. I realized that many marketing materials either don’t contain these critical components – or they aren’t crisp enough to be effective. That’s why I felt it was important to write this post – to make it easy for anyone to write good marketing copy for a web page, a one-pager, or a campaign.

What’s the Problem?

When you’re fishing, you’ve got to know what you’re fishing for. You need to know what fish you want to get on the hook. When you start with a marketing piece, you’ve got to know what the problem is that you’re trying to solve for your customer. What is their heartfelt pain that you can fix?

This isn’t the service that you provide – but it should be related. You don’t provide, for instance, water filters, you provide clean drinking water. People don’t want filters, they want what the filter can provide: clean drinking water. Providing clean drinking water to the world is a noble endeavor and one that people can get behind emotionally. However, bolstering this in explaining the what is telling a little mini-story with statistics and people.


Statistics are easy enough to dismiss, but they can help us frame our perspective. If four out of five dentists recommend fluoride in your water, you know that most professionals seem to think it’s a good idea. Statistics that indicate why the problem is real validate the intuition of the person you’re speaking with. Statistics that expose the impact the problem is having on their world help them to understand the real pain that it’s creating in their world. It may be a dull, unidentifiable pain – until they can quantify what is going on and how much it is costing them.


People love a good story. They crave stories – we’re Wired for Story. However, too few marketing pieces are written like a good book, with a story to pull you in and get you to want to learn more. Sarah was just two when her mom and sister got sick and died. No one really knew why. Her dad came home and found them lying on the floor of their makeshift hut. A few hours later, he was digging a hole with a few members of the community to bury them. The grief was overpowering. She couldn’t tell whether her dad was sweating in the August sun or crying, and she dared not ask. There were no answers to why they died. Only the despair that follows such a loss. Years later, she was taken in by some well-meaning people and given a chance to attend school and learn. It was then that she realized that her daily trip to the lake to fetch water had probably brought home a parasite or bacteria that had taken her mother and sister from her.

No one wants to see Sarah suffer. A paragraph of mediocre writing was all it took for you to get wrapped into Sarah’s plight. Except Sarah isn’t real. It’s just a story. It’s a story that sets up the what – providing a world of suffering people a chance to have clean water – and for moms and sisters to survive.

It’s quicker, and easier, to find some testimonials for people who have been saved than to write stories – but it’s an essential part of your marketing message.

Why Are We Doing This?

Years ago, marketing was magic. You simply told the world you had a better mouse trap on the Mickey Mouse Club and the product rushed off the shelf. Back then, most consumers didn’t care whether your organization did good in the world or not. However, as our generations have changed, so has our need to explain our “why”. (See America’s Generations for more on generations.) Simon Sinek’s book Start with Why instructs us to look for our own “whys.” Though few people are willing to do this journey themselves, they want to feel good about themselves through buying products and services from organizations that they believe have a mission.

Most organizations have a mission. It may be poorly articulated and sitting in the bottom of a dusty drawer, but it exists. For most, it’s more than to make money – though, arguably, for some this is the only driver. Expressing the mission in a way that resonates with the target audience is important. Whether it’s fair trade, fair wages, or shoes for children, the mission matters.

The mission for you need not be a save-the-world, provide-clean-drinking-water, and save-lives sort of thing. In our technology business, we simply want to enable organizations’ success through technology. We want them to be successful with the help of technology. We don’t want them to be hampered in their success by something that should be easy.

How Are You Doing This?

We’ve got to believe. Not just to fly, like Peter Pan, but to do anything. If we don’t believe, then we don’t do. If we don’t believe there’s a chance that we’ll win – no matter how remote – we won’t play the lottery. It’s our belief that drives us. There are many ways that organizations try to build the belief in the mind of the prospect that they’re the right answer. For some, it’s branding exclusivity or indulgence. For others, it is rock solid stability. The organization seeks to convey the markers that create the belief in the mind of the prospect that the organization can give them what they want. However, there’s more to it than that. They need to believe that you know how you’re going to give them what they want. (See The Deep Water of Affinity Groups for more on how brands work.)

Sharing enough of how you’re going to solve the prospect’s problem helps them believe that you can solve it. How much you need to share to help them believe varies by what you’re doing and how different you are from your competition. Explaining that you’re going to end world hunger comes with a modicum of disbelief. Most people don’t believe that you can solve world hunger. To overcome this disbelief, you must have a believable how. If you want to provide clean drinking water to the world, you’ve got to share that you’ve got a water filter that works. You’ve got to share that it’s reliable, cheap, and works without electricity.

You don’t have to explain carbon filtering, chemical processes, or the resistance of the medium to water – you only must explain it in a way that makes it sufficiently plausible. Getting to 100% belief isn’t the goal of marketing – that’s sales. The goal of marketing is to develop a need in the prospects mind to reach out and take the next step.

Setting the Hook, the Easy Way

The final step is in creating a single and easy call to action. If you need someone to pick up the phone, then that’s your call to action. If your call to action is to visit your website, realize that you’ll have to get your website to have the clear call to action for the next step. While you generally can’t move a prospect immediately into a sale, your goal is to create a small number of very small steps to make it easy for the prospect to move through your sales funnel.

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Made to Stick: Why Some Ideas Survive and Others Die

Book Review-Made to Stick

Honey. Duct Tape. Elmer’s Glue. They’re all made to stick, but they’re not the kind of Made to Stick that Dan and Chip Heath are talking about. They’re talking about those mental viruses that replicate inside your head over and over again until you want relief – and things much less pervasive but sticky nonetheless. What about those songs that get stuck in your head? What about the belief that autism is caused by vaccines? (See Science and Pseudoscience in Clinical Psychology for why this isn’t truth.) Some ideas and myths and ideas persist, and others gently fade away into the night.

How is this useful to most of us? How does knowing what makes an idea sticky or not help us in our challenges of living life? The answer may be connected to our desire to change our behaviors. How do we stick with our exercise regimen or stay on our diet? (See Change or Die and Willpower for more.) It’s also connected to our desire to market our goods and services in a way that people can remember.

We’re in an attention economy, and under those conditions, you can either hope that you grab the attention of a buyer at exactly the right time – or you can design your messages to be sticky and hope that your message has remained in your buyer’s mind at the right time. The second option makes hitting the target seem more likely.

Six Principles

The Heath brothers have distilled what they believe are the six principles that lead to stickiness. They are:

  • Simplicity
  • Unexpectedness
  • Concreteness
  • Credibility
  • Emotions
  • Stories

As they tear each of them apart, I saw connections. Simplicity is the opposite of complexity, which Rogers says is an opposing factor to the Diffusion of Innovations. Unexpectedness draws our initial attention, as is explained in Fascinate, Inside Jokes, Incognito, The Signal and the Noise, and others. Concreteness makes an appearance in learning in works like The Adult Learner, Efficiency in Learning, and How We Learn. Credibility and our ability to appear credible to our audience shows up in marketing books. (See the New Rules of Marketing and PR, Guerilla Marketing, and Duct Tape Marketing.) Emotions are how we make decisions, as the Heath brothers describe in Switch, which they got from Haidt’s The Happiness Hypothesis. Stories are powerful, as we learn in Wired for Story.

These six principles are clearly connected to a set of works across disciplines and bring together a diverse set of forces that can help your ideas stick for as long as they need to.

Vowels of Success A-E-I-O-U (or O-I-U-A-E)

While I love the success (SUCCES) acronym, I believe that the Heath brothers missed something. I believe that they missed the “Wow!” factor that leads people to pay attention in the first place. We’re in an attention-based economy, where we need first get people’s attention with some sizzle. We need the wow. I think that we need to represent all the vowels in our acronym – but not in the order they appear in the alphabet. First, I believe, we need them to say “Ohh!” (Our first vowel.)

Next, we need to give them something unexpected. We need to give them something that hooks them more than the initial spark that got their attention. We need to create a sense of Intrigue (our second vowel).

From there, our idea must be Understandable (our third vowel). That means it needs to be both simple and concrete – because that’s the way that we learn things and the way that we can connect them to our other memories. (See How We Learn.)

The fourth vowel is Accepted. That is, the receiver must accept the learning. They’ve got to believe the credibility of the sender – typically through credibility markers. The credibility marker can be a referral from someone the receiver trusts or another form of marker, like a certification or approval.

The final vowel is E for Engaging, which encompasses the Heath brothers’ emotions and stories. This is setting the hook. It’s taking the idea that was noticed, pondered, understood, and accepted and then ensuring that it can be remembered. As humans, we evolved to feel others’ feelings. Mirror neurons literally fire in conjunction with others’ neurons. (See Primal Leadership for more.) As Wired for Story points out, we evolved to be able to learn from others through stories – so stories have a significant sticking power.

Simple, not Simplistic

One of my favorite Einstein quotes is “make everything as simple as possible, not simpler.” Einstein wasn’t trying to “dumb down” relativity. He was trying to get to the core principles of it. He was trying to take the complicated and make it as simple as possible. In the language of the Heath brothers, simplicity is finding the core of the idea. It’s finding the essential and central point to be made. Instead of covering everything, it’s covering only those topics which are core.

Much time is spent making the point that, when you say three things, you’re really saying nothing. If you want a message to stick, you must pick the point to make – and stay with it. This is reminiscent of the Stockdale Paradox from Good to Great, where you must have unwavering faith – and the ability to listen and adapt. On the one hand, you need to listen to what you can do to make the message more compelling and resonate better with the audience, and on the other hand have the fortitude (or perhaps grit – see Grit) to stay the course. (My post Should You be a Fox or a Hedgehog? may shed additional light on the topic of creating simplicity.)

Attracting Attention

In my reviews of Selling to VITO and Traction, I mentioned that we live in an attention economy. If we want to succeed, we must attract attention – the right kind of attention to what we’re offering. We can’t demand attention. We can’t insist that someone read our email or watch our video. We’ve got to engage them in a way that makes them want to engage. This is where unexpectedness helps us. Jokes pack a one-two-switch punch, and when we detect that there was something unexpected, that our pattern matching brains were wrong, we laugh. In short, we get a bit of the pleasure drug dopamine for detecting the error in our thinking – the unexpectedness. (See Inside Jokes for more)

Many of the techniques that you’ll find in marketing books are about doing something unexpected to get – and hopefully keep – attention. The key contrast is in defining the brand message as internally consistent but externally (worldly) inconsistent. (See Brand is a Four Letter Word for more.)

Creating the Demand

Sometimes the dance to engage your audience is to tell them what they know – and then expose the gap that they don’t know about. Sometimes you must expose the thing that the audience already knows – but doesn’t know consciously – to get to the gap in their knowledge. You can’t realize that you don’t know what’s between you and your goal until you know what your goal is. You can’t find the path to success when you can’t define what success is. (The ONE Thing leads towards the idea of getting very clear about what your goals are.)

You can’t sell a product or service to someone who doesn’t know they need it. To help them understand their need, you must first help them be concrete about what they want, and then expose to them that they don’t know how to get there.

Building the Market

In my post Building the Market, I speak about the kind of effort that it takes to build a market and how it’s not the best plan for most organizations these days. Unfortunately, the need to create the demand and the realities of modern business are in conflict. Small businesses lack the capital and large organizations, driven by the need for quarterly returns, rarely have the fortitude.

Velcro Kind of Sticky

In How We Learn, we are told that there are two components to memory: storage and retrieval. Storage seems to be the easier of the two components. It’s the retrieval that’s interesting, because the brain carefully prunes away connections that can be used for retrieval to allow us to function. Instead of everything being available at our fingertips, things are only available through a chain of thinking, like navigating down a folder hierarchy.

This pruning of the retrieval system doesn’t mean that we forget about the ideas we’re trying to convey. Instead, it means that the patterns for retrieval of that information become narrower and harder to hit. That’s why, when we craft our message, we craft it in a way that it can be retrieved. We try to ensure that the audience’s brain doesn’t trim those retrieval paths we need.

Velcro is interesting stuff. Designed by nature and copied by humans, there isn’t just one spot that the two pieces will catch together. Instead, any contact between the two pieces will create a level of cohesion. When creating our ideas, we try to craft the message in a way that, even if our intended connection isn’t made, alternative connections may help us hold onto the idea.

Nonsense and Understanding

Much of the challenge of getting ideas to stick is to get them to be understood. Testing our memory is hard, because researchers realized that the different retrieval connections that people have for different ideas keep muddying up the water – until they settled on nonsense words as an approach to testing for retention. The intent was to create things that people couldn’t connect to existing memories.

Even random strings of numbers would connect with people. They would find an old area code inside the middle of a string and suddenly do better on the memory test because of the connection. In fact, the high-performance memory folks use this technique of making the numbers meaningful to them so that they can remember them. (See Peak for more on the memory experts.)

In short, we remember the things we can understand – and we don’t remember the things that we don’t.

We remember those things which are concrete. In fact, we grasp the abstract through means of the concrete. (See Pervasive Information Architecture for more about this.) The Heath brothers call to concreteness as a tool to allow us to remember the idea.

Understanding Statistics

Most people don’t understand statistics. Ask for an explanation of standard deviation, and you’re just as likely to get blank stares as you are to get answers that are materially correct. However, more importantly, people don’t connect with statistics. Statistics live in the analytical portion of our brains, and, as Switch and The Happiness Hypothesis point out, the analytical portion (the rider) isn’t in control. How to Measure Anything and Thinking, Fast and Slow both point out our inability to conceive of large numbers well. We’re subject to all sorts of biases and inaccuracies as our analytical mind attempts to wrap around the numbers we’re talking about.

To understand statistics, we need to create simplicity. To understand statistics, we must strip the complicated math and make the true value of the statistic – the ratio – stand out. It’s the ratio that makes the pie chart so valuable. Though it’s lousy at comparing year to year, it’s beautiful at showing what percentage of a pie was made up of one part of the total. People get it because they know what it’s like to give up a part of the pie.

It’s said that a million deaths is a statistic. A single death is a tragedy. The emotional aspects of understanding the story behind the one loss is within our capacity as humans. Comprehending the pain of the deaths of a million people exceeds our capacity.


In Pitch Anything, Klaff’s general premise is he who sets the frame controls the sale. If you can control the way that people see the situation, you can control the outcome. While this might be overstated a bit, framing is a powerful force for managing how people perceive anything. Framing sportsmanship as a way to honor the game that you love so much can take an abstract idea like sportsmanship and hang on it the trappings of honor of respect and have a profound effect on how people see their need to participate in games.

A subtle change with school children can be that they be framed as representatives or, even better, ambassadors of their school. As a result, they frame their behavior in terms of whether it will reflect positively on the school.

The frames that people use change with the circumstances they find themselves in. They can identify as child one moment and boy the next. (For more, see No Two Alike) By influencing which frame they use, you can influence how powerful an idea sticks.

What Do People Like Me Do?

In the end, the most powerful frames are the defining ones. They’re the ones that people ask “What do people like me do in circumstances like this?” They look for defining boundaries – the things that people like them do – and don’t do. (See Beyond Boundaries for more on defining boundaries.) So, as it comes to Made to Stick, what do people like you do? Do you read it?

Launch: An Internet Millionaire's Secret Formula to Sell Almost Anything Online, Build a Business You Love, and Live the Life of Your Dreams

Book Review-Launch: An Internet Millionaire’s Secret Formula to Sell Almost Anything Online, Build a Business You Love, and Live the Life Of Your Dreams

Everyone dreams of it. Sell some product on the internet. Make a million (or a few million) dollars, and retire to some Caribbean island – or, in the case of Jeff Walker, Durango, CO. However, how can you do that? Launch: An Internet Millionaire’s Secret Formula to Sell Almost Anything Online, Build a Business You Love, and Live the Life Of Your Dreams claims to hold the keys to this elusive goal of many people. While Launch may have some pointers, from my point of view, there are some key areas of the map that are obscured or missing. We’ll get to that, but for now: what is the product launch formula?

Product Launch Formula

Jeff Walker started by sharing information about investing and became an internet marketing mogul. He’s well-respected as someone who has found a model for internet marketing that works. His approach is very different than the approach used by typical marketing. It’s not Guerilla Marketing or Duct Tape Marketing. It’s not even The New Rules of Marketing and PR. The strategy is different, in part, because it assumes you’re not starting with a product. It assumes that you’re launching a new product or business. The idea is that you develop an audience (what Seth Godin would call a “tribe” – see Tribes). You get that audience frenzied about the availability to get the product. The process is designed “to get your target market so engaged with your product (or business) that they almost beg you to sell it to them.”

Target Market

The target market is the first of the blurry (or missing) parts of the map. Jeff assumes that you can build your target market. The idea is that you can create content and that content will help to engage prospective customers in a conversation. They’ll help you to create and refine the content, and then you sell it to them. However, what if you can’t engage the market? What if you can’t find your tribe?

Walker quickly skims over this topic and assures you that you’ll find your target market and that they’ll help you refine your offering. I, however, have lived the life of building a tribe and defining a product. For the past ten years in selling The SharePoint Shepherd’s Guide, I’ve found great places to connect with the market and equally found times when there seems to be no connection at all. It’s quite easy – and probably correct – to say that I’m doing it wrong, and I’ve missed the market, or that I’ve failed to zig and instead zagged. It is, however, my experience that the tricky part is in finding and connecting with a market to understand what they’ll get engaged about.

Sequences, Stories, and Triggers

The Product Launch Formula is made up of four sequences: Pre-Prelaunch, Prelaunch, Launch, and Post-Launch. Each of these sequences has a series of steps. The steps are designed to tell a story across time instead of overloading someone with one big message. The story is spread across days. (See Wired for Story and Story Genius for more about writing stories.)

The sequences and stories are designed to activate a set of mental triggers in the mind of the recipient that drives them to action. The triggers are:

  • Scarcity – This is a limited-time offer; you’re missing out if you don’t take advantage right now.
  • Authority – You’re the person who has all the answers; they’re a fool if they’re not listening to you.
  • Community – They’ll be left out of the club if they don’t join you.
  • Reciprocity – If I give you something, you’ll want to give me something back.
  • Trust – You should trust me.
  • Anticipation – You can’t have it – yet.
  • Likeability – Making yourself likable to encourage others to want to do business with us.
  • Events and Rituals – People love events and the opportunity to experience something together.
  • Social Proof – Others have had success using this system; the implication of which is that you can, too.

Obviously, these triggers are the right things to drive activity. The Happiness Hypothesis and Switch remind us that we are substantially more driven by our emotions (and our fears) than we would like to admit. Reiss claims there are 16 basic motivators of people in Who Am I? and The Normal Personality. His motivators include power, savings, social contact, status, and others, which link up to the triggers Walker shares here. The triggers are right – if you can find someone who’s interested in your offer.

So Now What?

The Product Launch Formula may be the right answer once you’ve figured out your market and your offer – or at least if you’ve got it reasonably close. However, in my experience, the magic happens in figuring out what to sell and finding a market that’s willing to buy it.

Over the years, I’ve seen plenty of “tire kickers,” who will take all your free content and lap up whatever sage advice you have to offer – but for whom there is no budget to be had. There’s nothing they either can or will buy. Of course, the argument is quickly that they either didn’t believe that I had something to offer them of enough value to part with their money, they didn’t believe in me, or they didn’t believe the solution would work for them.

I accept that, for at least some of the people that I have run across, these are true. I missed the mark somewhere in helping them understand the value that I generate. However, at the same time, I have to say that there are some who are just not going to buy.

The most frustrating thing about Launch for me was the fact that it didn’t offer any way to solve the intractable problems. If you know you have a market and you know roughly what you want to offer, it’s a good time to launch into reading Launch.