Book Notes #120: Storynomics by Robert McKee and Thomas Gerace

Title: Storynomics: Story-Driven Marketing in the Post-Advertising World
Author: Robert McKee, Thomas Gerace
Year: 2018
Pages: 256

Robert McKee is pretty famous for teaching people how to tell great stories. Many of his students have even won big awards like Oscars and Emmys.

In Storynomics, he teams up with digital marketing expert Tom Gerace, and together they help brands cut through all the noise and stand out from the crowd.

They’ve already guided big names like Samsung and Nike to completely rethink how they advertise—and now, with Storynomics, they’re sharing their secrets with the rest of us.

Their main idea is something I strongly agree with: if you want your message heard today, the best way to do it is by telling a great story.

As a result, I gave this book a rating of 7.5/10.

For me, a book with a note 10 is one I consider reading again every year. Among the books I rank with 10, for example, are How to Win Friends and Influence People and Factfulness.

3 Reasons to Read Storynomics

Book Overview

Why is it that we instantly forget most ads but still remember that Nike commercial from ten years ago? Or why certain brands, without even saying much, somehow make us feel like we belong with them?

It turns out, it’s not just clever copywriting—it’s storytelling. That’s the heart of Storynomics by Robert McKee and Thomas Gerace.

The book makes one bold claim: in today’s crowded, skeptical, ad-saturated world, the only way for brands to truly connect is through stories—not slogans, not sales pitches, but real, emotionally charged narratives.

The authors start with a diagnosis of modern marketing’s biggest problem: people have simply stopped paying attention.

They don’t trust ads. They skip them, block them, scroll past them. Traditional marketing has lost its grip, not because people don’t care, but because brands haven’t given them a reason to. And here’s where story comes in—not as a trendy tactic, but as a survival strategy.

The book argues that storytelling isn’t just an artistic exercise; it’s the most powerful way to build trust, communicate value, and create emotional engagement.

But this isn’t some fluffy “just tell stories” advice. McKee, a legendary figure in the world of screenwriting, breaks down what makes a story work. He’s brutally clear about what a story is and—just as importantly—what it is not.

A list of benefits, a catchy mission statement, a feel-good anecdote? Not stories. A true story has structure: a character, a desire, conflict, change.

It mirrors the real emotional journeys people go through, which is exactly why it resonates. The book even walks through the anatomy of a story, from the inciting incident to the climactic turning point, in a way that’s surprisingly practical for marketers.

What makes Storynomics stand out is how it applies these classic storytelling principles to business in ways that feel fresh and specific. One of the most memorable examples is GE’s “What’s the Matter with Owen?” campaign, where a young engineer struggles to explain to friends and family that he’s going to write software for industrial machines.

It’s funny, relatable, and smart—but more than that, it positions GE as a company doing meaningful, future-focused work. No feature list or tech jargon could do that. Just a story did.

And it’s not just about branding. The book dives into how storytelling transforms everything from lead generation to sales. It explains why people don’t respond to data dumps or feature checklists but do remember narratives where a problem is overcome, and the product plays a clear, meaningful role.

There’s even a practical framework for crafting a sales story—something many salespeople today could benefit from, especially in a world where buyers are well-informed and short on patience.

Perhaps one of the most interesting ideas in the book is the shift from storytelling to story-making. Instead of just telling stories about customers, brands can create real experiences that customers will tell themselves.

Like Mastercard’s “Priceless Surprises,” where customers become part of the brand’s story through unexpected, emotional experiences. This changes everything. Suddenly, storytelling isn’t just marketing—it’s part of the product, the service, the brand experience itself.

And if there’s any doubt left about whether stories really work, the book ends by walking through the metrics. Numbers matter. And Storynomics shows how companies that embrace storytelling—from Colgate to IBM—see real results: higher engagement, better leads, increased sales, and yes, improved margins. It’s not just about making people feel good—it’s about driving the business forward.

In the end, Storynomics is more than a book about marketing. It’s a wake-up call for how companies communicate in the digital age.

It challenges us to rethink our entire approach to persuasion—not through manipulation or louder messaging, but through something deeply human.

A story that means something. Because when people stop listening, the only way to reach them is to give them something worth listening to.

And a good story?

That’s still the most powerful message of all.

Chapter by Chapter

The Marketing Crisis

The world of marketing is in trouble. Consumers are tuning out, skipping ads, installing blockers, and paying for ad-free experiences. The traditional methods of reaching an audience—interrupting their entertainment with ads—are losing their power. And the worst part? Many marketers haven’t figured out what to do next.

The book opens with a striking picture: millions of people are cutting themselves off from advertising. They subscribe to services like Netflix, YouTube Premium, and Spotify to escape commercials. They install ad blockers to wipe them from their screens. The younger generation, particularly millennials, not only ignore ads but actively despise them. They see them as manipulative, dishonest, and intrusive. This shift has created a crisis, not just for advertisers but for entire industries that depend on ad revenue.

The numbers paint a bleak picture. TV viewership among people under 40 has dropped by 30% in just five years. As a result, major media companies, from newspapers to broadcasting giants, are struggling. Some have gone bankrupt, and many more are desperately trying to adapt. Traditional advertising, once the backbone of marketing, is crumbling under the weight of consumer resistance.

Why is advertising failing?

Marketers are losing faith in advertising because the return on investment (ROI) keeps dropping. Ads cost more but deliver less. Consumers are bombarded with so many marketing messages that they’ve learned to tune them out completely. Even big-budget ads, the ones designed for massive Super Bowl audiences, aren’t as effective as they used to be.

So, what’s the solution? According to the authors, the answer lies in storytelling. Not just any storytelling, but a structured, strategic way of using stories to connect with audiences on a deeper level. Over the years, researchers have proven that storytelling is one of the most persuasive tools we have. From Harvard Business Review articles to TED Talks, experts agree that stories stick with people in ways that raw data or generic ads never could.

But despite all this, most companies are still struggling to use storytelling effectively. Even when they try, the results are hit-or-miss. A few brands, like Apple, GE, and Adobe, have successfully used story-driven marketing, but for the majority, it’s still a dream rather than a reality. The authors of Storynomics want to change that.

The way people consume content has changed forever, and the old marketing playbook no longer works. If businesses want to survive, they need to stop interrupting and start engaging. Storytelling isn’t just a trend—it’s the future of marketing. And this book aims to show exactly how to do it.

With that, the stage is set. Now, let’s dive into the first chapter and see how advertising became an addiction that marketers just couldn’t quit.

Chapter 1 – Advertising, A Story of Addiction

Advertising wasn’t always the massive industry we know today. It started small, almost by accident, and slowly took over media and business. This chapter tells the story of how advertising became an addiction for companies—and why it’s now falling apart.

The early days: when newspapers needed a new business model

Back in the 1700s, newspapers were struggling. Printing was expensive, and in many places, you needed a license from the British Crown to publish. On top of that, subscriptions were a luxury most people couldn’t afford. Many newspapers went out of business because they simply couldn’t survive on subscriptions alone.

Then, something changed. Business owners needed a way to reach customers, and newspapers saw an opportunity. Instead of relying only on subscriptions, they started selling ad space. This was a game-changer. The more ads newspapers sold, the cheaper they could make subscriptions, which meant more people could afford to buy them. More readers meant higher ad prices, and suddenly, newspapers had a business model that worked.

One of the first people to truly understand the power of advertising was Benjamin Franklin. As a publisher, he didn’t just print ads—he actively taught business owners how to write better ones. Thanks to his efforts, newspapers and advertising became deeply connected. Franklin became so good at it that he built a network of newspapers across the American colonies, making him one of the pioneers of modern advertising.

Interrupting people: the first step toward addiction

As advertising grew, businesses realized that not all ads were equally effective. The ones buried in the back of a newspaper didn’t get much attention. So, they started experimenting. They changed the size, used different fonts, and most importantly, began placing ads in the middle of stories.

This was the birth of interrupt advertising—a strategy designed to grab attention by disrupting whatever a person was reading or watching. At first, publishers resisted, fearing it would annoy readers. But the money was too good to ignore, and soon, ads were scattered everywhere, making it impossible for readers to avoid them.

This was the first sign of addiction. Newspapers couldn’t stop taking ad money, and businesses couldn’t stop using ads to grab customers’ attention. Over time, advertising became the lifeblood of media, and the industry was hooked.

The rise of mass advertising in America

Fast forward to the late 19th century. With railroads connecting cities, businesses were no longer limited to local customers. They could now sell their products nationwide, but they needed a way to reach people across the country. That’s when companies like Ivory Soap started launching large-scale ad campaigns.

Ivory Soap, for example, didn’t just tell people its soap cleaned well. It focused on a single unique feature: it floated. That meant you wouldn’t have to fish around for it in a bathtub. This kind of messaging—highlighting something memorable and simple—became the foundation of modern advertising.

Meanwhile, new technologies were changing the game. Radio became a big deal in the early 1900s, and for the first time, businesses could speak directly to potential customers in their homes. But radio had a problem: how would it make money? The answer was obvious—advertising. Just like newspapers before it, radio became an ad-supported medium.

Television takes advertising to the next level

When TV arrived in the 1940s, advertising became even more powerful. Unlike newspapers and radio, TV combined sound, images, and motion to create a much more persuasive experience. It became the dominant advertising tool, with millions of people tuning in every night.

At first, TV ads were short and infrequent, but as networks realized they could make more money by selling more ads, they crammed in as many as possible. In the 1950s, there were about four minutes of ads per hour. By the 2010s, cable networks were running almost 20 minutes of ads per hour.

The problem? Audiences were getting fed up. And just like in the early days of newspapers, people started looking for ways to escape ads.

Consumers fight back

By the 2000s, people had new ways to avoid advertising. DVRs let them skip commercials. Streaming services like Netflix let them pay to remove ads entirely. YouTube gave them free, on-demand content, with the option to skip ads after a few seconds. At the same time, people installed ad blockers on their browsers, removing ads from their online experience.

In short, consumers fought back—and they were winning.

The advertising industry didn’t take this lightly. Companies started looking for ways to make ads unavoidable, from pre-roll ads on YouTube to more product placement in movies and TV shows. But no matter what they tried, one thing was clear: the golden age of advertising was coming to an end.

The addiction is no longer sustainable

For centuries, advertising had been the default way to reach customers. Businesses didn’t have to think much about it—they just spent money on ads, and customers came. But now, that strategy isn’t working like it used to. Ads are expensive, easily ignored, and sometimes even harm a brand’s reputation when done badly.

The marketing industry is facing withdrawal. Companies are realizing they need a new way to connect with customers—something that doesn’t rely on interrupting or annoying them. And that’s where storytelling comes in.

This chapter sets the stage for the rest of the book. It explains why traditional advertising is failing and why businesses need to break their addiction to ads. But quitting isn’t easy. Companies need a replacement—something that attracts customers naturally instead of interrupting them.

Chapter 2 – Marketing, A Story of Deception

People don’t just dislike ads—they actively distrust them. For decades, marketers have relied on persuasion techniques that, while effective in the past, have led to a crisis of credibility today. This chapter explores how marketing evolved through two major types of deception—rational and emotional—and why both are now failing in an age where consumers have more power than ever before.

The Slow Erosion of Trust in Marketing

In the early days of advertising, dishonest marketers could get away with almost anything. Snake oil salesmen made outrageous claims about miracle cures, and because word of mouth traveled slowly, they could keep moving from town to town before being exposed. But as communication technology evolved—from the telegraph to the telephone and, eventually, the internet—false claims were debunked faster, forcing brands to become more careful with their messaging.

Still, marketing never became fully honest. Instead of outright lies, companies used exaggeration and selective messaging to shape consumer perceptions. Toothpaste ads promised whiter teeth. Weight loss programs guaranteed fast results. Skincare brands vowed to erase wrinkles. While these claims were often backed by so-called “laboratory studies,” consumers learned to take them with skepticism.

Now, the balance of power has shifted. In today’s digital world, every marketing claim can be tested and challenged in real-time. Consumers compare promises with reality, and when brands fail to deliver, they are called out publicly—through online reviews, viral social media posts, and investigative reports. After decades of manipulation, marketing has trained people not to believe it.

The Two Types of Marketing Deception

Marketers have historically relied on two primary types of persuasion: rational and emotional. Both worked for a long time, but both are now losing their effectiveness.

Rational Communication: The Illusion of Logic

Traditional marketing assumes that people are rational decision-makers. The idea is that when faced with a choice, consumers will gather facts, weigh the pros and cons, and make the best decision based on logic. That’s why many ads present “scientific” evidence, comparison charts, and expert endorsements to convince people of a product’s superiority.

But here’s the problem: most advertising that claims to be logical is actually rhetorical. Instead of presenting the full picture, brands cherry-pick facts that support their argument while ignoring anything that contradicts them. This isn’t science—it’s persuasion disguised as logic.

A classic example is Ivory Soap’s famous ad campaign. Procter & Gamble promoted Ivory as “the soap that floats,” implying it was better than competitors because users wouldn’t have to search for a sunken soap bar in murky bathwater. But was floating actually a sign of better cleaning? That part was never mentioned. The brand took a small feature, framed it as an advantage, and let consumers assume it meant the product was superior.

This selective messaging is common in business-to-business (B2B) marketing, where companies create comparison charts that conveniently show their own product excelling in every category while competitors leave blanks. Savvy buyers, of course, recognize that the categories were chosen strategically to highlight strengths while hiding weaknesses.

The biggest issue with rhetorical persuasion is that it triggers skepticism. People know when they’re being manipulated, and once they distrust an ad, they also distrust the brand behind it.

A psychological study by Dan Ariely demonstrated this effect. In an experiment, consumers listened to the same audio system but were given two different descriptions: one claimed the system was recommended by Consumer Reports, and the other said the information came from the manufacturer. Even though both groups heard the same sound, those who believed the review came from an unbiased source rated the system better and were willing to pay more for it. This shows how deeply consumers distrust anything that looks like marketing.

Despite its declining effectiveness, rhetorical persuasion is still widely used. Why? Because marketers were trained to use it. Most business presentations today still follow the same format we learned in school: state your thesis, provide supporting arguments, and conclude that your argument is correct. This technique works in essays and debates, but in marketing, it often leads to skepticism and pushback.

Emotional Communication: Manipulating Feelings

In the 1950s, advertising shifted from logical persuasion to emotional manipulation. Instead of debating facts, brands started tapping into deep human desires and fears. The goal was no longer to prove a product was better—it was to make people feel like they needed it.

Bill Bernbach, one of the pioneers of modern advertising, believed that ads should speak to people’s subconscious drives. He argued that consumers don’t make rational choices—they follow their instincts, desires, and emotions. His agency, Doyle Dane Bernbach (DDB), revolutionized advertising by moving away from rational persuasion and toward emotional storytelling.

The key to emotional marketing is understanding pleasure and pain—the two primary motivators of human behavior. People are driven by a need for happiness, comfort, admiration, and success, but they also fear failure, rejection, and loss. Advertisers learned to leverage these emotions to seduce or coerce consumers into buying.

Seduction works by associating products with pleasure. A beer commercial doesn’t talk about the drink—it shows attractive people at a party, making the audience crave the social experience. Luxury brands use scarcity and exclusivity to make consumers feel that owning their products will elevate their social status.

Coercion, on the other hand, plays on fear. Political ads use threats of terrorism, job loss, or economic collapse to push an agenda. Security companies show staged break-ins to make homeowners feel vulnerable. Insurance ads highlight accidents and disasters to make people anxious about the future.

For decades, emotional marketing was incredibly effective. But just like rational persuasion, it has reached its limit. Today’s consumers are media-savvy—they can see through emotional manipulation. People have watched so many ads that they recognize when they’re being seduced or coerced, and instead of being persuaded, they become annoyed.

This is why millennials and Gen Z are rejecting traditional advertising. Nearly two-thirds of millennials now use ad blockers, and Gen Z prefers ad-free streaming services. People don’t want to be interrupted, and they certainly don’t want to be manipulated.

The Future of Marketing: Storytelling

If logical persuasion fails because people distrust rhetoric and emotional persuasion fails because people resist manipulation, what’s left? The answer, according to the authors, is storytelling.

Stories don’t persuade by pushing facts or forcing emotions—they engage people naturally. A well-told story captures attention, builds empathy, and creates an emotional experience that feels authentic rather than manipulative.

Great stories don’t tell people what to think—they invite them to feel something and come to their own conclusions. This is why storified marketing is the future. Instead of crafting ad campaigns full of claims and exaggerations, brands need to tell real, compelling stories that align with their audience’s experiences and values.

The chapter ends with a clear message: Consumers are done with being played. They don’t trust slogans, they ignore ads, and they reject manipulation. The brands that will succeed in the future are the ones that move beyond persuasion and embrace genuine storytelling.

Chapter 3 – The Evolution of Story

The way humans think and communicate is deeply tied to storytelling. This chapter explores how storytelling evolved alongside human consciousness, from the first moments of self-awareness to the structured narratives we use today. The authors argue that storytelling is not just a cultural invention—it’s a fundamental function of the brain, helping us navigate the world, understand the past, and predict the future.

The Birth of Human Thought

Before storytelling could exist, something extraordinary had to happen: humans had to develop self-awareness. Millions of years of evolution led to the expansion of the human brain, particularly a region called Brodmann area 10, located just behind the forehead. As this part of the brain grew, early humans reached a critical threshold of complexity that allowed them to recognize a single, powerful truth: I am.

This was the first human thought—an awareness of the self as separate from the rest of the world. But with self-awareness came another realization: time exists, and eventually, my time will end. Unlike other animals, who live in the present moment, humans suddenly understood that they had a past and a future. And with that awareness came fear—the knowledge that life is short, unpredictable, and full of uncertainty.

The Human Mind’s Need for Story

Faced with the chaos of existence, early humans needed a way to make sense of their world. Why did the sun rise and set? Why did storms come and go? Why did people get sick and die? Without science or religion to provide answers, the human mind turned to storytelling.

The mind evolved to organize experiences into structured narratives, filtering out unnecessary details and focusing on change—the moments when something important happens. If nothing changes, there’s no need to pay attention. But when events shift from good to bad, or bad to good, the brain takes notice.

This explains why all stories revolve around conflict and transformation. A story is not just a sequence of events—it’s a structured journey in which something shifts from one state to another. Without change, there’s no meaning, and without meaning, there’s no reason to remember the story at all.

The Eight Powers of the Story-Making Mind

To transform random experiences into meaningful stories, the human brain evolved eight key faculties that allow us to construct and understand narratives:

• Self-awareness – The ability to observe oneself as an individual, separate from others. This allows us to reflect on our actions, feel emotions like pride or shame, and project ourselves into different situations.
• Other-awareness – The ability to recognize that other people have thoughts and emotions similar to our own. This is the foundation of empathy, which allows us to understand and connect with characters in stories.
• Memory – The ability to store past experiences and recall them later. Our memories form the raw material for storytelling, helping us predict the future based on past patterns.
• Intelligence – The ability to process information, reason through cause and effect, and recognize patterns. This is what allows us to follow complex narratives and understand abstract ideas.
• Imagination – The ability to think beyond what exists in the present moment. This is what makes fiction possible—our minds can visualize things that have never happened.
• Insight – The ability to see beyond surface appearances and understand deeper truths. This is why great stories often reveal something unexpected—a hidden cause, a surprising motivation, or a lesson about life.
• Correlation – The ability to connect unrelated ideas and create something new. This is the essence of creativity and innovation, allowing storytellers to blend different concepts into fresh, compelling narratives.
• Self-expression – The ability to communicate our thoughts, emotions, and experiences to others. A story is only useful if it can be shared, which is why storytelling is a performative act, whether through speech, writing, or visual media.

How Storytelling Shaped Civilization

Once early humans mastered storytelling, they used it to teach, inspire, and unite their communities. Around the fire, storytellers passed down wisdom about survival, morality, and the supernatural forces that governed the world. These stories became the foundation of mythology, religion, and culture.

Over time, storytelling evolved from oral traditions to written texts, then to theater, film, and digital media. But the fundamental structure of story has remained the same. Whether it’s an ancient legend, a bestselling novel, or a Hollywood blockbuster, all stories follow the same pattern:

1. A character faces a challenge.
2. Their world is thrown into imbalance.
3. They struggle, adapt, and change.
4. The story reaches a climax, where the outcome is decided.
5. A new balance is established, leaving the audience with an emotional or intellectual resolution.

The Power of Storytelling in Business

This chapter concludes with a critical insight: storytelling is not just for entertainment—it’s the key to persuasion, influence, and communication in every aspect of life.

Whether you’re leading a company, building a brand, or selling a product, the ability to tell a compelling story is the most powerful tool you have. Facts and logic may inform people, but stories move them. The brands that understand this—Apple, Nike, Airbnb—don’t just sell products. They sell narratives that customers want to be part of.

Chapter 4 – The Definition of Story

If storytelling is so natural to us, why is it so hard to define? Everyone assumes they understand what a story is, but when asked to explain it, they often struggle. This confusion is exactly what makes storytelling so difficult to apply in marketing.

Many businesses believe they are telling a story when they are actually just presenting information in a different format.

This chapter aims to strip away the misconceptions and get to the core of what a story truly is—and how it works in marketing.

What Story Is Not

Before understanding what makes a real story, it’s important to rule out what doesn’t qualify. Many companies mistake unrelated concepts for storytelling, leading to weak marketing that fails to engage or persuade.

A story is not a process. Some businesses treat their brand story like an assembly line, listing the steps that led to their current success. But a process is just a sequence of actions—there’s no emotion, no transformation, no struggle. A factory can produce a product, but without a meaningful event that changes something, there’s no story.

A story is not a hierarchy. Some companies think their corporate structure is their story. They describe their leadership roles, decision-making processes, and company culture as if these details form a narrative. But a hierarchy is about maintaining order, while a story is about navigating disorder. No one is emotionally moved by an organizational chart.

A story is not a chronology. Listing important milestones—when the company was founded, when new products launched, when major partnerships were signed—is not storytelling. It’s just a timeline. A real story doesn’t just tell what happened; it shows how things changed and why it mattered.

A story is not a journey. The word journey is often thrown around in marketing, but it’s a misleading metaphor. Life is not a straight line from point A to point B. It’s unpredictable, filled with setbacks, failures, and breakthroughs. A true story captures that messy, unpredictable struggle rather than smoothing it into an effortless path.

A story is not a narrative. This is perhaps the biggest mistake marketers make. A narrative is simply a structured way of presenting information, but that doesn’t mean it’s engaging or meaningful. A dull speech, a lifeless corporate video, or a repetitive campaign might technically be a narrative, but without emotion, conflict, and transformation, it isn’t a story.

At its core, every true story revolves around a simple truth: conflict changes life. A story is not just about events unfolding—it’s about a character facing a struggle that forces them to change. The change might be physical, emotional, or psychological, but without it, there is no story.

The Eight Stages of Story Design

All great stories follow a natural structure that keeps audiences engaged. Whether in books, movies, or marketing, stories unfold in eight key stages.

The first stage is the target audience. Every story must have an intended audience, and the storyteller needs to know what emotional impact they want to create. The film Moneyball, for example, was crafted for baseball fans, sports lovers, and people drawn to underdog stories. The goal was to create both intellectual satisfaction and emotional engagement.

The second stage is the subject matter. A story begins with the protagonist’s life in balance—things might not be perfect, but they are stable. In Moneyball, Billy Beane is managing a baseball team with moderate success. His life is neither amazing nor disastrous; it’s just moving forward.

The third stage is the inciting incident. This is the moment when the balance is disrupted, creating the need for change. For Billy Beane, this happens when he meets Peter Brand and is introduced to a revolutionary way of analyzing baseball players. The idea excites him, but it also creates immediate conflict with his team’s leadership.

The fourth stage is the object of desire. Once the protagonist experiences disruption, they set a goal to restore balance or reach something new. For Beane, this goal is clear—he wants to build a winning team using data, not intuition.

The fifth stage is the first action. The protagonist makes an initial attempt to achieve their goal. Beane commits to his new strategy and hires undervalued players based on Brand’s sabermetric method. He believes he is on the right path.

The sixth stage is the first reaction. Reality pushes back. Instead of instant success, Beane faces major resistance. His team struggles, the media mocks him, and his own staff fights against his vision. The gap between expectation and reality creates more tension.

The seventh stage is the crisis choice. Faced with failure, the protagonist must make a deeper, riskier decision. Beane doubles down, forcing his coach to use the lineup he believes in, even if it means getting rid of star players who resist the new approach.

The eighth stage is the climactic reaction. The final outcome unfolds. Beane’s team goes on a record-breaking winning streak, proving his strategy works. He doesn’t win the championship, but he changes baseball forever. His transformation is complete—not just in his career, but in how he sees success.

How story applies to marketing

Marketers often skip straight to the object of desire, hoping to sell people on a product or idea without showing any struggle or transformation. But a compelling brand story needs conflict. Customers relate to brands that acknowledge challenges, whether it’s an entrepreneur overcoming failure, a company standing up to industry norms, or a product solving a real pain point.

Stories work because they tap into how our brains are wired to understand the world. When a story follows these eight stages, audiences stay engaged. They don’t just receive information—they feel something. And when they feel something, they remember it.

This chapter makes it clear that storytelling isn’t just about making marketing more interesting. It’s about structuring communication in a way that mirrors how people naturally think, engage, and make decisions.

Chapter 5 – The Full Story

This chapter takes a deeper dive, breaking down each stage with more detail.

The goal is to show how these elements come together in a fully formed story. Just like a composer blends different instruments into a symphony, a storyteller must carefully balance all these elements to create a compelling narrative.

Target Audience – A Meaningful Emotional Effect

Every story must have a clear target audience. Fiction writers instinctively know who they are writing for—comedy writers aim for laughter, romance writers aim for tears, and thriller writers aim for suspense. The quality of a story is not judged by how the writer feels about it but by how well it moves its audience.

For marketers, defining the target audience is even more critical. Unlike novelists or screenwriters, they don’t have the luxury of creating for a general audience. They must be precise in understanding their audience’s emotions, desires, and pain points. The stronger the emotional effect, the more powerful the story.

Subject Matter – Balance and Specificity

Great stories don’t happen in a vacuum. They need a strong foundation—a world built with care and attention to detail. This involves three key elements: a physical and social setting, a protagonist, and a core value.

Many people make the mistake of keeping their settings vague, hoping to appeal to a broad audience. But the truth is, the more specific the details, the more universal the appeal. A vague description like “a piece of furniture” does nothing for the imagination. But “a wingback Duchess chair upholstered in blood-red leather” instantly creates an image in the mind. This principle applies to every aspect of storytelling. The more specific the world, the more immersive and relatable it becomes.

Time and Space in a Story

A story exists in both time and space. Time has two dimensions: when the story takes place and how long it spans. Most stories happen in the present, but they can also be set in the past, the future, or even a fantasy world. The duration of a story varies—it could be a brief moment captured in a short film or an epic spanning generations.

Space, on the other hand, has both a physical and a social dimension. A physical setting might be as small as a single room or as vast as an entire galaxy. A social setting includes the hierarchy of characters, their power dynamics, and the values that define their world. Understanding these dimensions helps ground a story in reality and makes it feel lived-in.

Core Value – The Heart of the Story

A well-told story is not just about events; it’s about values. These values exist in binary pairs—truth vs. lie, love vs. hate, courage vs. cowardice, justice vs. injustice. A story gains meaning when its characters experience a shift in these values.

For example, if the core value is love vs. hate, the story will show characters moving between these emotional states. If a story starts with hate but ends with love, it becomes a story of redemption. If a story starts with love but ends with betrayal, it becomes a tragedy. The specific value at the heart of the story determines its meaning and emotional impact.

The Protagonist – Center of the Story

At the heart of every story is a protagonist, the central character around whom everything revolves. Sometimes, this role is filled by a single individual, but it can also be shared by a duo, a team, or even an entire institution. The key is that the audience must see the protagonist as empathetic, not necessarily likable.

Empathy is different from sympathy. A protagonist doesn’t have to be a “good person”—they just need to have human qualities that the audience can relate to. Walter White in Breaking Bad is not a traditionally likable character, but audiences relate to his desperation, ambition, and desire for control. This connection is what keeps people engaged.

The Inciting Incident – The Catalyst for Change

Every story begins in a state of balance, but then something happens that throws life off course. This is called the inciting incident—the event that disrupts the status quo and forces the protagonist into action.

An inciting incident can be big or small. It could be an external event, like the outbreak of a war, or an internal realization, like a sudden change of heart. It might be accidental, like winning the lottery, or intentional, like quitting a job. No matter what form it takes, the inciting incident must create a problem that demands a solution.

The inciting incident serves four key functions:

1. It grabs attention. The human brain is wired to focus on change, and this moment signals that something important is happening.
2. It raises the central question. Once the protagonist’s life is disrupted, the audience wants to know: How will this turn out?
3. It builds suspense. Curiosity about the outcome keeps people engaged.
4. It creates an obligatory scene. From the moment the inciting incident happens, the audience starts imagining how things might end. A well-structured story will eventually deliver this moment, fulfilling expectations.

The Object of Desire – What the Protagonist Wants

Once the protagonist’s life is thrown out of balance, they must figure out how to fix it. This leads to the object of desire—the thing they want most. This could be a physical goal (winning a championship), a situational goal (escaping a crisis), or an ideational goal (finding meaning in life).

The stronger the protagonist’s desire, the more compelling the story. But desire alone isn’t enough—there must be risk involved. The greater the risk, the higher the stakes. A character fighting for something trivial is boring. A character risking everything for something important keeps the audience invested.

The First Action and Reaction – The Struggle Begins

Desire leads to action. The protagonist makes an initial attempt to restore balance, expecting success. But reality pushes back. The first action leads to an unexpected reaction, violating the protagonist’s expectations and forcing them to rethink their strategy.

This moment introduces the forces of antagonism—the obstacles that stand in the protagonist’s way. These obstacles can come from many sources:

• Physical challenges (a storm, a locked door, an injury)
• Social opposition (a boss, a rival, a corrupt system)
• Personal conflicts (a betrayal, a love triangle, a crisis of confidence)
• Internal struggles (fear, self-doubt, addiction)

A good story doesn’t just show external battles. It also explores the protagonist’s internal transformation—how their mindset, beliefs, or values shift over time.

The Crisis Choice – The Moment of Truth

Near the end of a story, the protagonist reaches a crisis choice. This is the moment where they must make the hardest decision of all. A true crisis is not a simple decision between good and bad—it’s a dilemma. The protagonist must choose between two equally compelling options, or two equally terrible ones.

This choice is the ultimate test of character. It shows who the protagonist really is and what they stand for.

The Climax and Resolution – The Final Payoff

The climax is the moment of highest tension. The protagonist takes their final action, and the world reacts. Either they succeed and achieve their goal, or they fail and must deal with the consequences.

A well-told story provides closure—all major questions are answered, and the audience feels emotionally satisfied. Even if the ending is bittersweet, it should feel earned.

Story Progression – Building Towards the Climax

Longer stories build tension gradually. Each scene should push the protagonist further away from or closer to their goal. Great storytelling is about escalation—obstacles get harder, choices become tougher, and the stakes get higher.

The chapter closes with a look at Breaking Bad as a perfect example of this. Walter White starts with a small goal—making money for his family—but as obstacles intensify, he is forced into bigger risks and darker choices. His journey is a constant push-and-pull between success and destruction, which is what makes the story so compelling.

Chapter 6 – The Purpose-Told Story

Not all stories are created equal. Some entertain, some educate, and some inspire action. But when it comes to business and marketing, storytelling must be more than just engaging—it needs a clear purpose. This chapter dives into what makes a purpose-told story and how brands can use storytelling with intention to influence, persuade, and connect with their audience.

Fiction-Told vs. Purpose-Told Stories

The previous chapters covered the universal structure of storytelling. Now, this chapter shifts focus to a more strategic type of story: the purpose-told story. Unlike fiction, which primarily aims to entertain or inspire, purpose-told stories are designed to create action. Whether it’s purchasing a product, engaging with a brand, or shifting perceptions, these stories are crafted with clear intent.

A key distinction is length. Fiction stories are often long-form—books, movies, and TV series unfold over hours or even days. Purpose-told stories, however, are brief and to the point. A 30-second commercial or a three-minute online video must communicate its message quickly, often using just one or two major turning points instead of an intricate, multi-layered plot.

Another major difference is memory. Fictional stories are packed with details, and while audiences remember the overall plot and key moments, they often forget smaller details. Purpose-told stories, on the other hand, are designed to stick. Because they are short and focused, they leave a stronger impression—especially when they associate the story’s emotional impact with a brand name. This ensures that when a consumer thinks about a need, the brand comes to mind.

Satisfaction vs. Action

A fiction-told story aims to satisfy. It pulls the audience in, creates emotional tension, and then provides closure. A purpose-told story takes a different approach. Instead of complete closure, it leaves the audience with a next step—buying a product, sharing a message, or engaging with the brand in some way. The emotional experience of the story continues in the real world, playing out every time a consumer makes a decision that aligns with the brand’s message.

The Mirror Experience

One of the most powerful tools in storytelling is the mirror effect—when audiences see themselves in a story. In fiction, this happens naturally through strong character development. In purpose-told stories, this is even more crucial because empathy leads to action.

The process follows three steps. First, the audience identifies with the protagonist. If the character feels real, the audience instinctively connects with their struggles and desires. Then, there is a subconscious switch—the audience starts seeing their own needs reflected in the character’s journey. Finally, the reenactment happens. In a purpose-told story, this means the consumer is driven to act, whether it’s making a purchase, supporting a cause, or embracing a new behavior.

The Science Behind It

Neuroscience explains why stories are so powerful. The brain stores both real and fictional experiences in the same way, encoding them as patterns of cause and effect. This means that when a well-told story resonates with an audience, they internalize its lessons and emotions as if they had lived it themselves. The more a purpose-told story aligns with real-life desires and challenges, the more it influences future decisions.

Crafting a Purpose-Told Story

Creating an effective purpose-told story follows the same eight-stage structure as fiction but with a sharper focus on action.

The first step is targeting the right audience. Unlike broad fiction that appeals to many, a purpose-told story must be highly specific. It starts by identifying the ideal consumer, understanding their needs, and defining the exact action the story should drive. A great example is how Apple understood that consumers subconsciously disliked the bulky, unattractive design of early computers. By focusing on aesthetics and innovation, Apple crafted stories that made their products irresistible.

Next comes defining the protagonist. In traditional fiction, this could be anyone, but in marketing stories, it often falls into three categories: the company itself, the product, or the consumer. If a company wants to highlight its innovation, it might make itself the protagonist, as Tesla often does. If the focus is on usability, the product might take center stage, as seen in Apple’s “Get a Mac” campaign, where the computer was personified. And if the goal is to build a deep emotional connection, the consumer becomes the protagonist, as seen in Dove’s “Real Beauty” campaign.

Empathy is crucial. If the audience doesn’t see a shared humanity in the story’s character, they won’t care. Some brands try to force relatability by making their characters overly generic, but this often fails. Consumers don’t just want someone who looks like them; they want a character that feels real.

The Role of Conflict and Emotion

Marketing stories must have conflict. Life is full of struggles, and a good story mirrors those challenges. Without a problem to overcome, a story feels empty and forgettable. The best purpose-told stories take audiences from a problem to a solution, creating a strong emotional payoff.

Yet many marketers fear negativity, believing that anything unpleasant will turn consumers away. This “negaphobia” often results in shallow, overly optimistic stories that fail to connect. But real emotions—challenges, setbacks, and triumphs—are what make a story powerful. A great marketing story embraces conflict, making the resolution feel earned and meaningful.

The Climax and Call to Action

Every purpose-told story builds toward a climax—the turning point where the protagonist takes decisive action. In a marketing context, this moment is carefully designed to guide the audience toward a clear takeaway. This is where the brand’s message becomes a part of the consumer’s decision-making process.

At the very end of the story, there is a critical moment known as the “open-mind moment.” Neuroscientists have found that right after a story delivers an emotional climax, the audience’s mind is most open to suggestion. This is why the best marketing stories place their brand name or call to action immediately after this moment.

Nike’s “Just Do It” is a great example of a story told in a single phrase. In those three words, a full narrative is implied: the struggle, the hesitation, the decision to push forward, and the triumph. Michelin’s famous tire ad, which shows a baby inside a tire, tells a full safety story without needing any extra details.

In both cases, the audience instinctively fills in the missing pieces, making the brand message feel deeply personal and memorable.

A purpose-told story isn’t just about selling something. It’s about creating a lasting emotional connection that leads to action. By carefully crafting characters, conflicts, and resolutions that mirror real-life struggles, brands can tell stories that don’t just entertain—they inspire change.

Chapter 7 – Story and the CMO

Storytelling isn’t just a tool for creative teams or content marketers—it’s a strategic asset that should be at the heart of an organization’s marketing efforts. This chapter explores the role of the Chief Marketing Officer (CMO) in shaping a company’s narrative and using storytelling to drive business growth.

The CMO as Change Agent

Marketing has undergone a massive shift. Traditional advertising, once the core responsibility of a Chief Marketing Officer (CMO), is no longer enough. The modern CMO has to be more than a campaign manager—they need to be a change agent, guiding the entire company toward a storytelling-based approach.

Consumers no longer respond to traditional advertising the way they used to. The way people consume information and entertainment has changed, and companies that fail to adapt will struggle to stay relevant. The CMO’s job is now about more than just branding; it’s about transforming the organization’s entire approach to customer engagement.

To succeed, the first challenge is to educate the executive team. Many business leaders still believe that storytelling is for children, while serious decision-makers only respond to facts and data. The CMO must break this mindset by demonstrating how storytelling connects with human emotions and influences decision-making. They need to present research, show case studies, and prove how storytelling creates lasting impact.

Changing How Teams Think

Once the leadership team is on board, the next step is teaching storytelling across departments. This includes sales, marketing, product development, investor relations, and leadership. It’s not just about telling better stories—it’s about shifting the way teams think and communicate.

One of the key shifts is moving from deductive logic to causal logic. Many companies rely heavily on data analysis, believing that trends in big data can predict future outcomes. But data without understanding can lead to misleading conclusions. A humorous example from the book describes a diaper company that sees a correlation between birth years and diaper use—assuming that babies born in 2017 will always need diapers, they might ramp up production indefinitely. The lesson? Data without context leads to bad decisions. Storytelling helps teams think beyond numbers and look at real cause-and-effect relationships.

Another necessary shift is changing sales approaches from additive to progressive. Traditional sales techniques overwhelm potential customers by listing as many positive attributes as possible, but sophisticated buyers see through this. When a company only presents the good, customers assume they are hiding the bad. Instead, a storytelling approach presents a journey—starting with a challenge, facing obstacles, and ultimately achieving success. This makes the sales pitch more authentic, relatable, and engaging.

Understanding Conflict and Values

Great stories are built on conflict. Yet many companies avoid conflict in their messaging, preferring to focus only on positive aspects. This is a mistake. Conflict is what makes stories compelling, and customers relate to brands that acknowledge challenges.

There are different levels of conflict that brands can use in storytelling. Some focus on inner conflict, like Dove’s “Real Beauty” campaign, which highlights self-perception struggles. Others use social conflict, like Always’s “#LikeAGirl” campaign, which challenges stereotypes. Some even use physical conflict, like Michelin’s famous baby-in-a-tire ad, which plays on the fear of road safety. The key is identifying the right type of conflict that aligns with the brand’s message.

Beyond conflict, a brand must have a strong core value. This value should guide decision-making within the company and be reflected in its storytelling. A brand’s stories should entertain, but they should not be mere entertainment—they must reinforce the company’s values and purpose.

Embracing Emotional Intelligence

Many marketing teams start by asking, “What facts do customers need to know about our product?” But this is the wrong question. People don’t make decisions based on information alone. Emotions drive action. The real question should be, “How do we want our customers to feel?”

Marketers must learn to frame stories that create an emotional connection between the protagonist (whether the customer, the company, or the product) and the audience. By using progressive conflict and emotional payoff, companies can build a deeper bond with their customers.

From Data to Drama

One of the biggest challenges for businesses is making their insights engaging. Many companies rely on static presentations filled with facts and figures, but numbers alone don’t inspire action. The best CMOs encourage their teams to turn data into drama—transforming raw information into stories that capture attention and drive engagement.

The CMO as Showrunner

In today’s business world, the CMO’s role is similar to that of a showrunner in television. A showrunner is responsible for the creative vision of a series, ensuring that each episode aligns with the overarching story while keeping audiences engaged. Likewise, a CMO must oversee a company’s storytelling strategy, ensuring consistency across marketing, branding, and customer communication.

A modern CMO doesn’t have to personally write every brand story, but they must ensure that storytelling is woven into the company’s culture. They guide the creative vision, assemble the right team, and ensure that every piece of content aligns with the brand’s message and values.

Shaping the Future of Marketing

The modern CMO has a much bigger role than ever before. They are not just responsible for advertising—they are responsible for shaping the way a company connects with its customers. By embracing storytelling, educating teams, and ensuring that every brand message has an emotional core, CMOs can lead their companies into the future of marketing.

Chapter 8 – Storified Branding

Nobody wants to hear about your product. That’s the reality every marketer faces. Traditional advertising worked by interrupting people’s daily lives, but today, most consumers only think about brands in the moment before they make a purchase. That’s why storified branding is crucial—it helps cement a brand in consumers’ minds by creating emotional connections that last beyond the point of sale.

The Harsh Truth About Branding

Most people don’t care about brands. That’s the reality every CMO faces. Consumers don’t spend their days thinking about a new line of sneakers or the latest flavor of yogurt. In fact, they only consider brands for a few moments before making a purchase. This makes storified branding crucial—if a brand doesn’t create an emotional connection, it risks being forgotten entirely.

For centuries, advertising was the way brands stayed in consumers’ minds. Companies interrupted entertainment with ads, placed giant billboards in crowded areas, and ran campaigns designed to capture attention. But in today’s world, people have more control over what they watch and engage with. Traditional advertising is no longer enough. While a few brands—like Apple and Tesla—have achieved cultural status where they don’t need ads, most companies can’t rely on that. They need to build emotional connections through storytelling.

What Does “Brand” Really Mean?

Patrick Davis, CEO of Davis Brand Capital, explains that a brand is much more than a product or a logo. He describes it as a single organizing idea—something that aligns everything a company does. A good brand is like fresh water: it’s essential, adaptable, and endlessly useful.

A brand isn’t just a logo or a slogan—it’s a belief system. Like religions or cultures, strong brands have symbols, rituals, and behaviors that define them. Consumers don’t just buy products; they “join” brands because of what they represent. This is why people hold deep attachments to certain companies. Think about how wearing a Nike sneaker, holding a Starbucks cup, or using an iPhone makes people feel. These brands aren’t just selling products; they’re selling identity and belonging.

Why Branding Needs to Change

Originally, brands existed simply to mark ownership. A craftsman would put his name or symbol on a product to show who made it and to guarantee quality. Over time, branding evolved beyond just identification. Now, the logo is just a shortcut—what matters is the meaning behind it. The challenge for companies is to create brands that matter so much to people that they become part of their self-expression.

For years, television advertising did this job well. But today, consumers are more skeptical of corporate messaging. Years of misleading ads and broken promises have eroded trust in brands. Scandals like Volkswagen’s emissions fraud or BP’s oil spill have reinforced the idea that corporations prioritize profit over people. The 2023 Edelman Trust Barometer revealed that only about half of consumers trust corporations, and even fewer trust CEOs. Overcoming this skepticism is a major challenge for modern brands.

The Power of Story in Branding

People naturally distrust advertising, but they trust stories. A well-told story removes skepticism by creating empathic identification—when an audience connects emotionally with a protagonist, they instinctively believe in their journey. This is why brands that use storytelling effectively don’t just promote their products; they make people feel something.

A powerful brand story isn’t just about facts or features. It wraps meaning inside an emotional experience. The audience doesn’t need to be convinced—they experience the truth for themselves. When a story is told well, the audience’s emotional response becomes permanently tied to the brand.

Finding the Right Brand Story

Once a company identifies its audience, it must choose the right kind of story to tell. Strong branding stories fall into five major categories:

1. Origin stories – How the company was founded and the values that shaped it.
2. Corporate history – Significant moments that define the brand over time.
3. Mission-driven stories – The brand’s higher purpose beyond just selling products.
4. Product stories – How a product represents a deeper idea or movement.
5. Consumer stories – How real customers’ experiences bring the brand to life.

Chapter 9 – Storified Advertising

Why Traditional Ads No Longer Work

Nobody watches an ad and thinks, “Wow, that was amazing!” People generally dislike being interrupted by commercials, and they’ve found ways to avoid them—skipping through them on YouTube, paying for ad-free streaming, or simply tuning them out. This is why traditional advertising, which relies on bragging about products and making big promises, is losing its impact. Consumers today don’t trust corporate claims, and they have more control over what they engage with.

But advertising isn’t dead—it just needs to evolve. Instead of trying to push messages onto people, brands must pull them in with compelling stories. Storified advertising is the solution. It replaces dull, forgettable ads with engaging narratives that create emotional connections.

GE’s Transformation and the Story of Owen

A great example of storified advertising comes from General Electric (GE). The company, traditionally seen as an industrial giant, had shifted its focus to becoming a digital powerhouse, integrating software with its machines. But there was a problem: top software engineers didn’t see GE as an exciting place to work. Most of them were heading to tech giants like Google, Amazon, and Microsoft.

GE needed to change how engineers perceived the company. Instead of running traditional recruitment ads, GE’s Chief Marketing Officer, Linda Boff, decided to tell a story. This led to the creation of the “What’s the Matter with Owen?” campaign.

Owen is a young engineer who just landed a job at GE. In the ads, he excitedly tells his family and friends about his new role, but instead of being impressed, they misunderstand his work. His parents give him a sledgehammer, assuming he’ll be building machines. His friends, distracted by a new app that puts hats on cats, fail to see the importance of his job. Owen keeps trying to explain that he’ll be writing software that powers huge machines, but no one seems to get it.

This campaign worked brilliantly because it made GE’s new direction relatable. Owen became a character people could root for—an underdog trying to explain his meaningful but overlooked work. The emotional connection helped shift perceptions of GE, and job applications from software engineers increased tenfold.

If GE had simply run an ad saying, “We create software that powers the world’s biggest machines,” would anyone have cared? Probably not. But by turning the message into a story, they made people pay attention.

The Power of Putting a Story Within a Story

Even though traditional TV advertising is declining, brands still spend billions on commercials. If they must interrupt people’s entertainment, they should do it in a way that feels natural. One way to do this is by embedding a story within a story.

People naturally shift from one story to another—switching between movie subplots, changing channels, or scrolling through social media feeds. If an ad presents another engaging story rather than an obvious sales pitch, audiences are more likely to stay engaged. This is why Super Bowl commercials are so popular. People actually look forward to them because brands invest in storytelling rather than just listing product features.

Storified ads consistently perform better. They rank higher in “best commercial” lists, generate more online discussion, and leave a lasting impression. In contrast, old-school bragging ads—the ones that simply list product benefits—are quickly forgotten.

Ariel’s “Share the Load” Campaign in India

A powerful example of storified advertising comes from India, where the laundry detergent brand Ariel addressed a major social issue: gender inequality in household chores.

In India, 70% of men believe laundry is a woman’s job, and women spend an average of six hours a day on housework while men do less than one. This imbalance doesn’t just affect home life—it limits women’s opportunities for education and career advancement. Over time, it contributes to a decline in female workforce participation.

Ariel’s marketing team saw an opportunity to tap into this growing frustration. They created the “Share the Load” campaign, telling the story of a father who realizes the unfair burden placed on his daughter. He watches as she juggles work, childcare, and housework, and he reflects on how he passed down these expectations. Moved by guilt and love, he decides to change, promising to help his wife and be a better role model.

This ad struck a deep emotional chord. It wasn’t just about selling detergent—it was about challenging long-held cultural norms. The impact was massive:

• More than 50 million views in 50 days
• Over 2 billion online impressions, generating the equivalent of $11 million in ad spending
• Talk shows and news outlets debated the message, fueling a national conversation
• Clothing brands changed their washing instructions to include “May be washed by men or women”
• Over 2 million men took an online pledge to share housework
• Even dating sites started asking new members if they were willing to “Share the Load”

Most importantly for Ariel, sales jumped 75% year over year. The campaign proved that when a brand tells a meaningful story, it can drive both social change and business success.

The Future of Advertising

Storified advertising is far more effective than traditional bragging ads, but it’s still not enough. Consumers are increasingly choosing ad-free experiences, forcing marketers to rethink their approach. The future belongs to brands that create continuous storytelling experiences—not just one-off ads, but ongoing narratives that keep people engaged.

To succeed in this new world, companies must learn from media organizations, crafting stories that earn attention rather than demand it. Instead of interrupting people, brands must create content that people actively seek out, enjoy, and share.

Storified advertising is not just about making commercials better—it’s about changing how brands communicate. The brands that embrace this shift will not only capture attention but also build deeper, lasting relationships with their audiences.

Chapter 10 – Storified Demand and Lead Generation

The CMO’s Pressure to Deliver Results

Chief Marketing Officers (CMOs) are under constant pressure to prove their value. With an average tenure of just 44 months, they don’t have the luxury of long-term branding strategies alone—they need immediate, measurable results. This is why demand generation (B2C) and lead generation (B2B) have become top priorities.

In the past, when revenue targets weren’t being met, CMOs could simply increase advertising spend or cut costs to balance the books. But as advertising becomes less effective, they need a new approach. The key to modern demand and lead generation lies in understanding how people discover and consume information today.

Active vs. Passive Discovery

The way consumers find information has changed dramatically. In the past, they relied on newspapers, radio, and television for updates. Now, discovery happens in two primary ways:

• Active Discovery: When people need information, they go directly to search engines like Google or Bing, or use voice assistants like Alexa and Siri. This is goal-driven—they actively seek out knowledge.
• Passive Discovery: Social media platforms like Facebook, Instagram, Twitter, and LinkedIn present users with information they weren’t necessarily looking for but find interesting. These chance discoveries often feel like gifts, leading people to share them with others.

For marketers, both methods offer opportunities. But simply running ads won’t work—most people ignore them. Instead, brands must engage with consumers through valuable content that matches their interests and needs.

The Power of Content Marketing

Content marketing is about giving consumers something they want—insight, entertainment, or practical help—before ever trying to sell to them. This isn’t a new concept. In 1895, John Deere launched The Furrow, a magazine that provided farming tips, subtly building awareness of their equipment. The Michelin Guide started in 1900, offering restaurant and travel recommendations, turning a tire company into an authority on fine dining.

These early content marketing efforts followed a simple strategy: give first. Instead of bombarding people with sales messages, brands should offer valuable content that builds trust. When done well, content marketing creates a lasting impression, making the brand a natural choice when consumers are ready to buy.

The Shift from Interruptive to Sustained Marketing

Historically, content marketing was an expensive addition to traditional advertising. Brands had to create, print, and distribute materials, which was costly. Today, digital content marketing is far more scalable and cost-effective. Companies like Colgate (with their Oral Care Center) and IBM (with SecurityIntelligence.com) have built ongoing content hubs that attract, educate, and engage audiences.

Instead of relying on short-term ad campaigns, modern content marketing provides always-on experiences—continuously available resources that answer consumer questions and build relationships over time. Done correctly, this approach generates far better returns than traditional advertising.

The Marketing Continuum: From Bystander to Leader

Companies evolve in their content marketing journey through five stages:

1. The Bystander – Focused entirely on product-centered advertising, ignoring consumer interests.
2. The Novice – Starts creating customer-centric content but still relies heavily on paid media to reach an audience.
3. The Expert – Produces sustained, high-quality content that attracts and retains an audience.
4. The Leader – Moves beyond informational content to storified content, engaging audiences emotionally.
5. The Visionary – Uses storytelling not just for marketing, but as a tool to shape the entire company’s thinking and strategy.

Case Study: IBM Security’s Story-Driven Content

IBM Security needed to engage Chief Information Security Officers (CISOs), but traditional ads wouldn’t work. Instead, they launched SecurityIntelligence.com, a platform dedicated to cybersecurity news, trends, and best practices. Unlike corporate blogs that push products, IBM’s platform became a trusted resource, drawing in IT professionals looking for real insights.

By consistently providing high-value content without overtly selling, IBM positioned itself as the authority in cybersecurity. When executives needed security solutions, IBM was the first company they turned to—not because of ads, but because of the trust built through storytelling.

Driving Demand Through Storytelling

Storytelling in demand and lead generation follows a specific structure. The protagonist is usually a customer who faces a challenge (the inciting incident). The brand’s product or service becomes part of the journey to overcoming that challenge.

One example is Adobe’s “Click Baby Click” ad. It begins with an encyclopedia company celebrating a massive surge in online sales. Excited executives expand production, driving up demand for paper. But the reveal? The entire surge was caused by a toddler mindlessly pressing the “buy” button on an iPad. The company collapses, and Adobe ends with the message: “Do you know what your marketing is doing? We can help.”

The humor works because it highlights a real problem in marketing—blindly chasing metrics without understanding their source. Adobe positions itself as the solution without directly selling, instead telling a compelling and memorable story.

Original vs. Licensed vs. Curated Content

When launching a content marketing strategy, brands face a choice:

• Original Content: Created in-house, offering unique insights and perspectives. This builds authority and brand voice but requires significant effort.
• Licensed Content: Buying pre-written content from media companies. Faster, but lacks differentiation.
• Curated Content: Sharing existing content from other sources. Cost-effective but doesn’t establish thought leadership.

The most successful brands prioritize original content because it strengthens trust and positions them as industry leaders.

Thinking Big: How Brands Can Go Beyond Content

Some companies take content marketing to an extreme. Consider The Love Boat, a TV show that ran for over a decade. It wasn’t just entertainment—it was a brilliant piece of marketing for Princess Cruises. The show made cruising look glamorous, growing the industry from 500,000 annual passengers to over 20 million today.

Could brands take this concept further? What if Coca-Cola bought the exclusive rights to broadcast the Olympics? Instead of running ads, the brand could integrate itself directly into the storytelling of the event. This might sound extreme, but with traditional advertising losing effectiveness, brands will need to think bigger to differentiate themselves.

Jeff Bezos and Amazon’s Use of Storytelling

At Amazon, storytelling isn’t just a marketing tool—it’s a way of thinking. Jeff Bezos banned PowerPoint presentations in meetings, replacing them with six-page narrative memos. His reason? Writing forces deeper thinking. Bullet points allow for vague, shallow ideas, while storytelling forces people to structure their thoughts clearly.

Bezos understood that story isn’t just for marketing—it’s how humans naturally communicate and make sense of the world. Leaders who embrace storytelling aren’t just better at selling; they’re better at thinking, strategizing, and leading.

The Future of Demand Generation

As traditional ads continue to lose impact, brands must shift from interruption-based marketing to engagement-based storytelling. The companies that master this approach won’t just drive demand—they’ll build lasting relationships, positioning themselves as trusted partners rather than just vendors.

Storified demand and lead generation isn’t just about better marketing—it’s about redefining how brands connect with consumers in a world where attention is the most valuable currency.

Chapter 11 – Building Audience

Why Great Stories Attract Audiences

From ancient times, stories have been passed down through dance, chants, carvings, and books. Stories are timeless because they are not just told—they are retold. The best ones attract audiences across generations. The same principle applies to brand storytelling today. If a brand tells a compelling story, people will return for more, and they’ll share it with others.

Earned Audience: The Secret to Sustainable Growth

One of the best examples of an earned audience is This American Life (TAL), a public radio show that gained a loyal following through powerful storytelling. It led to spin-offs like Serial, which became a global sensation, downloaded over 100 million times.

Why do these stories work? The answer comes down to three key factors:

1. Choosing topics that truly interest people.
2. Executing stories with skill and emotion.
3. Maintaining a high level of quality over time.

Brands that want to build an audience must follow the same steps. Instead of relying on paid promotions to attract short bursts of attention, they need to invest in consistent, high-quality storytelling.

A common mistake brands make is spending most of their budget on distribution rather than story creation. If the stories are weak, no amount of marketing can fix that. On the other hand, a great story spreads naturally, reducing the need for paid promotion.

How to Break Through the Internet’s Noise

Every day, the internet is flooded with content—millions of blog posts, social media updates, and articles compete for attention. To stand out, brands need a strategy that drives discovery and retention. This is where the internet’s discovery infrastructure comes in, consisting of three main pillars:

1. Organic Search (SEO) – Ranking high in search engine results.
2. Organic Social – Getting shared naturally on social platforms.
3. Email Marketing & Automation – Keeping audiences engaged over time.

The Power of Organic Search (SEO)

When people have questions, they turn to search engines like Google. Marketers spend billions on paid search ads, but most users ignore ads and click on organic results instead. This makes ranking high in search results incredibly valuable.

SEO has evolved significantly over time. Early methods focused on keyword stuffing, but Google’s introduction of PageRank changed the game by prioritizing high-quality, credible content. Today, Google’s algorithms use thousands of factors to rank content, constantly updating to prioritize relevance and trustworthiness.

For brands, this means the best way to win in search is simple: create valuable, original content that answers real questions. Instead of trying to manipulate the system, brands should focus on topics their audience cares about and present them in engaging, informative ways.

The Role of Social Media in Building Audience

Social media has revolutionized how stories spread. Platforms like Facebook, Twitter, LinkedIn, and Instagram make it easier than ever for people to share content with their networks. On Facebook alone, users share over 4.75 billion pieces of content daily.

One of the best examples of organic social success is Serial. The podcast gained massive traction because listeners couldn’t stop talking about it. They shared their excitement, recommended it to friends, and turned it into a cultural phenomenon.

However, social media platforms have changed. In 2014, Facebook reduced the organic reach of brand content, forcing businesses to rely more on paid promotion. But brands can still succeed organically if they focus on creating content people want to share.

Influencer Marketing: A Better Approach

Influencer marketing isn’t new—it dates back to the 1700s when brands used royal endorsements to establish credibility. Today, companies pay social media influencers to promote products, but this approach has flaws. Many influencers promote things they don’t actually use, making their recommendations feel fake.

A better strategy is to work with real experts and storytellers who are respected in their fields. When influencers genuinely care about the topics they discuss, their content resonates more. Brands should seek out influencers who can create engaging content, not just post promotions.

The Stories People Tell About Your Brand

Word-of-mouth marketing is one of the most powerful forces in business. Studies show that customer recommendations influence 13% of all sales. And while positive stories can drive success, negative experiences can be just as powerful in the opposite direction.

This means brands must focus not only on telling great stories but also on creating experiences worth talking about. When customers have amazing experiences, they naturally become storytellers, spreading the brand’s message for free.

From Storytelling to Story-Making

Mastercard’s Priceless campaign is a great example of moving beyond traditional storytelling. Instead of just telling stories through ads, they created Priceless Surprises—real-life experiences where customers became part of the story. Whether it was getting a free concert or an unexpected upgrade, these experiences made people feel special and inspired them to share their stories.

This approach shifts the focus from telling a story to creating one. Instead of just talking about how great their brand is, companies should create moments that customers will remember and share.

Bringing the Audience Back

Once a brand has captured attention, the challenge is keeping people engaged. This is where email marketing and personalized recommendations play a huge role. Instead of sending the same content to everyone, brands should tailor recommendations based on individual interests.

AI-powered tools can help by analyzing what users have engaged with before and suggesting similar content. Studies show that personalized recommendations can increase engagement by 50% or more, making them far more effective than generic outreach.

Paid Amplification: When and How to Use It

While organic reach is the best long-term strategy, sometimes paid amplification is necessary to jump-start growth. Companies like Marriott have successfully combined storytelling with targeted ads, using data to promote content to the right audiences.

The key is only amplifying content that has already proven successful. Instead of guessing which stories will work, brands should look at what’s already resonating with audiences and put their budget behind that.

Building an audience isn’t about throwing money at ads—it’s about consistently creating valuable, engaging stories. By focusing on organic discovery, social sharing, and personalized engagement, brands can develop loyal audiences who return again and again. And when done right, these audiences don’t just consume stories—they help tell them, ensuring the brand’s message spreads far beyond what marketing alone could achieve.

Chapter 12 – Storified Sales

The Shift from Traditional Selling to Story-Driven Sales

The way people buy has changed dramatically. Most everyday purchases happen online with little to no human interaction. Even in physical stores, self-service is the norm. But when it comes to high-value products—enterprise software, medical equipment, financial services—buyers still expect a more personal sales experience.

For sales teams, this means the old-school approach of bombarding prospects with cold calls and scripted pitches no longer works. Instead, sales professionals need to hook attention and build trust through storytelling.

The Numbers Game vs. Meaningful Engagement

Many sales teams still play a numbers game, focusing on making as many calls and sending as many emails as possible. But consider this: how often do you respond to sales emails that start with bragging about a product or a generic request for a meeting? Probably never.

Buyers are bombarded with these messages daily, and they’ve learned to ignore them. Sales reps need to shift their focus from quantity to quality—crafting messages that immediately connect with the prospect’s challenges and interests.

Instead of pushing out generic presentations and “leave-behind” brochures (which almost always end up in the trash), sellers should aim to tell compelling stories that resonate with buyers on both a logical and emotional level.

Why Stories Drive Sales

People make decisions based on emotions and justify them with logic. No one makes a significant purchase unless they feel it’s either their best or only option. This is why facts and data alone aren’t enough—buyers need to feel a connection to a product’s value.

The best way to create that connection is through a story. A well-crafted sales story dramatizes a buyer’s struggle, showcases the obstacles they face, and presents the product as the solution. This structure makes the pitch far more persuasive than simply listing product features.

The Eight Stages of a Sales Story

A powerful sales story follows the same principles as a great movie or novel. It has a clear structure, a relatable protagonist (the buyer), and an emotional arc that leads to a satisfying conclusion.

1. Targeting the Right Buyer – Before contacting a prospect, sales teams must conduct in-depth research to understand their industry, pain points, and goals.
2. Defining the Subject Matter – What is the core struggle the buyer faces? Successful vs. failing business? Innovation vs. stagnation? Identifying this sets the foundation of the story.
3. Finding the Inciting Incident – What recent event has disrupted the buyer’s balance? A shift in regulations? A new competitor? Understanding this makes outreach more relevant.
4. Clarifying the Object of Desire – What does the buyer truly want? Increased efficiency? Cost savings? Growth? Knowing this helps position the product as the right solution.
5. Recognizing Their First Attempt at a Solution – Most buyers have already tried to solve their problem. Understanding what they’ve done so far (and why it didn’t work) builds credibility.
6. Identifying the Forces Blocking Success – What obstacles have prevented the buyer from achieving their goal? Lack of resources? Poor technology? These details make the story real.
7. Presenting the Second Action (Your Solution) – This is where the product comes in—not as a generic fix, but as the missing piece to overcoming the buyer’s challenge.
8. Delivering the Climactic Reaction – Close the story with a real-world example of a customer who overcame similar struggles using the product, reinforcing the happy ending.

Why This Works Better Than Traditional Sales Pitches

Most sales emails fail because they focus too much on the seller and not enough on the buyer. A good sales story flips the script—it makes the buyer the protagonist and positions the product as the tool that helps them win.

For example, instead of saying:

“Our software increases efficiency by 40% and is used by Fortune 500 companies.”

A storified sales pitch might say:

“When [Buyer’s Competitor] switched to our platform, they eliminated 30% of wasted time and grew their market share. Their challenge was the same as yours: scaling without sacrificing quality. Here’s how they solved it…”

This approach makes the story about the buyer and their potential transformation. It sparks curiosity, builds trust, and makes it far more likely that they’ll want to learn more.

Storified sales is about moving away from robotic sales scripts and towards meaningful conversations. It’s about understanding the buyer’s journey, tapping into their challenges, and crafting narratives that make them feel understood.

In a world where decision-makers are constantly pitched to, the best way to stand out isn’t to push harder—it’s to tell better stories.

Chapter 13 -Nomics

Proving That Storytelling Makes Money

For a company to fully embrace storytelling in marketing, it’s not enough for creative teams to be excited about it—the C-suite needs to be convinced too. And the best way to do that? Show them that storytelling drives real financial results.

Different companies use storytelling for different goals—brand differentiation, awareness, lead generation, or customer loyalty. But at the end of the day, one key metric matters most: margin growth. A brand that creates strong emotional connections can charge higher prices than its competitors, leading to better profitability.

Measuring Brand Success

To assess the power of brand storytelling, businesses should focus on three critical metrics: organic reach, audience composition, and engagement. Unlike paid reach, which can be inflated with advertising dollars, organic reach shows how much an audience truly cares about the content. Engagement—such as time spent reading, social shares, and return visits—reveals whether the stories are making an impact.

Take Colgate’s Oral Care Center as an example. Instead of just running ads, Colgate created a hub filled with dental health tips and educational content. The result? 2.7 million visits per month from search traffic alone. If Colgate had to buy those visits through Google Ads, it would cost them an estimated $93 million annually. That’s the power of great content—it earns attention instead of paying for it.

Measuring Market Success

For B2C companies, storytelling success can be tracked using the same metrics: audience reach, engagement, and conversions. Tools like Google Analytics and Adobe Analytics help track visitor behavior, while platforms like SEMrush and SpyFu compare brand performance against competitors.

For companies selling directly to consumers online, these tools also measure sales conversions, showing exactly how content influences purchasing behavior. Overstock, for example, found that 70% of visitors who engaged with its storytelling site later shopped on Overstock.com—with those customers converting seven times higher than other visitors and spending 35% more per transaction.

For B2B companies, storytelling effectiveness can be tracked by integrating content marketing platforms (Marketo, Eloqua, Pardot, Unica) with sales automation systems (Salesforce, Microsoft Dynamics, SAP, Oracle). This allows companies to see exactly which stories generate leads, how those leads move through the sales funnel, and which ultimately turn into revenue.

Measuring Sales Success

In Chapter 12, the book discussed how storytelling is a far more effective sales approach than the old formula of “X calls = Y meetings = Z sales.” But while storytelling helps qualify leads more effectively, numbers still matter when measuring success. Key questions to ask include:

• Are stories generating more meetings? Track the ratio of outreach (emails/calls) to actual meetings booked.
• Are meetings leading to proposals? A strong storytelling approach should increase the percentage of meetings that advance to the next stage.
• Are stories increasing the close rate? If the sales team effectively uses storytelling in pitches, the proposal-to-sale ratio should improve.
• Is the average selling price (ASP) increasing? A great brand story builds emotional value, which should allow companies to charge higher prices and maximize upsells.

Companies can track these sales metrics using CRM platforms like Salesforce, SAP, and Oracle. Tools like InsightSquared analyze sales data to pinpoint which reps are the most effective storytellers—offering insight into which approaches are working and which need improvement.

The Future of Story-Driven Business

Transforming a company from ad-driven to story-driven isn’t an overnight process. It requires leadership, commitment, and a shift in mindset across both marketing and sales teams. But once companies see that storytelling consistently delivers better ROI than traditional advertising, they’ll have the confidence to invest in it for the long term.

The numbers don’t lie: stories don’t just capture attention—they drive revenue. And in a world where trust and emotional connection determine brand success, companies that master storytelling will dominate the future of marketing.

By framing information within a narrative structure, businesses can make their message more memorable and persuasive following the right story design according to the storynomics method:

Stage 1: Define Your Target Audience
The first step is to clearly identify your target audience. This involves researching their demographics, needs, and desires. Understand who you’re trying to reach and what emotional response you want to evoke.

Stage 2: Establish the Subject Matter
Next, you’ll need to build the foundation of your story by defining the physical and social setting, the protagonist, and the core value or conflict. The more specific and unique these elements are, the more universal the story’s appeal will be.

Stage 3: The Inciting Incident
The inciting incident is the event that suddenly throws the protagonist’s life out of balance and sets the story in motion. This surprising occurrence grabs the audience’s curiosity and pulls them through the narrative.

Stage 4: The Object of Desire
The protagonist’s core desire, whether it’s a tangible object or an abstract goal, is what drives the story forward. This desire must be closely tied to the story’s central value or conflict.

Stage 5: The First Action
In this stage, the protagonist takes an action based on their best expectations, kicking off their quest to fulfill their desire. This initial step sets the stage for the rising action to come.

Stage 6: Progressive Complications
As the story progresses, the protagonist faces a series of obstacles and challenges that increase the tension and raise the stakes. These complications push the character to make difficult choices and grow.

Stage 7: The Crisis
The crisis is the moment of greatest jeopardy, where the protagonist must make a critical decision that will determine the outcome of the story. This is the climactic point that the audience has been building towards.

Stage 8: The Climax and Resolution
The climax is the story’s turning point, where the protagonist’s actions lead to a decisive outcome. The resolution then follows, providing a satisfying conclusion that leaves the audience with a meaningful emotional experience.

The authors of Storynomics provide numerous examples of companies that have successfully used storytelling to achieve their goals, from small startups to multinational corporations.

Throughout the book, McKee and Gerace emphasize the importance of authenticity in storytelling. They argue that in order for stories to be effective, they must be genuine and resonate with the audience on a personal level.

This means being honest about both the successes and failures of the company, and showing vulnerability where appropriate.

4 Key Ideas From Storynomics

6 Main Lessons From Storynomics

My Book Highlights & Quotes

This was the true genius of Steve Jobs. He saw what no one else saw: Computers were ugly. He called Dell’s products “uninnovative beige boxes. And he was right. It hurt just to look at Dell’s wire-sprouting, cumbersome plastic cartons, let alone pick one up and carry it around. Jobs sensed what consumers subconsciously wanted but didn’t consciously realize: a unique identity. To see themselves as rebellious, creative, and elite. So he made machines that symbolized those qualities with beauty, touch, and grace as they move from room to room, desk to pocket. Jobs’s dream of mobile phones spoke to the unspoken needs of the consumer. Apple storified his vision in a series of brilliant commercials, and the rest is branding history.

The mental mirror experience begins and ends with curiosity. A story’s inciting incident teases the audience’s mind with unanswered questions such as “What’s going to happen next? What’ll happen after that? How will this story turn out? Will the protagonist win his object of desire?” The rational mirror experience in story mirrors the same set of concerns and questions we ask of our everyday life. As Shakespeare said, a story holds a mirror up to nature.

The core value that pulses at the heart of a story determines its specific meaning and unique emotional impact.

Conclusion

Storynomics is a great book if you want to learn how to use storytelling in business. What I really enjoyed is how practical and clear it is—McKee and Gerace give simple advice you can actually apply right away.

They show how stories aren’t just entertaining; they’re a powerful way to connect deeply with customers, boost sales, and reach your goals.

I think whether you’re in marketing, running your own business, or leading a team, this book will make you rethink how you talk to your audience. For me, it was a real inspiration to communicate differently and better.

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