This Is Marketing: You Cant Be Seen Until You Learn to See



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[ @miltonbooks] This Is Marketing

 CHAPTER FIVE 
In Search of “Better”
The Beer Advocate website lists 250 beers that have earned more than
3,400 ratings each. Each beer is someone’s favorite. It’s possible that there
are thousands of beers in the United States that are someone’s favorite.
How can that be? Because taste matters. Everyone else is wrong.
When a marketer arrives and says, “This is better,” he’s wrong.
He actually means, “This is better for someone and it might be better for
you.”
Empathy is at the heart of marketing
People don’t believe what you believe.
They don’t know what you know.
They don’t want what you want.
It’s true, but we’d rather not accept this.
Sonder is defined as that moment when you realize that everyone around
you has an internal life as rich and as conflicted as yours.
Everyone has noise in their heads.
Everyone thinks that they are right, and that they have suffered affronts
and disrespect at the hands of others.
Everyone is afraid. And everyone realizes that they are also lucky.
Everyone has an impulse to make things better, to connect and to
contribute.
Everyone wants something that they can’t possibly have. And if they
could have it, they’d discover that they didn’t really want it all along.


Everyone is lonely, insecure, and a bit of a fraud. And everyone cares
about something.
As a marketer, then, we have little chance of doing marketing to others,
in insisting that they get with our program, that they realize how hard we’ve
worked, how loud the noise is in our heads, how important our cause is . . .
It’s so much more productive to dance with them instead.
A million-dollar bargain
Consider the plight of the nonprofit fundraiser. She’s trying to raise a
million dollars to pay for a new building on campus. Every time she’s
meeting with a foundation or a philanthropist and an objection is raised, she
says to herself, “You’re right, that’s a crazy amount of money. I’d never
give a million dollars to charity—I have enough trouble paying my rent.”
And so the donation doesn’t get made.
Empathy changes this dynamic. Because the donation isn’t for her, it’s
for the donor.
It’s for the donor who says to himself, “This million-dollar donation is a
bargain. I’m going to get at least two million dollars’ worth of joy, status,
and satisfaction out of this decision.” And that’s okay. It’s the way choice
works.
Everything that we purchase—every investment, every trinket, every
experience—is a bargain. That’s why we bought it. Because it was worth
more than what we paid for it. Otherwise, we wouldn’t buy it.
Which means, going back to the hapless fundraiser, that if you’re
unwilling to have empathy for the narrative of the person you seek to serve,
you’re stealing.
You’re stealing because you’re withholding a valuable option. You’re
keeping someone from understanding how much they’ll benefit from what
you’ve created . . . such a significant benefit that it’s a bargain.
If they understand what’s on offer and choose not to buy it, then it’s not
for them. Not today, not at this price, not with that structure.
That’s okay too.

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