You can harness social influence
Follow these six key STEPPS, or even just a few of them, and you can harness social influence and word of mouth to get any product or idea to catch on.
Social Currency: Does talking about your product or idea make people look good? Can you find the inner remarkability? Leverage game mechanics? Make people feel like insiders?
Triggers: Consider the context. What cues make people think about your product or idea? How can you grow the habitat and make it come to mind more often?
Emotion: Focus on feelings. Does talking about your product or idea generate emotion? How can you kindle the fire?
Public: Does your product or idea advertise itself? Can people see when others are using it? If not, how can you make the private public? Can you create behav-ioral residue that sticks around even after people use it?
Practical Value: Does talking about your product or idea help people help others? How can you highlight incredible value, packag-ing your knowledge and expertise into useful information others will want to disseminate?
Stories: What is your Trojan Horse? Is your product or idea embedded in a broader narrative that people want to share? Is the story not only viral, but also valuable?
Ego is the enemy of successful marketing. Objectivity is what’s needed. When people become successful, they tend to become less ...
The layperson's social understanding, we suggest, rests on three related convictions about the relation between his or her subjective experience ...
No matter what your product is, you are ultimately in the education business. Your customers need to be constantly educated about the many advantages of doing business with you, trained to use your products more effectively, and taught how to make never-ending improvement in their lives.
The results (ed. of the study): only 1 percent of the executives said managers should bother showing employees that their work makes a difference. If anything, many companies try to explain the value our work will have in our own lives, the benefits we will reap if we hit a goal, as opposed to the benefit that others will derive.
But remember our biology we are more inspired and motivated when we know we are helping biologically others.
In strength there is weakness. Wherever the leader is strong, there is an opportunity for a would-be No. 2 to turn the tables [...] If [the company] wants to establish a firm foothold on the second rung of the ladder, [it] should study the firm above. Where is it strong? And how does [the company] turn that strength into a weakness?
[The challenger] must discover the essence of the leader and then present the prospect with the opposite. (In other words, it shouldn’t try to be better, but try instead to be different.)