Summary: The 5 “P’s” of old school marketing have been replaced by one idea – make something remarkable


Less time, more choices & needs fulfilled = need to be remarkable
old: safe products w/ great marketing
new: remarkable products that the right people seek out
it’s safer to be risky

market to early adopters, they’re the only one’s who’ll listen
(the one’s who like change, like new stuff, willing to listen)
permission media vs. interruption media?
customer segment value not always proportionate to size
if it’s for everyone, it’s for no one

Ride an idea through the diffusion curve (takes time)
everyone’s responsible for marketing (and eng, design, etc) – connected co

Rather than spend money on marketing dedicate those resources to help design a great product and rely on happy customers word of mouth to champion your product.

art vs. science of projecting
references ARE your resume
Copy, but from other industries
Go to the edge, do “what’s not done”

Otaku – Japanese word meaning more than a hobby less than an obsession

Other books referenced:
The Pursuit of Wow by Tom Peters. The only products with a future are those created by passionate people.
The Tipping Point by Malcolm Gladbury
The Idea Virus by Seth Godin

Discussion Takeaways:

**Client segmentation
What are early adopters for service business?
how know who follows who?
Referrals vs clients that come to you?
Ideal remarkable ratio: product/philosophy vs customer service?

*Intake process
Interview process (standard questions)

*Selectivity vs productivity
Maintaining enough of a pipeline to be able to turn the bad down religiously
Client selectivity vs eat it in the down period
Client then wants to use you for everything

*feedback from the market
Can you do more than have informal convos
How to continue the relationships?
Measurement sounds good in the beginning but then they lose interest
Depends on “permission marketing”?

*what makes work remarkable?
Remarkable project vs. remarkable process / delivery?
Cheap plus something else (JetBlue and ikea)
Project segmentation process can create internal tension
Canvas: goal is “set a new standard” each project (gets client excited/focused — standard could be internal or external)
Focusing client attention on specific aspect to be remarkable is important
How much do you overlap / be transparent factory tour vs factory