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“Tastes like chicken” 
isn’t a compliment.
“Nobody laughs at 
old jokes any more.”
Max Godin
You are a post-consumption consumer. 
You have everythingyou need,  
and most everythingyou want. 
Except time.
“Marketing is too important to be left to the 
marketing department.”
David Packard
“Everything that can be invented has been invented.”
Charles H. Duell, 1899, 
U.S. Commissioner of Patents
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Not Enough Ps
Marketers for years have talked about the five Ps of mar-
keting. (There are more than five of them, but everyone
has their favorite five.) Some of them include:
• Product
• Pricing
• Promotion
• Positioning
• Publicity
• Packaging
• Pass-along
• Permission
This is the marketing checklist: a quick way to make sure
you’ve done your job, a way to describe how you’re going
to go about getting people to buy what the factory just
made. If the elements are out of whack with each other
(for example, puréed meals that you market to senior cit-
izens but taste like baby food), then the marketing message
is blurred and ultimately ineffective.
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Marketing isn’t guaranteed to work, but the way things
used to be, if you got all your Ps right, you were more like-
ly than not to succeed.
Something disturbing has happened, though. The Ps
just aren’t enough. This is a book about a new P, a Pthat is
suddenly exceptionally important.
The New P
The new Pis “Purple Cow.”
When my family and I were driving through France a few
years ago, we were enchanted by the hundreds of storybook
cows grazing on picturesque pastures right next to the
highway. For dozens of kilometers, we all gazed out the
window, marveling about how beautiful everything was.
Then, within twenty minutes, we started ignoring the
cows. The new cows were just like the old cows, and what
once was amazing was now common. Worse than common.
It was boring.
Cows, after you’ve seen them for a while, are boring.
They may be perfect cows, attractive cows, cows with great
personalities, cows lit by beautiful light, but they’re still
A Purple Cow, though. Now thatwould be interesting.
(For a while.)
The essence of the Purple Cow is that it must be
remarkable. In fact, if “remarkable” started with a P, I
could probably dispense with the cow subterfuge, but what
can you do?
This book is about the why, the what, and the how of
Seth Godin
Boldfaced Words and Gutsy Assertions
Something remarkable is worth talking about. Worth
noticing. Exceptional. New. Interesting. It’s a Purple
Cow. Boring stuff is invisible. It’s a brown cow.
Remarkable marketingis the art of building things
worth noticing right into your product or service. Not
slapping on marketing as a last-minute add-on, but
understanding that if your offering itself isn’t remarkable,
it’s invisible.
The TV-industrial complex was the symbiotic relation-
ship between consumer demand, TV advertising, and
ever-growing companies that were built around invest-
ments in ever-increasing marketing expenditures.
The post-consumption consumeris out of things to
buy. We have what we need, we want very little, and we’re
too busy to spend a lot of time researching something
you’ve worked hard to create for us. 
The marketing department takes a nearly finished
product or service and spends money to communicate its
special benefits to a target audience. This approach no
longer works.
I believe we’ve now reached the point where we can no
longer market directly to the masses. We’ve created a world
where most products are invisible. Over the past two
decades, smart business writers have pointed out that the
dynamic of marketing is changing. Marketers have read
and talked about those ideas, and even used some of them,
but have maintained the essence of their old marketing
strategies. The traditional approaches are now obsolete,
though. One hundred years of marketing thought are
gone. Alternative approaches aren’t a novelty–they are all
we’ve got left.
Purple Cow
This is a book about why you need to put a Purple Cow
into everything you build, why TV and mass media are no
longer your secret weapons, and why the profession of
marketing has been changed forever.
Stop advertising and start innovating.
Before, During, and After
Before Advertising, there was word of mouth. Products and
services that could solve a problem got talked about and
eventually got purchased. 
The best vegetable seller at the market had a reputation,
and her booth was always crowded.
During Advertising, the combination of increasing prosper-
ity, seemingly endless consumer desire, and the power of
television and mass media led to a magic formula: If you
advertised directly to the consumer (every consumer),
sales would go up.
A partnership with the right ad agency and the right
banker meant you could drive a company to be almost as
big as you could imagine.
After Advertising, we’re almost back where we started. But
instead of products succeeding by slow and awkward word
of mouth, the power of our new networks allows remark-
able ideas to diffuse through segments of the population at
rocket speed. 
As marketers, we know the old stuff isn’t working. And
we know why: because as consumers, we’re too busy to pay
attention to advertising, but we’re desperate to find good
stuff that solves our problems.
Seth Godin
The Greatest Thing Since Sliced Bread
In 1912, Otto Frederick Rohwedder invented sliced bread.
What a great idea: a simple machine that could take a loaf
of bread and...slice it. The machine was a complete fail-
ure. This was the beginning of the advertising age, and
that meant that a good product with lousy marketing had
very little chance of success.
It wasn’t until about twenty years later–when a newbrand
called Wonder started marketing sliced bread–that the
invention caught on. It was the packaging and the adver-
tising (“builds strong bodies twelve ways”) that worked,
not the sheer convenience and innovation of pre-slicing
Did You Notice the Revolution?
Over the past twenty years, a quiet revolution has changed
the way some people think about marketing. 
Tom Peters took the first whack with The Pursuit of Wow, a
visionary book that described why the only products with a
future were those created by passionate people. Too often,
big companies are scared companies, and they work to
minimize any variation–including the good stuff that
happens when people who care create something special.
Peppers and Rogers, in The One to One Future, took a sim-
ple truth–that it’s cheaper to keep an old customer than it
is to get a new one–and articulated the entire field of cus-
tomer relationship management. They showed that there
are only four kinds of people (prospects, customers, loyal
customers, and former customers) and that loyal cus-
tomers are often happy to spend more money with you.
Purple Cow
In Crossing the Chasm, Geoff Moore outlined how new
products and new ideas move through a population. They
follow a curve, beginning with innovators and early
adopters, growing into the majority, and eventually reach-
ing the laggards. While Moore focused on technology
products, his insights about the curve apply to just about
every product or service offered to any audience.
Moore’s idea diffusion curveshows how a successful business inno-
ple are in each group.
In The Tipping Point, Malcolm Gladwell clearly articulated
how ideas spread through populations, from one person
to another. In Unleashing the Ideavirus, I pushed this idea even
further, describing how the most effective business ideas
are the ones that spread.
And finally, in Permission Marketing, I outlined the ever-
growing attention deficit that marketers face. I also dis-
cussed how companies win when they treat the attention of
Seth Godin
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