Purple Cow PDF

Seth Godin

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 Purple Cow
Transform Your Brand into a Remarkable Purple
Cow.
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About the book
In "Purple Cow," bestselling author Seth Godin challenges the
conventional strategies of marketing by introducing a vital
new concept: being remarkable. He argues that in a world
saturated with ordinary brands and products, achieving
visibility requires more than just traditional marketing
techniques. Instead, Godin emphasizes the necessity of the
"Purple Cow"—an extraordinary and unforgettable attribute
that sets a product apart from the dull and typical. By
examining the successes of standout brands like Starbucks and
Apple, he illustrates how captivating uniqueness drives growth
and consumer loyalty. This book serves as a call to action for
marketers and entrepreneurs alike to infuse their creations with
inherent distinctiveness, ensuring they become memorable in a
sea of sameness.

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About the author
Seth W. Godin, widely recognized as "F. X. Nine," is an
influential American author and former executive in the
dot-com sector. Renowned for his innovative insights on
marketing and business, he has inspired countless
entrepreneurs and organizations through his
thought-provoking writings and ideas.

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Summary Content List
Chapter 1 : not Enough Ps

Chapter 2 : The Deayh of yheTV-indusyrial Complex

Chapter 3 : Case Study: what Should Tide Do?

Chapter 4 : Who’s Listening?

Chapter 5 : Follow The Leader

Chapter 6 : The Opposite of “Remarkable”

Chapter 7 : The process and yhe plan

Chapter 8 : is iT abouT passion?

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Chapter 1 Summary : not Enough Ps

not Enough Ps

Marketers traditionally refer to a checklist of “five Ps” which

includes Product, Pricing, Promotion, Positioning, and
others. These elements help ensure a cohesive marketing
strategy. However, despite correctly applying these Ps,
success is not guaranteed, and they are no longer sufficient in
the current market landscape.

the new P

The emerging crucial element in marketing is the “Purple

Cow.” This concept signifies something remarkable, which
stands out and captures attention amidst a sea of ordinary
products. The journey of encountering ordinary cows during
a family trip illustrates how even beautiful things can become
mundane. A Purple Cow, by contrast, is something
exceptional that grabs attention and prompts interest.

boldfaced Words and Gutsy assertions

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Remarkability in marketing is essential. A remarkable
product or service stands out and is worth discussing. The
shift in consumer behavior, where traditional advertising no
longer effectively captures attention, underscores the need for
marketers to innovate rather than rely solely on conventional
methods.

before, During, and after

Historically, marketing evolved through word of mouth, to

the television advertising era, and now back towards word of
mouth enhanced by modern networks. The recognition that
old advertising methods are ineffective in reaching busy
consumers has led to a demand for remarkable offerings that
can organically capture consumer interest.

The Greayesy Thing Since Sliced bread

The success of sliced bread illustrates that innovative

products require effective marketing. A good product without
solid marketing will struggle to succeed, as demonstrated by
the initial failure of the slicing machine before the Wonder
brand effectively marketed it to consumers.

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Did You Notice the Revolution?

Over the past twenty years, seminal works have reshaped

marketing perspectives. These works highlight the
importance of exceptional products, customer loyalty, and
how ideas spread through populations, influencing modern
marketing strategies. However, many companies still treat
these insights as novelties rather than essential strategies.

Why You need the Purple Cow

In a saturated market with vast choices, finding success

requires standing out. The intense competition has made it
challenging to grab consumers’ attention, as they are
overwhelmed with options and unwilling to consider new
products that do not demonstrate immediate value. Marketing
strategies need to adapt to this reality, focusing on innovative
solutions that engage today's consumers.

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Chapter 2 Summary : The Deayh of
yheTV-indusyrial Complex

The Death of the TV-Industrial Complex

The familiar concept of the "military-industrial complex"

illustrates a self-reinforcing relationship between government
spending and company profits. Similarly, Seth Godin
introduces the "TV-industrial complex," a system built on
advertising to create wealth. This complex, centered around
mass-market advertising, is now declining, leading to
significant challenges for companies reliant on it.
The traditional model involved targeting a growing market
niche, producing mass quantities, and heavily investing in
TV ads that would drive retail sales and profits. Brands grew
large through this cycle, commanding higher prices and
larger profits, with consumers conditioned to trust products
advertised on TV. Yet, this dynamic is fading, leaving many
marketers unsure how to adapt.

Before and After the TV-Industrial Age

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The transition from the TV-industrial age to the post-TV age
is marked by a shift in marketing philosophy, moving from
average products marketed to the masses to remarkable
products aimed at early adopters, emphasizing innovation
over safety.

Case Study: The Beetle

The original Volkswagen Beetle thrived through brilliant

advertising but the new Beetle's success stemmed from its
design and consumer enthusiasm rather than advertisements.
Companies must create remarkable products to sustain
attention rather than solely relying on advertising.

What Works?

Successful companies like Four Seasons and Wal-Mart share

little in common beyond being outliers. The challenge in
marketing today is that the previously effective strategies
have become stale and less impactful.

Awareness is Not the Point

The focus on awareness through traditional marketing tactics,

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like TV ads, doesn't guarantee sales. Past successful
campaigns often failed to convert awareness into revenue.
The decline of effective advertising underscores the need for
remarkable products that can capture consumer interest.

The Will and the Way

Godin emphasizes that the real barrier to innovating is the

lack of willingness to take risks. The key is to create
remarkable products that engage consumers enough to
prompt discussion and interest.

Case Study: Going Up?

In a unique case, Otis Elevator Company shifted the elevator

experience from a generic service to a customized, efficient
ride using a centralized control panel. This innovation
allowed for higher buildings, fewer elevators, and shorter
wait times, positioning Otis as a leader in a competitive field
without relying on traditional advertising methods.

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Chapter 3 Summary : Case Study: what
Should Tide Do?

Case Study: What Should Tide Do?

Tide is recognized as a leading laundry detergent, supported

by significant investments from Procter & Gamble in
innovation and advertising. However, as traditional
advertisements are less effective and reliance on Walmart
increases, P&G must reconsider their strategy. The suggested
approach is to stop investing in a potentially stagnant product
and reallocate resources to develop innovative offerings that
generate excitement.

Getting In

Successful new products are adopted by innovators and early

adopters first, who then influence the majority of consumers.
However, the majority often ignore new ideas unless they see
them endorsed by their peers. These early adopters need to
feel safe and informed before they try new products.
Pioneering and appealing product design can help capture

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interest and facilitate word-of-mouth marketing among these
early adopters.

Ideas That Spread, Win

Ideas that effectively spread are termed "ideaviruses." The

key agents in this process are "sneezers," who are influential
in sharing new ideas within their networks. To create a
product that spreads effectively, companies should focus on
niche markets rather than appealing to everyone. This
targeted approach allows for easier engagement with
enthusiastic early adopters and encourages them to promote
the product to a wider audience.

The Big Misunderstanding

Many marketers misinterpret the principles outlined in

influential books about viral marketing, thinking that success
should automatically follow without effort. Contrary to this
belief, successful products are typically designed right from
the start to be viral-ready, with built-in features that help
themInstall
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in today’s worldand
requires upfront investmentAudio
in product development, as it's
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Chapter 4 Summary : Who’s Listening?

Who’s Listening?

Advertising effectiveness is declining, but ads still generate

attention and sales, especially when targeted. Most traditional
advertising fails because it's untargeted, often reaching
uninterested consumers. Successful advertising focuses on
the right audience, particularly the "sneezers" who can
influence others.

Cheating

Some companies are labeled as "cheating" because they

leverage unique advantages rather than traditional advertising
methods. Examples include JetBlue, Starbucks, and Amazon.
These businesses embrace their differentiation and thrive by
innovating rather than conforming.

Who Cares?

To capture attention in a saturated market, it's crucial to

understand who is likely to listen and to ensure your

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offerings are remarkable. Mediocrity cannot compete for the
interest of influential consumers. Acknowledging shifts in
consumer interest, like in the classical music industry, shows
the consequences of failing to engage your audience
effectively.

Not All Customers Are the Same

Identifying and targeting the most profitable and engaged

customer segments can lead to better returns than catering to
the entire market. Innovative customers often drive a
majority of business success, highlighting the importance of
differentiation.

The Law of Large Numbers

While mass media offers vast reach, consumer apathy means

that high numbers can lead to low sales. Effective marketing
needs to transcend traditional advertising metrics, as many
campaigns become victims of consumer indifference. The
example of SoundScan illustrates a disconnect between
advertising reach and actual sales.

Case Study: Chip Conley

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Chip Conley's success with his uniquely positioned hotel
reflects the power of targeting a niche market rather than
trying to appeal to everyone. By focusing on distinctiveness,
he carved out a memorable brand experience.

The Problem with the Cow

Fear holds businesses back from being remarkable. The

tendency to blend in results in invisibility and failure.
Embracing criticism and the risk of standing out is essential
for success. Many successful figures and products defy
conventional wisdom and careful planning, emphasizing the
value of taking risks.
In summary, to succeed in today's marketplace, businesses
must embrace uniqueness and authenticity, focusing on
targeted marketing strategies and creating remarkable
offerings that resonate with the right audience.

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Chapter 5 Summary : Follow The
Leader

Follow The Leader

Birds fly in formation for efficiency, as the lead bird

minimizes wind resistance for the rest. Similarly, many
businesspeople believe they can succeed by copying leaders,
thinking this will help them avoid risk. However, true
leadership is vital, as merely following can lead to job loss
and stagnation when leaders falter.
Companies that follow industry leaders often create similar
products, leading to decline when market conditions shift.
For example, record labels that conform to each other's
practices find themselves in trouble when technology
changes their landscape, proving that playing it safe is
ultimately risky.

Case Study: The Aeron Chair

Herman Miller revolutionized the dull desk chair market with

the Aeron chair, a bold and expensive product that became a

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talking point. It succeeded not through mass marketing but
by innovating the product itself. The chair's design
communicated identity, leading to worldwide acclaim and
sales.

Projections, Profits, and The Purple Cow

Mass marketing favors bland products designed for a broad

appeal, leading to a cycle of boring innovations. Companies
focus on immediate results, often wasting marketing budgets
and opportunities for remarkability. Successful products must
appeal to innovators first to spread effectively, contrasting
with many failed dot-com ventures.

Case Study: The Best Baker in the World

Lionel Poilane revitalized the family bakery by embracing

uniqueness and quality in sourdough bread. By turning
traditional expectations on their head, his artisanal approach
gained recognition and demand, positioning his bread as a
global luxury item.

Mass Marketers Have to Measure

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Success in marketing relies on measurement, yet mass
marketers often resist this. As companies like Zara rapidly
adjust their offerings based on consumer behavior, they
remain competitive. Businesses that measure outcomes can
adapt and optimize, leading to greater success.

Case Study: Logitech

Logitech focused on user experience and stylish design rather

than groundbreaking technology to drive growth. Their
approach emphasizes creating remarkable products that
resonate with customers, leading to brand loyalty and
advocacy.

Who Wins in the World of the Cow

While large companies struggle to be remarkable due to

inertia, nimble small and mid-sized companies thrive by
challenging norms. Examples like Sam Adams beer and
unique products show how innovation can disrupt established
markets.

Case Study: A New Kind of Kiwi

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Zespri introduced a unique kiwi variety by targeting niche
audiences, leading to substantial sales without traditional
advertising. This strategic focus on risk-taking consumers
helped them build awareness organically.

The Benefits of Being The Cow

As safety-seeking behaviors rise, fewer individuals strive for

innovations like the Purple Cow, creating greater potential
rewards for those who do. Successful creators can enjoy
substantial benefits while balancing the need for future
innovations to sustain their presence.

Case Study: The Italian Butcher

Dario Cecchini, a renowned Italian butcher, attracted global

attention through his philosophical approach and theatrical
marketing, making the purchase of meat an engaging
experience, despite the quality being comparable to others.

Wall Street and The Cow

Successful IPOs during the tech boom stemmed from

companies that created remarkable offerings. However, after

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going public, many failed to innovate further, jeopardizing
their sustainability in dynamic markets. To thrive, companies
must continue cultivating new "Cows."

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Chapter 6 Summary : The Opposite of
“Remarkable”

The Opposite of “Remarkable”

The true opposite of “remarkable” is “very good.” While

remarkable ideas spread widely, many creators mistake very
good quality for something worth sharing. People generally
don’t discuss airlines that perform safely, but they do share
stories of exceptional or dreadful experiences. Making
something merely “very good” leads to mediocrity, which
often goes unnoticed.

The Pearl in the Bottle

Prell shampoo initially succeeded with a memorable

commercial, but its decline shows how quickly interest can
wane without effective advertising. In contrast, Dr. Bronner’s
shampoo grows through unique packaging and
word-of-mouth, demonstrating that remarkable products
don’t need traditional marketing to thrive.

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The Parody Paradox

J. Peterman’s unique catalog became a cultural phenomenon,

ripe for parody, unlike the unremarkable offerings of
competitors. Uniqueness can drive attention and sales, but
many companies avoid interesting ideas for fear of ridicule,
resulting in boring products.

Seventy-Two Pearl Jam Albums

Pearl Jam's strategy contrasts the traditional music business,

which relies on luck. Instead, they consistently provided live
albums to their dedicated fanbase, allowing them to
capitalize on existing customers and expand through their
advocacy.

Case Study: Curad

Curad successfully challenged Band-Aid by introducing

character-themed bandages that appealed to children and
parents alike. This differentiation allowed them to gain
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Sit There, Don’t Just Do Something

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Chapter 7 Summary : The process and
yhe plan

The Process and the Plan

Creating a "Purple Cow" is inherently unpredictable; there's

no foolproof method or formula. While companies may
experience early success, they often slow down over time,
highlighting the difficulty of consistently producing
remarkable products. The key is to focus on the
edges—identify unique aspects of pricing, packaging, and
other variables to test which innovations resonate with
consumers.

The Power of a Slogan

Slogans serve as concise scripts that encapsulate the essence

of a Purple Cow, making it easier for customers to
recommend products. A strong slogan or brand position
conveys clarity and encourages positive word-of-mouth.
Companies like Tiffany, Hooters, and Apple leverage their
branding in a way that carries inherent marketing value.

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Case Study: The Häagen-Dazs in Bronxville

A Häagen-Dazs location stands out for its exceptional

customer service, exemplified by a policy of encouraging
feedback directly to the owner. This unusual approach fosters
a sense of community and accountability, ultimately creating
a remarkable customer experience.

Sell What People Are Buying (and Talking About)

Success in sales often hinges on meeting existing customer

demand rather than introducing unrequested products. The
example of Butterball illustrates how poorly targeted
marketing can hinder sales. Instead, marketers should focus
on addressing clear consumer needs, as shown by Altoids’
success among young adults seeking unique ways to satisfy
cravings.

The Problem with Compromise

Compromising during product development leads to bland

offerings that struggle to stand out in competitive markets.
The most successful companies embrace extremes, risking

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offense or unpopularity but ultimately capturing passionate
audiences. Empowerment of creative thinkers without
interference from committees can yield remarkable
outcomes.

Case Study: Motorola and Nokia

The cell phone industry faces stagnation as differentiation

becomes challenging. Both companies experiment with
luxury and disposable phones but struggle to create
excitement in a saturated market.

The Magic Cycle of the Cow

Marketers can engage with their audiences through the "four

steps" process: obtaining permission, empowering 'sneezers'
(those who spread ideas), transitioning from remarkable to
profitable, and reinvesting in new ideas. This cycle
somewhat counters the chaotic nature of modern marketing.

What It Means to Be a Marketer Today

In contemporary business, marketing is integrally linked to

product creation. Marketers need to be involved in design

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and innovation, as understanding both aspects can create a
more successful Purple Cow. Companies like JetBlue and
Starbucks exemplify how a marketing-focused approach can
lead to remarkable businesses.

Marketers No Longer: Now We’re Designers

Designers increasingly shape product success. They need not

only to understand aesthetics but also market needs to drive
demand for products. In today’s landscape, successful
companies intertwine marketing, design, and product
creation.

What Does Howard Know?

Howard Schultz of Starbucks attributes the company's

success to personal passion for coffee, demonstrating that
remarkable products often stem from deep personal
investment. When teams share genuine passion, it leads to
the creation of products that resonate with consumers.

Do You Have to Be Outrageous to Be Remarkable?

Being outrageous alone isn't a strategy but can generate

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initial attention. Outrage needs to support a deeper purpose
within a product to foster lasting appeal. Companies like
Hooters successfully embrace a balance of controversy and
marketability.

Case Study: McDonald’s France

A bold strategy from McDonald’s France highlights the

potential benefits of honesty in marketing, provoking
worldwide conversation and reinforcing the commitment to
consumer health.

Buy What About the Factory?

Successful companies often resist change, focusing instead

on existing infrastructure. However, adapting to customer
needs rather than merely leveraging established systems is
crucial for sustained growth. Brad Anderson’s approach at
Best Buy exemplifies the importance of prioritizing customer
demands.

The Problem with Cheap

While cheaper products can capture attention, they typically

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lead to price wars. Companies like IKEA and JetBlue have
disrupted their respective markets through clever pricing and
remarkable offerings rather than simply slashing prices.

Case Study: What Should Hallmark.com Do?

Hallmark can leverage its existing audience by promoting

gift certificates through creativity and engagement to drive
sales, reinforcing the notion of remarkable sharing and
conversation.

When the Cow Looks for a Job

Individuals seeking jobs can benefit from being remarkable

and building strong reputations rather than relying on
traditional methods such as resumes. Engaging in notable
work leads to opportunities, as recommendations from fans
of your work can lead to better job prospects.

Case Studies: Tracey the Publicist & Robyn Waters

at Target

By niching down, Tracey effectively positioned herself as a

leading publicist for plastic surgeons, while Robyn Waters’

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vision at Target focused on offering distinct products that
appeal to design-conscious consumers, leading to a
successful brand strategy.

Case Study: So Popular, No One Goes There

Anymore

Stew Leonard’s initial success with a remarkable store

experience stagnated as the business scaled and traded
uniqueness for profitability. Sustaining a long-term
reputation requires regularly refreshing the Purple Cow
approach to avoid catering too broadly.
Overall, the insights from this chapter emphasize the
importance of creativity, passion, and innovation in creating
remarkable products and experiences that resonate with
consumers while navigating the challenges of a competitive
market.

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Chapter 8 Summary : is iT abouT
passion?

Is It About Passion?

Seth Godin emphasizes that passion and creativity are often

not the primary drivers for creating a successful product or
business. Many people focus on practicality and risk
avoidance, wanting to know what will work rather than
seeking inspiration. Godin argues that the concept of a
"Purple Cow," or remarkable product, is crucial as traditional
methods of marketing are becoming less effective. Instead of
aiming for a single big launch, experimenting with multiple
offerings can yield valuable insights.

True Facts

Godin shares insights from the top one hundred global

brands, illustrating that many were built through word of
mouth rather than extensive advertising. He points out that
maintaining a brand through outdated strategies is no longer
viable and stresses the importance of having a remarkable

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product for growth.

Brainstorms

In the pursuit of innovation, Godin suggests that it's often not

about coming up with entirely new ideas, but rather
exploring unique combinations of existing concepts. He
provides a checklist of attributes to consider, encouraging
businesses to establish what makes their offerings truly
remarkable.

Remarkable Examples

Godin shares various stories exemplifying how ordinary

products can achieve remarkable success by offering unique
experiences or addressing niche markets. Examples include:
- Craftsman tools renowned for durability.
- Quirky kitchen gadgets gaining popularity through word of
mouth.
- Companies like Google maintaining simplicity for user
satisfaction.
- Restaurants creating memorable experiences to attract
patrons.

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Conclusion

The key takeaway from this chapter is that businesses must

embrace the idea of being remarkable in their offerings to
achieve growth and stay relevant. Traditional advertising
tactics are ineffective, and brands should focus on what
makes them unique and engaging to a specific audience.

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Best Quotes from Purple Cow by Seth
Godin with Page Numbers
View on Bookey Website and Generate Beautiful Quote Images

Chapter 1 | Quotes From Pages 16-28

1.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?
2.Remarkable marketing is the art of building things worth
noticing right into your product or service.
3.The world has changed. There are far more choices, but
there is less and less time to sort them out.
4.Most people can’t buy your product. Either they don’t have
the money, they don’t have the time, or they don’t want it.
Chapter 2 | Quotes From Pages 29-43
1.The TV-industrial complex was likely responsible
for many of the world’s ills, but it was undeniably
a symbiotic system.
2.The old rule was this: create safe, ordinary products and

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 combine them with great marketing. The new rule is: create
remarkable products that the right people seek out.
3.Just because it’s an ad doesn’t mean it can’t be remarkable.
It could help spread the word about a remarkable product.
4.I don’t think there’s a shortage of remarkable ideas. I think
your business has plenty of great opportunities to do great
things. Nope, what’s missing isn’t the ideas. It’s the will to
execute them.
5.Instead of trying to use your technology and expertise to
make a better product for your users’ standard behavior,
experiment with inviting the users to change their behavior
to make the product work dramatically better.
Chapter 3 | Quotes From Pages 44-52
1.If a product’s future is unlikely to be remarkable –
if you can’t imagine a future in which people are
once again fascinated by your product – it’s time
to realize that the game has changed.
2.Only the risk-taking, idea-spreading people on the left part
of the curve are willing to listen to you.

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3.No one is going to eagerly adapt to your product. The vast
majority of consumers are happy. Stuck. Sold on what
they’ve got. They’re not looking for a replacement, and
they don’t like adapting to anything new.
4.A brand (or a new product offering) is nothing more than
an idea. Ideas that spread are more likely to succeed than
those that don’t.
5.Put all of your new product developments through this
analysis, and you’ll discover which ones are most likely to
catch on. Those are the products and ideas worth
launching.

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Chapter 4 | Quotes From Pages 53-69
1.In a crowded marketplace, fitting in is failing. In a
busy marketplace, not standing out is the same as
being invisible.
2.If being a Purple Cow is such an easy, effective way to
break through the clutter, why doesn’t everyone do it?
3.The only way to be remarkable is to do just that.
4.The insight here is not that the music industry ought to
figure out a better way to solve this problem. They don’t
need a better form of advertising.
5.You need to do this advertising when these consumers are
actually looking for help, and in a place where they’ll find
you.
6.So how are you going to predict which ideas are going to
backfire and which are guaranteed to be worth the hard
work they take to launch? The short answer: You can’t.
Chapter 5 | Quotes From Pages 70-86
1.Safe is risky.
2.The best design solves problems, but if you can weld that

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 to the cool factor, then you have a home run.
3.The lesson of the Cow is worth repeating: Safe is risky.
4.If you acknowledge that you’ll never catch up by being the
same, make a list of ways you can catch up by being
different.
5.Those ads reach two kinds of viewers: The highly coveted
innovators and adopters who will be bored by this
mass-marketed product and decide to ignore it.
Chapter 6 | Quotes From Pages 87-105
1.The Opposite of 'Remarkable' is 'very good.'
2.If you travel on an airline and they get you there safely,
you don’t tell anyone. That’s what’s supposed to happen.
3.If it’s not purple Cow because of a better product, then
why? Because of the incredible packaging.
4.If you can show up in a parody, it means you’ve got
something unique, something worth poking fun at.
5.The more intransigent your market, the more crowded the
marketplace, the busier your customers, the more you need
the Purple Cow.

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6.Doing nothing is not as good as doing something great. But
marketing just to keep busy is worse than nothing at all.
7.Where does your product end and marketing hype begin?
8.Find the market niche first, and then make the remarkable
product.

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Chapter 7 | Quotes From Pages 106-138
1.There is no plan. The eventual slowdown of almost
every Purple Cow company indicates that there’s
no rule book listing things that always produce.
2.Compromise is about sanding down the rough edges to
gain buy-in from other constituencies.
3.If someone in your organization is charged with creating a
new Purple Cow, leave them alone!
4.Instead of selling what we wanted to sell, we sold what
people wanted us to sell, and then figured out how to make
money doing it.
5.Remarkable isn’t always about changing the biggest
machine in your factory. It can be the way you answer the
phone, launch a new brand, or price a revision to your
software.
Chapter 8 | Quotes From Pages 139-160
1.The proof is there. The big brands, the big
successes, the profitable start-ups (big and small,
worldwide and local) have all (okay mostly) been

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 about the Cow.
2.You don’t need passion to create a Purple Cow. Nor do you
need an awful lot of creativity. What you need is the insight
to realize that you have no other choice but to grow your
business or launch your product with Purple Cow thinking.
3.Nothing else is going to work. That means that launching
ten products for $10 million each is a lot smarter than
investing $100 million in TV to launch just one product.
4.If your boss wants focus groups to prove that a new
product is guaranteed to be a success, don’t bother. If the
focus group likes it, they’re probably wrong.
5.It’s not about being weird. It’s about being irresistible to a
tiny group of easily reached sneezers with otaku.
6.Remember, it’s not about being weird. It’s about being
irresistible to a tiny group of easily reached sneezers with
otaku.
7.Does the work matter?

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Purple Cow Questions
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Chapter 1 | not Enough Ps| Q&A

1.Question
What does Seth Godin mean by the term 'Purple Cow'?
Answer:The term 'Purple Cow' represents
something remarkable and worth talking about.
Unlike regular cows, which become mundane and
boring after a while, a Purple Cow stands out as
extraordinary and interesting. The book emphasizes
that in today's marketing landscape, having a
product that is remarkable, i.e., a Purple Cow, is
crucial for capturing consumer attention and
driving sales.

2.Question
How do the traditional 5 Ps of marketing fall short
according to Godin?
Answer:Godin suggests that the traditional 5 Ps of marketing
(Product, Pricing, Promotion, Positioning, Publicity) are no

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longer sufficient. While these components are important,
they fail to ensure marketing success in today's oversaturated
market. He highlights that simply aligning these elements is
not enough to stand out; businesses need to innovate and
create something exceptional, a Purple Cow, to be noticed.

3.Question
Why is 'remarkable marketing' essential according to the
text?
Answer:Remarkable marketing is essential because it
integrates extraordinary features directly into the product or
service rather than merely adding marketing efforts
afterward. This ensures that the offering itself captures
attention and creates buzz, which is crucial in a landscape
where consumers are bombarded with traditional
advertisements and often ignore them.

4.Question
What does Godin imply about the future of traditional
advertising?
Answer:Godin implies that traditional advertising methods,

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especially mass media approaches, are becoming obsolete.
He argues that consumers are too busy to engage with
conventional ads, and thus marketers must focus on creating
genuinely remarkable products that spread through word of
mouth rather than relying on old-school advertising
techniques.

5.Question
Describe the significant change in consumer behavior
mentioned in the chapter.
Answer:The chapter outlines a significant shift where the
'post-consumption consumer' is overwhelmed with choices
and consequently no longer has the same desire for new
products. They are busy and prefer familiar solutions over
exploring new options, resulting in marketing struggles for
businesses trying to capture attention.

6.Question
What challenge does Godin present for companies trying
to introduce new products today?
Answer:Godin points out that introducing new products

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today is challenging due to high competition and consumer
apathy. Even if a company has a great innovation, finding an
audience that is willing to consider alternatives amidst
numerous existing options is difficult, as many consumers
are satisfied with their current choices and reluctant to invest
time in exploring new offerings.

7.Question
How can a company implement the concept of a 'Purple
Cow'?
Answer:A company can implement the concept of a 'Purple
Cow' by innovating its products or services to include
remarkable features that resonate with consumers' needs and
wants. This may involve understanding market gaps,
leveraging word-of-mouth strategies, and focusing on
creating unique experiences that inspire consumers to share
their enthusiasm with others.

8.Question
In what way does Godin suggest that the marketing
landscape has changed?

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Answer:Godin suggests that the marketing landscape has
shifted from mass advertising to the importance of
remarkable offerings that can effectively diffuse through
networks. This change means that companies must focus less
on traditional ad spend and more on creating products that
fulfill consumer desires while standing out in a marketplace
filled with similar alternatives.

9.Question
What does Godin identify as the consequence of the
'squeeze play' faced by marketers?
Answer:The 'squeeze play' refers to marketers' struggles to
reach consumers who are increasingly overwhelmed by
advertisements and noise in the market. As consumers filter
out unwanted messages, marketers find it increasingly
difficult to get their products noticed, leading to decreased
effectiveness of traditional advertising approaches.

10.Question
What is Godin's closing statement about the state of
marketing?

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Answer:Godin concludes that old marketing rules are no
longer effective; therefore, traditional marketing has
effectively 'died,' giving way to new standards and strategies
that prioritize remarkable product offerings and creative
consumer engagement.
Chapter 2 | The Deayh of yheTV-indusyrial
Complex| Q&A
1.Question
What is the main concept behind the 'TV-industrial
complex' and why is it considered to be declining?
Answer:The 'TV-industrial complex' refers to the
symbiotic relationship between the government,
companies, and consumers that was driven by
television advertising. It thrived on mass marketing
where dominant brands used extensive TV ads to
create demand and build consumer belief in product
quality. This ecosystem is declining because
consumer attention has shifted away from TV and
traditional advertising methods, rendering them less
effective.

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2.Question
How did companies like Procter & Gamble and Quaker
benefit from the TV-industrial complex?
Answer:Companies like Procter & Gamble and Quaker
capitalized on the TV-industrial complex by utilizing
large-scale advertising to dominate market niches. They
would invest profits back into advertising, creating a cycle
where increased visibility led to higher brand loyalty, sales,
and distribution.

3.Question
What pivotal shift in marketing strategy does Seth Godin
advocate for in 'Purple Cow'?
Answer:Seth Godin advocates shifting from creating average
products backed by heavy marketing (the old rule) to creating
remarkable products that naturally attract the right audience
(the new rule). This involves focusing on innovation and
creating products that pique consumer interest actively.

4.Question
What key insight can be drawn from the comparison
between the original VW Beetle and the new Beetle?

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Answer:The original VW Beetle succeeded largely due to
brilliant marketing strategies that featured the car
prominently in ads, while the new Beetle's popularity
stemmed from its unique design and consumer experience.
This highlights the importance of product innovation and
consumer experience over mere advertising.

5.Question
What does Seth Godin mean by saying that today's
marketers are hemorrhaging and struggling to cope with
change?
Answer:Today's marketers are losing effectiveness in their
campaigns because they cling to outdated methods rooted in
mass marketing and television advertising, which no longer
resonate with contemporary audiences. As a result, they fail
to leverage new marketing avenues or create genuinely
engaging content.

6.Question
What does Godin suggest is the main issue that businesses
face in the modern marketing landscape?
Answer:The primary issue businesses face is not the lack of

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remarkable ideas but the lack of will to execute them. Godin
emphasizes that it is essential for companies to embrace risks
and cultivate a willingness to innovate in order to stand out
in a crowded market.

7.Question
How does the case study of Otis Elevator Company
exemplify the principles in 'Purple Cow'?
Answer:Otis Elevator's introduction of a centralized control
panel for selecting floors exemplifies the 'Purple Cow'
principle by transforming a standard product into something
innovative and remarkable. By improving user experience
through technology, they addressed a fundamental problem
in a unique way, gaining competitive advantage.

8.Question
What are some takeaways for marketers based on the
changing dynamics described in 'Purple Cow'?
Answer:Marketers should focus on creating remarkable
products that appeal to early adopters, embrace shorter
product life cycles, and be willing to take risks. They must

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also recognize that traditional advertising methods are less
impactful and look for innovative ways to engage consumers.
Chapter 3 | Case Study: what Should Tide Do?|
Q&A
1.Question
What lesson can we learn from Tide's approach to
innovation and market dynamics?
Answer:Tide's approach shows that even leading
products can face obsolescence. Instead of merely
improving a product that may no longer captivate
consumers, businesses should focus on creating new,
remarkable products that resonate with current
needs and interests. If a product's future isn't
exciting, it's better to invest profits in innovation
rather than prolonging investment in a declining
product.

2.Question
Why is adapting to the left side of the innovation curve
crucial for businesses?
Answer:The left side of the curve represents innovators and

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early adopters, essential for spreading new ideas. Businesses
should engage these groups as they are eager to try new
products and can influence others in the market. Without
their endorsement, gaining traction within the broader market
becomes exceedingly challenging.

3.Question
What role do 'sneezers' play in the success of an
ideavirus?
Answer:Sneezers are influential individuals who can
effectively communicate and share an idea or product with
others. They help launch ideaviruses by leveraging their
credibility and social networks. Finding and engaging these
sneezers is critical for generating buzz and spreading an idea
beyond the initial audience.

4.Question
How can companies ensure that their products have the
potential to become ideaviruses?
Answer:Companies can design products that meet specific
needs for a niche market, ensuring that these products are

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remarkable and easy to share. By focusing on a targeted
group, they can create a strong foundation for the idea to
spread, facilitating word-of-mouth and social proof.

5.Question
What is a key misconception marketers have about
spreading ideas and creating successful products?
Answer:Many marketers believe that products will naturally
attract consumer interest and spread organically, leading to
success. This is a misconception. Successful products are
typically engineered from the beginning to be remarkable
and worth discussing. A proactive approach to product
design and marketing is essential for achieving market
success.

6.Question
In the context of marketing today, where should
businesses focus their investment?
Answer:Businesses should focus their investments on
developing remarkable products and engineering them for
marketability rather than relying solely on expensive

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advertising strategies. Building a product that inherently
encourages discussion and sharing is a smarter strategy for
sustainable growth.

7.Question
What insights can be derived from the comparison of
digital cameras to traditional film cameras?
Answer:The evolution and success of digital cameras
illustrate that initial adoption often starts with innovators and
early adopters. As these groups find value and spread the
word due to persuasive advantages, the innovation can
gradually move into mainstream acceptance, demonstrating
the power of user experience in driving market shifts.

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Chapter 4 | Who’s Listening?| Q&A
1.Question
What does Seth Godin suggest is the key to successful
advertising today?
Answer:Seth Godin emphasizes that successful
advertising today relies on targeting the right
audience—specifically, consumers who are actively
looking for the product or service being
offered—rather than attempting to reach a mass
audience. He asserts that ads should be tailored to
individuals who are interested and likely to share
their experiences with others, known as 'sneezers'.

2.Question
Why are many traditional advertising methods
considered ineffective today?
Answer:Many traditional advertising methods are ineffective
today because they often employ a one-size-fits-all approach,
ignoring the preferences and intentions of consumers. As a
result, a significant amount of advertising waste occurs,

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reaching individuals who are not in the market for the
product, leading to low engagement and poor conversion
rates.

3.Question
What role do 'sneezers' play in marketing strategies?
Answer:'Sneezers' are influential consumers who not only
engage with a product but also spread the word about it to
their friends and peers. Marketing strategies that focus on
reaching these individuals are more effective, as they can
generate organic word-of-mouth promotion, which is crucial
for driving sales and creating a buzz around a brand.

4.Question
According to Godin, what is a major downfall of the
classical music industry mentioned in the chapter?
Answer:The downfall of the classical music industry, as
mentioned by Godin, stems from the fact that influential
listeners, or 'sneezers', have stopped seeking out new music.
The industry has failed to capture new interest, leading to a
decline in demand and support for new works, as consumers

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have all the music they need within existing repertoire.

5.Question
What is the significance of the concept of the Purple Cow
in marketing?
Answer:The concept of the Purple Cow in marketing
signifies the need for businesses to create products or
services that are remarkable and stand out from the
competition. Godin argues that in a crowded market, being
ordinary leads to invisibility and, ultimately,
failure—marketers must innovate and take creative risks to
capture consumer attention.

6.Question
How can businesses attract the right audience according
to the chapter?
Answer:Businesses can attract the right audience by creating
remarkable products or services that consumers actively seek
out, rather than relying on traditional advertising methods.
This involves understanding market needs, focusing on
specific niches, and engaging with the influential 'sneezers'

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who can amplify the product's visibility through their
networks.

7.Question
What is the primary reason that causes many people and
companies to avoid being 'remarkable'?
Answer:The primary reason many people and companies
avoid being 'remarkable' is the fear of criticism and failure.
Godin suggests that societal norms often discourage standing
out, as individuals are taught to conform and avoid attracting
negative attention, which leads to a reluctance to take risks
that could yield high rewards.

8.Question
How did Chip Conley successfully market his hotel in a
challenging location?
Answer:Chip Conley successfully marketed his hotel in a
challenging location by deliberately positioning it as a unique
rock-and-roll motel, targeting a specific audience rather than
trying to appeal to everyone. He embraced a distinctive and
creative brand identity, which attracted guests looking for a

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unique experience, leading to the hotel's popularity.

9.Question
What lesson does Godin convey regarding failure and
risk in business?
Answer:Godin conveys the lesson that failure is a natural part
of pursuing remarkable ideas. Avoiding risks in the name of
safety is often more dangerous than embracing the possibility
of failure, as being boring guarantees invisibility in a
crowded marketplace. Success comes from taking calculated
risks and accepting that not every initiative will succeed.

10.Question
What should businesses focus on instead of traditional
mass marketing strategies?
Answer:Businesses should focus on identifying and catering
to a select group of customers who are most likely to be
interested and engaged with their products. This approach
involves understanding the specific needs and desires of
these consumers, creating meaningful connections, and
ensuring that their offerings stand out in a crowded

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marketplace.
Chapter 5 | Follow The Leader| Q&A
1.Question
What is the significance of birds flying in formation, and
what lesson can businesses learn from this behavior?
Answer:Birds fly in formation because the leader
reduces wind resistance, allowing those who follow
to fly more efficiently. Similarly, businesses often
seek to follow industry leaders, hoping to benefit
from their success without taking risks. However,
this strategy can backfire if the leader falters or if
the follower isn't prepared to lead themselves when
needed. Companies should aim to innovate and not
simply copy in order to thrive.

2.Question
What risks do risk-averse businesses face when
prioritizing safety over innovation?
Answer:Risk-averse businesses may find themselves
stagnant, imitating others rather than creating unique

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products. When market dynamics shift, these businesses can
quickly become obsolete. If they don't practice innovation or
leadership, they lack the ability to adapt, leading to failures
or missed opportunities.

3.Question
In the case of Herman Miller's Aeron chair, how did
taking a risk lead to unexpected success?
Answer:By launching a unique, high-priced Aeron chair that
broke away from the traditional dull office furniture, Herman
Miller attracted interest and demand. The product was
remarkable and sparked conversations, resulting in a
significant market presence and recognition, showcasing how
remarkable features can lead to immense success.

4.Question
What is the relationship between mass marketing and
product development, as discussed in the chapter?
Answer:Mass marketing leads to boring, bland products
targeting the average consumer. Companies focus on
minimizing differentiation to appeal to everyone, which

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ultimately limits their market success. Instead, by designing
distinctive products for specific groups, they can generate
enthusiasm and organic growth.

5.Question
How does measurement play a role in the success of new
products or ideas?
Answer:Measurement allows companies to track the
effectiveness of their products and marketing efforts. By
understanding what works and what doesn’t, businesses can
optimize strategies and refine their offerings. For example,
companies like Zara continuously adapt their inventory based
on consumer feedback, allowing them to innovate more
effectively than competitors.

6.Question
What key attributes define the companies that succeed in
creating a 'Purple Cow'?
Answer:Successful companies are those that embrace risk
and prioritize innovation. They create unique offerings that
aren't afraid to deviate from the norm, which engage

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consumers and generate word-of-mouth marketing. These
companies also implement rigorous measurement and adapt
their strategies quickly.

7.Question
What long-term strategies should a company pursue after
achieving success with a remarkable product?
Answer:Companies should focus on maximizing the benefits
of their successful product while simultaneously creating an
environment conducive to innovation. This includes
exploring new ideas, not becoming complacent, and
consistently striving to develop the next remarkable offering
to maintain momentum and relevance.

8.Question
Can you explain how Dario Cecchini's unique approach
to butchering has made him famous?
Answer:Dario Cecchini elevated the process of butchering
into an experience, combining quality meat with storytelling
and performance art. His provocative antics, like staging a
mock funeral for a steak, created a unique narrative, making

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him a remarkable figure in a crowded industry and drawing
customers from around the world.

9.Question
What implications does the concept of the Purple Cow
have for the future of businesses in a fast-paced market?
Answer:As the market evolves, companies that prioritize
safety and conventional methods risk obsolescence. Those
that innovate and embrace unique offerings will thrive, as
consumer preferences shift rapidly. Being remarkable creates
lasting advantages and allows for deeper market penetration.

10.Question
How does your company measure the effectiveness of its
products or marketing strategies, and what insights can
be gained?
Answer:Assessing the effectiveness of products or marketing
involves tracking customer feedback, sales data, and market
trends. Gathering and analyzing this information allows
companies to identify successful elements while pinpointing
areas needing improvement, which can guide future
innovations.

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Chapter 6 | The Opposite of “Remarkable”| Q&A
1.Question
What does Seth Godin identify as the opposite of
'remarkable'?
Answer:The opposite of 'remarkable' is 'very good'.
He suggests that ordinary and mediocre products
are rarely discussed or shared.

2.Question
Why do airlines often fail to inspire word-of-mouth
recommendations?
Answer:Airlines usually meet basic expectations of safety
and comfort; unless they provide extraordinary experiences,
such as exceptional service or unique offerings, people
generally don't feel compelled to share their experiences.

3.Question
What unique marketing approach does Dr. Bronner’s
take compared to other shampoo brands?
Answer:Dr. Bronner's relies on its distinctive product
packaging and the curiosity it generates, rather than
traditional advertising, allowing users to discover the product

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at friends' houses and share their unique experiences.

4.Question
Why did the J. Peterman catalog stand out in the market?
Answer:The J. Peterman catalog was notable for its
extravagant and whimsical descriptions, making it engaging
and memorable, which led to its popularity and even
parodies.

5.Question
How did Pearl Jam redefine their approach in the music
industry?
Answer:Instead of continuously trying to produce new hits
through traditional marketing, Pearl Jam focused on
connecting with their dedicated fanbase and offered them an
abundance of live albums, creating a loyal and expanding
community.

6.Question
What strategy did Curad use to compete against the
Band-Aid brand?
Answer:Curad introduced character-decorated bandages
targeted at children, which made the product appealing and

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desirable among kids and parents, helping Curad gain market
share.

7.Question
What lesson can be drawn from the marketing mindset of
Ben & Jerry’s and McIntosh?
Answer:Both companies resist the urge to continually launch
new products, instead focusing on creating exceptional
offerings and occasionally reintroducing beloved classics to
maintain brand prestige.

8.Question
What was the significant innovation introduced by the
United States Postal Service?
Answer:The ZIP+4 system was a groundbreaking innovation
that improved mail sorting and delivery efficiency, allowing
marketers to target audiences more effectively.

9.Question
What is 'otaku' and how does it relate to consumer
behavior?
Answer:'Otaku' refers to a passionate interest that prompts
consumers to go out of their way for specific products or

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experiences, making them more likely to share and promote
these products.

10.Question
How did Dutch Boy have success in the paint business?
Answer:By redesigning the traditional paint can into a more
user-friendly jug that was easier to carry and pour, Dutch
Boy increased sales and improved consumer experience.

11.Question
What marketing tactics does Krispy Kreme employ to
build brand recognition?
Answer:Krispy Kreme opens new locations with free donut
giveaways to attract attention and create buzz, maximizing
word-of-mouth by targeting early adopters and donut
enthusiasts.

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Chapter 7 | The process and yhe plan| Q&A
1.Question
What is the essential process for creating a Purple Cow?
Answer:The essential process for creating a Purple
Cow is to 'go for the edges'—exploring the unique
aspects of your product or service that differentiate
it from competitors. This involves challenging
yourself and your team to identify these edges and
testing them to see which ones yield the best
marketing and financial results.

2.Question
Why is there no foolproof formula for creating a Purple
Cow?
Answer:There is no foolproof formula because genuine
Purple Cows are remarkable in unique ways that can’t be
easily replicated or predicted. What worked in the past may
not work again, as the landscape of consumer interest
constantly shifts.

3.Question
What is the role of slogans in marketing a Purple Cow?

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Answer:Slogans serve as concise scripts that encapsulate the
essence of a Purple Cow, facilitating word-of-mouth
marketing. They remind users why the product is worth
recommending and help ensure the message spreads
accurately.

4.Question
How does marketing relate to the product itself in the
context of a Purple Cow?
Answer:In the case of a Purple Cow, marketing is not just an
afterthought; it is inherently tied to the product. The product's
remarkable features and the way it is marketed go hand in
hand. Marketing does not simply promote the product—it is
an integral part of its identity.

5.Question
How can a company avoid compromises that dilute its
Purple Cow?
Answer:To avoid compromises, companies should empower
mavericks within the organization to pursue radical ideas
without interference from committees. This freedom allows

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for the exploration of unique approaches that could yield
remarkable products.

6.Question
What does it mean to sell what people are already
buying?
Answer:It means to align product offerings with existing
consumer desires and needs rather than trying to convince
them to buy something new. For example, marketing should
focus on solving a problem that consumers are actively
looking to address.

7.Question
Why is it important for companies to adapt to consumer
needs over time?
Answer:Companies that fail to adapt to consumer needs risk
falling behind as markets evolve. Successful businesses, like
Best Buy, focus on providing what customers want rather
than sticking strictly to their traditional offerings.

8.Question
What does it imply when a product has reached the stage
of being ordinary?

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Answer:When a product becomes ordinary, it suggests that it
has lost its unique qualities that once made it remarkable.
The challenge then is to innovate or differentiate again to
regain consumer interest.

9.Question
How can organizations cultivate a culture for innovation?
Answer:Organizations can cultivate a culture conducive to
innovation by encouraging teams to prototype new ideas
freely and conduct experiments that reflect consumer
feedback, rather than relying solely on traditional marketing
strategies.

10.Question
In what way does having an 'otaku' influence product
development?
Answer:Having an 'otaku'—a deep passion or obsession for a
particular area—enables individuals to create exceptional
products that resonate with other enthusiasts. This passion
drives innovation and keeps products relevant.

11.Question
What are the implications for marketers as the

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marketplace evolves?
Answer:Marketers must now be involved actively in product
design and innovation rather than just promoting finished
products. The lines between departments blur, and marketers
need to think creatively about how products are developed in
the first place.

12.Question
What is a key takeaway regarding the use of
outrageousness in marketing?
Answer:Outrageousness can capture attention but should not
be the end goal. It must serve a purpose and enhance the
brand's story rather than distract from it. True remarkable
products resonate with consumers at a genuine level.

13.Question
What lesson can be drawn from Stew Leonard’s case
study regarding popularity?
Answer:Stew Leonard's case study illustrates that popularity
can lead to complacency, making a once-remarkable business
ordinary. Continuous innovation and attention to consumer

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engagement are essential for sustaining a business.

14.Question
How can individuals applying Purple Cow thinking
improve their job search?
Answer:Individuals can improve their job search by
positioning themselves as remarkable candidates through
impactful work and networking. Rather than relying on
traditional resumes, they should create a reputation that
allows opportunities to come to them.
Chapter 8 | is iT abouT passion?| Q&A
1.Question
What does Seth Godin suggest is often a misconception
about launching new products?
Answer:Many believe that to ensure success, one
should invest heavily in market research and focus
group testing. However, Godin argues that focus
group approval often leads to mediocre outcomes
because such approval is based on popularity rather
than innovativeness.

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2.Question
How does Godin recommend approaching product
launches in today’s market?
Answer:Godin suggests launching multiple products with
smaller investments instead of putting all resources into one
big launch. Even failing multiple times can provide valuable
insights that lead to eventual success.

3.Question
What is the primary message behind the concept of the
Purple Cow?
Answer:The Purple Cow symbolizes being remarkable and
standing out in a crowded marketplace. It emphasizes that
traditional marketing and advertising may no longer work;
instead, businesses must create products and services that are
unique and truly resonate with a specific audience.

4.Question
How does Godin differentiate between 'irresistible' and
'weird'?
Answer:Irresistible products are those that are remarkable
and appealing to a targeted niche, while being weird can

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often alienate potential customers. The goal is to create
something that speaks deeply to a specific group rather than
trying to appeal to everyone.

5.Question
What lesson can businesses learn from the evolution of
leading brands featured by Godin?
Answer:Leading brands today are often built through word of
mouth and delivering remarkable products rather than solely
relying on traditional advertising methods. Businesses should
focus on creating experiences and products that naturally
generate conversation and buzz.

6.Question
Why does Godin argue that doing the opposite of what
competitors are doing can be beneficial?
Answer:By challenging norms and industry practices,
businesses can create their own niche and become
remarkable. This differentiation not only attracts attention
but also sets them apart in a market filled with similar
offerings.

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7.Question
What takeaway does Godin provide about how to
innovate?
Answer:Godin suggests that innovation often lies in
exploring unexplored combinations and thinking creatively
about existing products or services, rather than simply
pushing for more advertising or market share.

8.Question
How does Godin view the traditional marketing and
advertising strategies of big brands?
Answer:He indicates that these outdated strategies are less
effective in a changing market where consumers seek
authentic, remarkable experiences rather than just being
reminded of ordinary products.

9.Question
What role does audience understanding play in product
development according to Godin?
Answer:Understanding and targeting a specific audience
allows companies to design products that are more likely to
be considered remarkable and lead to word-of-mouth

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marketing among that group.

10.Question
How does Godin inspire companies to think about their
products?
Answer:He urges companies to ask themselves deep
questions like 'What makes our product remarkable?' and
'How can we create an experience that resonates and creates
advocates among a niche audience?'. This mindset shift can
lead to greater innovation and success.

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Purple Cow Quiz and Test
Check the Correct Answer on Bookey Website

Chapter 1 | not Enough Ps| Quiz and Test

1.The original five Ps of marketing are Product,
Pricing, Promotion, Positioning, and Publicity.
2.The introduction of the new 'Purple Cow' principle
suggests that traditional marketing strategies are still
effective in today's market.
3.Remarkable marketing means adding marketing to a
product as a last-minute effort instead of integrating it into
the product itself.
Chapter 2 | The Deayh of yheTV-indusyrial
Complex| Quiz and Test
1.The TV-industrial complex was responsible for
creating remarkable products that dominated the
market.
2.The new marketing era suggests that remarkable products
should be created for the right audience.
3.Television advertising is still considered the most effective

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 selling medium today, just as it was in the past.
Chapter 3 | Case Study: what Should Tide Do?| Quiz
and Test
1.Tide succeeded solely because of good TV ads and
distribution, without the need for product
innovation.
2.The early adopters are crucial in the product diffusion
process as they promote new ideas to the early and late
majority.
3.Investing in a product that is unlikely to be remarkable is a
sound strategy for businesses.

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Chapter 4 | Who’s Listening?| Quiz and Test
1.Seth Godin argues that all advertising is ineffective
and ignored by consumers.
2.In today's marketplace, consumers decide what ads they
want to pay attention to, not marketers.
3.Targeting customers who are likely to sneeze is not
important for advertising success.
Chapter 5 | Follow The Leader| Quiz and Test
1.Birds in a flock don't really fly in formation and
often change leaders by the birds in the back
taking charge.
2.Following the leader in business is always a safe strategy
that guarantees success.
3.Herman Miller's Aeron chair was considered a safe design
choice that appealed to traditional purchasing methods.
Chapter 6 | The Opposite of “Remarkable”| Quiz
and Test
1.The opposite of 'remarkable' is 'very good.'
2.Ideas that are remarkable are less likely to spread than not

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 remarkable ideas.
3.Pearl Jam successfully sold 72 live albums to their existing
fan base instead of trying to reach new customers.

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Chapter 7 | The process and yhe plan| Quiz and Test
1.The process of creating a Purple Cow involves a
clear formula that guarantees success every time.
2.A good slogan can help convey the essence of a Purple
Cow and facilitate word-of-mouth marketing.
3.Compromise is necessary to make products appealing to
the largest audience possible, ensuring success.
Chapter 8 | is iT abouT passion?| Quiz and Test
1.You need passion to create a Purple Cow.
2.Big brands like Coca-Cola and McDonald's were built
solely through innovative marketing strategies, ignoring
any word of mouth.
3.The focus on a broad audience is essential for launching a
successful product according to the ideas in 'Purple Cow.'

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