“If you only read one Seth Godin book, make it this one!”
"If you haven't read this book, don't even think about the 'Ma' of marketing!", "The most outstanding marketing book in the universe."
The 3 million-copy commemorative edition of "The Purple Cow" has been released, garnering rave reviews from marketing and branding experts!

No marketer has had as lasting an impact globally as Seth Godin.
This book can be said to be the starting point of his remarkable inspiration.
"The Purple Cow is Coming" was first published in 2003 and has become a steady seller, exporting rights to 35 countries and selling over 3 million copies worldwide.
It also earned the title of the best marketing bible of the 21st century and was republished to mark its 20th anniversary.
Now that it has reached millions of readers worldwide and become a classic, why should we revisit it? Because it offers a provocative marketing strategy that remains relevant today.
If you don't understand Seth Godin's "remarkable" philosophy, you'll never survive in the rapidly changing marketing market.
It is also a must-read for any new marketer, brander, or planner who wants to make a name for themselves in the industry.
With 3 million copies sold, this 20th anniversary edition features a newly designed hardcover cover and full-color illustrations, making it a must-have for anyone looking for a 500% collection of marketing insights.

Of course, it's not just TV that's on the decline.
The same is true for any media outlet that seeks to intervene in consumer behavior, whether it be newspapers or magazines.
No one, whether an individual or a company, pays attention to advertising.
(…) The TV-industrial complex is bleeding to death, and most marketers have no clue how to deal with it.
Every day, corporations pour millions of dollars into reviving the glory days of the TV-industry complex.
And every day these efforts end in failure.
The law of the past was this:
“Make a safe, ordinary product and combine it with great marketing.” The new rule is this.
“Create remarkable products and target the few who crave them!”
--- p.44~45, from “The Death of the TV-Industrial Complex”

A common thread among successful companies is that they have nothing in common.
Successful companies are a different breed.
They are at the extremes.
Extremely fast or extremely slow.
It's either incredibly expensive or incredibly cheap.
It's either incredibly big or incredibly small.
Why is it difficult to follow companies that have gone before?
They got ahead because they did something remarkable.
But that remarkable method has already been used by someone, and when you follow it, it is no longer remarkable.
--- p.53, from “What Works?”

Don't make a product for everyone, for everyone.
Because that kind of product isn't for anyone.
Products for everyone have already been taken.
With so many products in such a huge market and so many things already satisfying, it's hard to capture the interest of sneezers.
If you want to break into the mainstream market, you have to target a niche market, not a huge one.
You need to carve out chunks of the mainstream market into smaller pieces, focus precisely on these smaller segments, and generate idea viruses that will actually respond to what you're selling.
Early adopters in these niche markets are eager to hear what you have to say.
And these niche sneezers are excitedly talking about your product.
What's even better is that this market is relatively small, so even a few sneezers can reach enough consumers to generate a viral idea.
If you have the ability and the luck, the innovation will spread.
Once you dominate the initial niche, you will move on to the mass market.
--- p.74~75, from “Ideas that Spread Win”

When Herman Miller introduced the $750 Aeron chair in 1994, the company took a huge risk.
Herman Miller came out with a chair that looked different, functioned differently, and was incredibly expensive.
It was a purple cow.
Everyone who saw this chair wanted to sit in it, and everyone who sat in it talked about it.
Herman Miller's designers knew that their chairs were too expensive to be considered safe for the average buyer.
They also didn't think their chairs would sell well.
But Herman Miller was right.
Sitting in an Aeron chair sent a message about what you've done in the past and who you are now, and buying an Aeron chair for work sent the same message.
Shortly after the Aeron chair came out, Seth Goldstein (founder of SiteSpecific, an online direct marketing advertising agency) bought more than a dozen Aeron chairs with venture capital funding.
This landed Seth Goldstein on the front page of the Wall Street Journal.
--- p.110~111, from “Case Study: Aeron Chair”

In each of these cases, the very uniqueness that inspired the parodies resulted in a huge increase in interest, sales, and profits.
Appearing in a parody means there's something unique, something worth teasing about.
The Purple Cow is working.
There is a paradox here.
The word of mouth that made your product a huge hit might make some people chuckle at you.
Most companies are so afraid of offending others or looking ridiculous that they avoid paths that could lead to these outcomes.
They don't want to be exciting, so they make boring products.
And if something like a committee gets involved, thoughtful officials will grind down the sharp edges.
Saying that their customers might not like it.
The result is the birth of something boring and safe.

--- p.148~149, from “The Paradox of Parody”