Pourquoi ce modèle
Most behavior models of habit formation list reward as central to the process (Habit loop). This seems intuitively obvious; a reward follows a behavior leading people to repeat the behavior to get the reward, right? As is often the case, our intuition about how our brains work is wrong and this misunderstanding costs companies billions in a misallocation of resources, lost sales, and customer defections.
Our framework of Law of Least Effort (LLE), Jobs-to-be-done (JTBD), and Habits clearly show that to understand customer behavior we need to understand all feedback customers experience related to purchase and usage to have any idea what a customer will do next. Because our brains follow the LLE, having to repeat JTBD leads to habit formation where behavior is put on autopilot.
Le modèle nuancé des Habitudes
Customer habits form predictably when these five things occur.
· A job to be done is repeated…
· in a similar situation (location, time of day, day of week, etc.) …
· where a reliable cue is associated with the job to be done…
· and reinforcing feedback occurs in connection with that behavior… or
· when a behavior belief forms either to bridge gaps in time between behavior and reinforcement or when feedback is mixed or non-existent.
Where these conditions are present, habit formation is predictable and automatic. Being forced to consciously solve the same problem repeatedly creates frustration and will lead customers to other solutions. Habits are difficult to change because they operate outside of conscious awareness and are triggered unconsciously by cues. Yet, habits can be disrupted if any of these five conditions are altered.
Source : https://www.linkedin.com/pulse/habits-consumer-inertia-new-view-customer-behavior-neale-martinx
Feedback rather than reward
Feedback is anything that follows a behavior that modifies the likelihood of that behavior occurring again in the future. Most shopping and use experience involve both good and bad feedback, or as psychologists frame it, reinforcements and punishments.
The closer in time feedback occurs after a behavior, the more reinforcing or punishing that feedback will be. Neurons that fire together, wire together. Similarly, the more intense the feedback, the more impactful.
Sometimes : 1. Feedback is delayed 2. Feedback is absent 3. Feedback is mixed (punishing and reinforcing) 4. Feedback is counterintuitive (no pain no gain)
But people still have a habitual behavior !!
Croyances comportementales
Croyances comportementales
Behavior will always match what fits their believes and mental models to avoid cognitive dissonance
Behavioral beliefs are mental models we develop that explain how elements of the world work when feedback is delayed, mixed, or nonexistent. The mental model you developed in response to COVID-19 and touching surfaces is a behavioral belief.
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Behavioral beliefs create habits
Behavioral beliefs are mental models we develop that explain how elements of the world work when feedback is delayed, mixed, or nonexistent. The mental model you developed in response to COVID-19 and touching surfaces is a behavioral belief.
Behavioral beliefs proved critical in work we did with a CPG company in India that asked us to figure out why sales of its hand sanitizer were underperforming expectations. We discovered that most of the people we talked with lacked a clear behavior belief around germ theory. In addition, they had a deep spiritual belief associating water with cleaning, such that rubbing a strange smelling chemical on their hands to ‘cleanse’ them made little sense and felt wrong.
Behavioral beliefs mediate our interpretation of feedback. Pharmaceutical products are plagued by non-reinforcing feedback: punishing feedback (side effects), non-existent feedback (vitamins), delayed feedback (anti-depressants), or mixed feedback (pain killers). Without reinforcing feedback, why should patients continue to take medication?
We discovered the level of compliance in taking prescriptions came down to mental models patients held about the disease and the medication. The mental model didn’t have to be accurate to facilitate compliance; it only needed to create a narrative or framework about what was going on inside the patient’s body. Following doctors’ orders is one form of behavioral belief but is not enough to produce the desired outcome for the vast majority of patients.
Though originally limited to our work with pharma, we kept finding behavioral beliefs necessary to understand other forms of customer behavior. Why do people pay a premium for organic food? What makes people pay for an extended warranty? Why do people who don’t need the extra octane put premium fuel in their car? Eventually, we realized that behavior beliefs are part of all customer behavior.
Behavioral beliefs are difficult to uncover because they are unconscious and often assumed by the culture. In many cases, these beliefs are not well understood by those who hold them, but their presence determines behavior. While contexts, cues, and feedback can be assessed using a variety of methods, behavior beliefs can only be uncovered through deep interviews.
In these open-ended, habit-based interviews, we look for beliefs about feedback that is either imperceivable or interpreted in a counterintuitive way. No pain, no gain is an example of the latter where feedback that is naturally punishing is perceived as reinforcing. In a project we did for a petroleum company we discovered three primary behavior beliefs about octane that were shared by drivers in five countries that had nothing to do with the actual role of octane inside a car’s engine.
Sources : https://www.linkedin.com/pulse/feedback-reward-creates-customer-habits-neale-martin/ https://www.linkedin.com/pulse/behavioral-beliefs-hidden-driver-customer-behavior-neale-martin/
Habits emerge in a context
It all begins with context—the situation in which the behavior occurs (location, time of day, job to be done, etc.). When something feels familiar, behavior is reliably turned over to the habitual mind, including using specific products or services to get a job done. If your product is associated with a context, it is used automatically. If not, it means spending significantly on advertising and promotion to make a sale.
Let’s examine 4 different context examples, and the impact they have on purchase and use.
1. One of our first habit clients was a soup company challenged by a slow but persistent decline in sales. The problem: soup was associated with only two contexts—cold weather and sickness. In soup’s glory days it was a course, like salad. When Americans followed the Law of Least Effort (LLE) and simplified supper, the soup course was eliminated. We worked with this client on identifying and creating other soup contexts for growth opportunities. 2. Conducting multiple habit-based market research projects for consumer-packaged-goods (CPG) companies, we discovered that shoppers have a mental shopping context grid, a matrix that determines where they buy what. A shopper may go to 10 stores that sell paper towels, but only one is the place to purchase paper products. In a study we did for disposable diapers, a mom told us she felt like she had been “kicked in the stomach” when she had to buy diapers at her grocery store instead of at Walmart. This is a glimpse into the power of contexts on purchase and use. 3. While consumers may be partially conscious in deciding to buy dog food from Chewy or Costco, creating contexts is an unconscious process. A shopper doesn’t become a customer until the third or fourth purchase from that store, whether brick and mortar, online or via an app. Using a coupon once to buy from a different channel rarely if ever creates a new shopping context grid association. Creating repetition is essential for creating contexts. 4. The same is true with services and B2B. Does a small business owner call her accountant or lawyer when thinking about bringing in investors? And getting onto a company’s approved vendor list is a necessary but hardly sufficient achievement to actually getting business. But if you become part of that company’s processes, there is a clear context of when to bring your firm in to get that job done, and repeat business is automatic.
Creating a new context can be the best way to enter new markets or launch new products. While that sounds simple, the challenge is that context formation is an unconscious process. This is why forming new healthy habits fail despite executive mind intent, and why most marketing campaigns fall short. We spend a great deal of time and effort identifying and deconstructing contexts ahead of new product launches.
Liens : Product Market Fit Customer Habit Framework - Neal Martin