this-is-marketing-godin

Name: this-is-marketing-godin
Author: simbajigege

8installs21forks

How to install this-is-marketing-godin?

simbajigege/book2skills/this-is-marketing-godin

$npx -y skills add simbajigege/book2skills --skill this-is-marketing-godin

Installs into the current project.

Summary

Apply Seth Godin''s marketing framework. Trigger on: "find my smallest viable audience", "position this offer", "earn trust".

Files · 1

View on GitHub

SKILL.md

1	## Overview
2	This skill encodes Seth Godin's marketing philosophy from This Is Marketing. It rejects mass-market manipulation in favor of generous, specific, and empathetic work: finding the smallest viable audience, understanding their worldview deeply, earning permission to communicate, and making change that spreads through peer-to-peer trust.
3
4	## Core Principle
5
6	Core premise: Marketing is the generous act of helping someone solve a problem. It's not about you — it's about them.
7
8
9	## When to Use This Skill
10
11	Use this skill for queries that match the trigger phrases in the description and require applying the decision framework from This Is Marketing rather than summarizing the book.
12
13	## The Core Framework
14
15	### Principle 1: Marketing Is Change
16	Marketing is not promotion or advertising. It is the act of making change happen — changing someone's belief, behavior, or worldview. Every marketing effort must answer: "What change am I seeking to make, and in whom?"
17
18	The marketer's job: "I see a way to make things better. Here is who I will help, and here is how."
19
20	### Principle 2: The Smallest Viable Market
21	The most important strategic question: What is the minimum number of people you need to influence to make your work worth doing?
22
23	Why small beats big:
24	- You can color a swimming pool purple with a teaspoon of dye; you can't color the ocean
25	- "Everyone" is not a market — it's a wish
26	- Specific is a form of bravery: it commits you to being accountable
27	- The smallest viable audience that falls in love with your work becomes your engine of growth
28
29	Finding your smallest viable market:
30	1. What change are you seeking to make?
31	2. Who specifically will be changed?
32	3. What do they believe already? What worldview do they hold?
33	4. What do they fear? What do they want?
34	5. Where do they already gather?
35
36	### Principle 3: "Who's It For?" and "What's It For?"
37	These two questions guide every marketing decision:
38
39	- Who's it for? Not demographics — psychographics. What do they believe? What stories do they tell themselves?
40	- What's it for? What change does it make? What outcome does it create?
41
42	The drill bit metaphor (from Theodore Levitt, extended by Godin):
43	- People don't want a drill bit → they want a hole → they want a shelf → they want the feeling of accomplishment → they want to feel safe and respected
44	- Always market the emotion, not the feature.
45
46	### Principle 4: The Canvas of Dreams and Desires
47	People don't buy features — they buy versions of themselves. The marketer's job is to understand what people really want:
48
49	The "Four Forces" that drive human decisions:
50	1. Desire for gain — to advance, improve, win
51	2. Fear of loss — to protect, preserve, avoid pain
52	3. Status — where do I stand in the pecking order?
53	4. Affiliation — who do I belong to? Who is my tribe?
54
55	Status roles:
56	- Dominance — some people want to win, lead, be on top
57	- Affiliation — some people want to belong, be accepted, be part of "us"
58
59	Marketing that ignores which of these drives your audience will fail to resonate.
60
61	### Principle 5: "People Like Us Do Things Like This"
62	The most powerful marketing insight: culture is the engine of behavior. People act in ways that are consistent with who they believe they are — or who they want to become.
63
64	"People like us donate to this kind of charity."
65	"People like us buy this kind of car."
66	"People like us don't do that."
67
68	The marketer's job: identify the "us" your audience belongs to (or aspires to), and show them how your offering is what people like them do.
69
70	### Principle 6: Trust and Permission
71	Permission marketing (Godin's foundational concept): Instead of interrupting strangers, earn the right to communicate with people who want to hear from you.
72
73	The permission ladder:
74	1. Stranger — they don't know you exist
75	2. Aware — they've encountered your work
76	3. Trial — they've tried something you offer
77	4. Trust — they rely on you, look forward to your messages
78	5. Evangelism — they tell others about you
79
80	Attention without permission is borrowed — and costly. Permission without attention is wasted.
81
82	### Principle 7: Trust and Tension Create Forward Motion
83	Tension is the force that moves people toward change:
84	- Create productive tension between who someone is now and who they want to become
85	- Tension is not manipulation — it is the honest invitation to grow
86	- Pattern interrupt (something new that breaks existing habits) requires more tension than pattern match (something that fits existing habits)
87
88	The Slack example: Slack started with pattern match (new software for people who like new software), then used peer-to-peer social tension to create patte

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this-is-marketing-godin

8installs21forks

View on GitHub

How to install this-is-marketing-godin?

simbajigege/book2skills/this-is-marketing-godin

$npx -y skills add simbajigege/book2skills --skill this-is-marketing-godin

Installs into the current project.

Summary

Apply Seth Godin''s marketing framework. Trigger on: "find my smallest viable audience", "position this offer", "earn trust".

Files · 1

View on GitHub

SKILL.md

1	## Overview
2	This skill encodes Seth Godin's marketing philosophy from This Is Marketing. It rejects mass-market manipulation in favor of generous, specific, and empathetic work: finding the smallest viable audience, understanding their worldview deeply, earning permission to communicate, and making change that spreads through peer-to-peer trust.
3
4	## Core Principle
5
6	Core premise: Marketing is the generous act of helping someone solve a problem. It's not about you — it's about them.
7
8
9	## When to Use This Skill
10
11	Use this skill for queries that match the trigger phrases in the description and require applying the decision framework from This Is Marketing rather than summarizing the book.
12
13	## The Core Framework
14
15	### Principle 1: Marketing Is Change
16	Marketing is not promotion or advertising. It is the act of making change happen — changing someone's belief, behavior, or worldview. Every marketing effort must answer: "What change am I seeking to make, and in whom?"
17
18	The marketer's job: "I see a way to make things better. Here is who I will help, and here is how."
19
20	### Principle 2: The Smallest Viable Market
21	The most important strategic question: What is the minimum number of people you need to influence to make your work worth doing?
22
23	Why small beats big:
24	- You can color a swimming pool purple with a teaspoon of dye; you can't color the ocean
25	- "Everyone" is not a market — it's a wish
26	- Specific is a form of bravery: it commits you to being accountable
27	- The smallest viable audience that falls in love with your work becomes your engine of growth
28
29	Finding your smallest viable market:
30	1. What change are you seeking to make?
31	2. Who specifically will be changed?
32	3. What do they believe already? What worldview do they hold?
33	4. What do they fear? What do they want?
34	5. Where do they already gather?
35
36	### Principle 3: "Who's It For?" and "What's It For?"
37	These two questions guide every marketing decision:
38
39	- Who's it for? Not demographics — psychographics. What do they believe? What stories do they tell themselves?
40	- What's it for? What change does it make? What outcome does it create?
41
42	The drill bit metaphor (from Theodore Levitt, extended by Godin):
43	- People don't want a drill bit → they want a hole → they want a shelf → they want the feeling of accomplishment → they want to feel safe and respected
44	- Always market the emotion, not the feature.
45
46	### Principle 4: The Canvas of Dreams and Desires
47	People don't buy features — they buy versions of themselves. The marketer's job is to understand what people really want:
48
49	The "Four Forces" that drive human decisions:
50	1. Desire for gain — to advance, improve, win
51	2. Fear of loss — to protect, preserve, avoid pain
52	3. Status — where do I stand in the pecking order?
53	4. Affiliation — who do I belong to? Who is my tribe?
54
55	Status roles:
56	- Dominance — some people want to win, lead, be on top
57	- Affiliation — some people want to belong, be accepted, be part of "us"
58
59	Marketing that ignores which of these drives your audience will fail to resonate.
60
61	### Principle 5: "People Like Us Do Things Like This"
62	The most powerful marketing insight: culture is the engine of behavior. People act in ways that are consistent with who they believe they are — or who they want to become.
63
64	"People like us donate to this kind of charity."
65	"People like us buy this kind of car."
66	"People like us don't do that."
67
68	The marketer's job: identify the "us" your audience belongs to (or aspires to), and show them how your offering is what people like them do.
69
70	### Principle 6: Trust and Permission
71	Permission marketing (Godin's foundational concept): Instead of interrupting strangers, earn the right to communicate with people who want to hear from you.
72
73	The permission ladder:
74	1. Stranger — they don't know you exist
75	2. Aware — they've encountered your work
76	3. Trial — they've tried something you offer
77	4. Trust — they rely on you, look forward to your messages
78	5. Evangelism — they tell others about you
79
80	Attention without permission is borrowed — and costly. Permission without attention is wasted.
81
82	### Principle 7: Trust and Tension Create Forward Motion
83	Tension is the force that moves people toward change:
84	- Create productive tension between who someone is now and who they want to become
85	- Tension is not manipulation — it is the honest invitation to grow
86	- Pattern interrupt (something new that breaks existing habits) requires more tension than pattern match (something that fits existing habits)
87
88	The Slack example: Slack started with pattern match (new software for people who like new software), then used peer-to-peer social tension to create patte

People who liked this also viewed

6 picks

Type