"In order to win the loyalty of their users and create a product that's regularly used, companies must learn not only what compels users to click but also what makes them tick."
- Hooked, page 2
". . . the experience we are talking about is more similar to an itch, a feeling that manifests within the mind and causes discomfort until it is satisfied."- Hooked, page 33
If you think about the websites, apps or tools you have only recently started using but can’t imagine living without, you’ll be on the right track of understanding the point Eyal is making here. For me, an example of this is Evernote, software that lets me store all kinds of information seamlessly across my devices. It solved a significant issue I was having with managing a massive overflow of data, in a way that was intuitive and simple, and has become a tool I use every day.
As you think about launching a new product, or reexamining the ones you currently offer, think hard about the “itch” you’re solving for your customers. Eyal encourages companies to think about the following key questions:
Many product developers think about the problem they are solving, but not always about the new user habits they are trying to create, and how best to reinforce and support these habits into becoming long-term behavior changes.
Once you’ve solved the habit question, you need to think about the reward and investment elements as well.
"Our brains are adapted to seek rewards that make us feel accepted, attractive, important, and included."- Hooked, page 103
It’s easy to get seduced by the “likes” and “follows” that our tweets or blog posts generate, providing us with instant validation of our efforts, and enticing us to repeat the cycle over and over again. If your product doesn’t involve a reward step for its users, the interest is likely to wear off.
Similarly, product developers should not ignore the investment step of the Hook Model. Users spend time customizing their apps, or inviting others to join their community because it improves their own enjoyment of it. As Eyal notes, “[t]he more effort we put into something, the more likely we are to value it”, a concept which extends to changing behaviors in the workplace too, as program engagement levels can increase dramatically if employees are involved along the way.
Product companies looking to reach millions in sales need to push further along the adoption curve though, and create products that inspire their customers to tell others about their purchase.
"Users who continuously find value in a product are more likely to tell their friends about it... Hooked users become brand evangelists."- Hooked, page 22
Remember my example of Evernote? I have told lots of people, particularly other entrepreneurs, of how my business has benefitted from Evernote, putting me squarely on the “evangelist” side of the commitment spectrum. What’s the ongoing value your product provides to users? What makes them take the investment step to stay connected to your product, and ultimately upgrade, renew or recommend your product to others? These are key elements that need to be defined for long-term success.
I found the Hook Model and its underlying research fascinating, as I think it pushes us to look beyond the typical habit/action models to understand the steps needed for more lasting behavior change. This matters not just in product or service sales, but extends to any situation where behavior change is needed.
The author provides lots of compelling examples of products that have dominated their markets as a result of having elements of the Hook Model in their solution. Thinking about the new habits you wish you could have in your own life might be the first step you take in creating the next million-dollar winner.
Have you built game-changing products, or successfully created passionate (even rabid?) fans? Tell us what worked for you in the comments below . . .
Nir Eyal is the author of “Hooked: How to Build Habit-Forming Products.” Nir has distilled years of research, consulting and practical experience to write a manual for creating products people love. He has taught at the Stanford Graduate School of Business and Hasso Plattner Institute of Design. His writing on technology, psychology and business appears in the Harvard Business Review, The Atlantic, TechCrunch, and Psychology Today.
