Jordan Peterson

And so why did you decide to switch from your own publishing house to this company? What was the advantage in that?

And so why did you decide to switch from your own publishing house to this company? What was the advantage in that?

And so why did you decide to switch from your own publishing house to this company? What was the advantage in that?

Well, you make a point. Yeah. Right? You make a point, and you also indicated very clearly that you had your own marketing power, which is a major issue. Like, hopefully what a publisher could offer you is the opportunity to take on all that infrastructure responsibility, but also to market. But if you have your own marketing... clout.

Well, you make a point. Yeah. Right? You make a point, and you also indicated very clearly that you had your own marketing power, which is a major issue. Like, hopefully what a publisher could offer you is the opportunity to take on all that infrastructure responsibility, but also to market. But if you have your own marketing... clout.

Well, you make a point. Yeah. Right? You make a point, and you also indicated very clearly that you had your own marketing power, which is a major issue. Like, hopefully what a publisher could offer you is the opportunity to take on all that infrastructure responsibility, but also to market. But if you have your own marketing... clout.

We should talk a little bit about marketing too, because people, just for clarification, you tell me what you think about this too. One of the things that was most difficult for me to learn as a business person, let's say, I generated a bunch of tests 30 years ago to help companies hire better employees. They were very good tests, but

We should talk a little bit about marketing too, because people, just for clarification, you tell me what you think about this too. One of the things that was most difficult for me to learn as a business person, let's say, I generated a bunch of tests 30 years ago to help companies hire better employees. They were very good tests, but

We should talk a little bit about marketing too, because people, just for clarification, you tell me what you think about this too. One of the things that was most difficult for me to learn as a business person, let's say, I generated a bunch of tests 30 years ago to help companies hire better employees. They were very good tests, but

I really had very little luck selling them, partly because it turned out that most companies didn't want to hire better employees, which was quite a shock to me. And people might not believe that, but it depends on who you're talking to. If you're talking to middle managers in a large company,

I really had very little luck selling them, partly because it turned out that most companies didn't want to hire better employees, which was quite a shock to me. And people might not believe that, but it depends on who you're talking to. If you're talking to middle managers in a large company,

I really had very little luck selling them, partly because it turned out that most companies didn't want to hire better employees, which was quite a shock to me. And people might not believe that, but it depends on who you're talking to. If you're talking to middle managers in a large company,

what they're really interested in is not ever taking a risk on anything whatsoever they're not particularly interested in making the company grow either even because there's some risk in that and they won't get any credit for it plus there's some expense and if they were entrepreneurially minded they would be running their own companies and so mostly what they do is attenuate risk and then most companies are set up so that they don't really incentivize their people to take entrepreneurial risks and so anyways we didn't sell

what they're really interested in is not ever taking a risk on anything whatsoever they're not particularly interested in making the company grow either even because there's some risk in that and they won't get any credit for it plus there's some expense and if they were entrepreneurially minded they would be running their own companies and so mostly what they do is attenuate risk and then most companies are set up so that they don't really incentivize their people to take entrepreneurial risks and so anyways we didn't sell

what they're really interested in is not ever taking a risk on anything whatsoever they're not particularly interested in making the company grow either even because there's some risk in that and they won't get any credit for it plus there's some expense and if they were entrepreneurially minded they would be running their own companies and so mostly what they do is attenuate risk and then most companies are set up so that they don't really incentivize their people to take entrepreneurial risks and so anyways we didn't sell

much of that at all. I eventually worked with one company where it was a real success. But what I did learn was that the product is about 15% of the problem and the communication is the other 85% or 90% or 95% even, which is why you get, what's your typical royalties on a book? Maybe somewhere between five and 12%. Seems kind of ridiculous, right? Because you wrote the book.

much of that at all. I eventually worked with one company where it was a real success. But what I did learn was that the product is about 15% of the problem and the communication is the other 85% or 90% or 95% even, which is why you get, what's your typical royalties on a book? Maybe somewhere between five and 12%. Seems kind of ridiculous, right? Because you wrote the book.

much of that at all. I eventually worked with one company where it was a real success. But what I did learn was that the product is about 15% of the problem and the communication is the other 85% or 90% or 95% even, which is why you get, what's your typical royalties on a book? Maybe somewhere between five and 12%. Seems kind of ridiculous, right? Because you wrote the book.

It's like, yeah, but you didn't market the book. So no one's going to buy it unless they know about it. You don't have any marketing infrastructure. And that means you can't communicate with people. And it doesn't matter how good the product is if no one knows what it is. And it's really hard to get people to pay attention and even harder to get them to buy something.

It's like, yeah, but you didn't market the book. So no one's going to buy it unless they know about it. You don't have any marketing infrastructure. And that means you can't communicate with people. And it doesn't matter how good the product is if no one knows what it is. And it's really hard to get people to pay attention and even harder to get them to buy something.