Understanding Customer Trade-offs in New Product Adoption


This PPT slide, part of the 46-slide Psychology of Product Adoption PowerPoint presentation, presents a framework for understanding the dynamics of customer decision-making when introducing a new product. It emphasizes the "give and get" relationship inherent in any market offering. Customers must relinquish something—typically an existing solution—to gain a new benefit from the product being offered. This trade-off is crucial for understanding consumer behavior.

The slide references Prospect Theory and the Endowment Effect, which suggest that the perceived value of what customers give up is often greater than the benefits they expect to receive. Specifically, it indicates that the perceived loss can be two to three times more significant than the perceived gain. This insight underscores the challenge for companies: to make a new product compelling enough to justify the trade-off in the customer's mind.

The highlighted objective is clear. For a new product to be seen as superior, it must deliver benefits that are significantly greater than those of the existing solution. The slide quantifies this by stating that the new product's value should exceed that of the current offering by at least three times, ideally ten times. This sets a high bar for product development and marketing strategies.

Understanding these dynamics is essential for any organization looking to launch a new product. It’s not just about innovation. It’s about ensuring that the perceived value of the new offering is compelling enough to overcome consumer biases and resistance to change. This slide serves as a critical reminder of the psychological factors at play in consumer decision-making.



This slide is part of the Psychology of Product Adoption PowerPoint presentation.

Designed by a firm of ex-consultants from McKinsey, E&Y, and Bearing Point, this presentation discusses the Psychology of Product Adoption. It covers important concepts like Prospect Theory, Innovator's Curse, and Endowment Effect.

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