An often-quoted adage goes: Doing business without marketing is like winking at a girl in the dark. You know what you're doing, but no one else does.

As someone with a background in product development and engineering, I've always cared more about the product than about letting people know that the product exists. But it's an uncomfortable truth that there's no point in having a better product if no one knows about it. More ventures have likely died from not reaching others than from having a lousy solution. This is also why great businesses are built by multi-disciplinary teams—it takes many complementary skills to make a great product succeed. I think the phrase "Build a better mousetrap, and the world will beat a path to your door" is rarely true.

Along these lines, if you can think of others who'd find Sketchplanations helpful or who might like my book Big Ideas Little Pictures, please consider sending on a link or your favourite sketch. After all, business without marketing... ;o)

The quote is usually attributed with "advertising" instead of "marketing" to Steuart Henderson Britt, a marketing professor and psychologist at Northwestern University. But I couldn't find any verifiable source of the quote to him on the internet, and I prefer it with the more generally applicable marketing, so I went with that. If you know of a trustworthy source for the quote, please let me know!

Also see: The rule of 7, the business flywheel

Winking in the dark

Sell painkillers, not vitamins, the classic business advice goes.

The vitamin seller aims to help you stay healthy in the long run— to help you avoid future pain and trial by keeping you clear of sickness.

However, the painkiller seller has some advantages. If you're experiencing pain right now, a painkiller offers immediate relief. The benefit is instant and tangible. Unlike the vague and uncertain nature of future illnesses, pain is immediate and unmistakable.

Knowing if a painkiller worked is easy, as the pain will disappear. It's hard to tell if a vitamin worked. If I don't get sick, was it the vitamins, my sleep, exercise, or, well, anything else that did it?

This dynamic can lead to unfortunate consequences. We may prioritise our current needs over future well-being, such as fixing a broken car when it breaks rather than maintaining it. We need help saving money for the future. We tackle the "urgent" and neglect the "important-not urgent."  We might overestimate the likelihood of making good choices in the future. In essence, it's easy to downplay future challenges compared to our current predicament.

implementing security measures vs. fixing bugs

looking after your car vs. fixing your car when it breaks down

doing daily exercises vs. going to the doctor when you're sick

shopping and preparing food vs. ordering takeaway now

making a product easier to use vs. making the product compliant

preparing fruit to eat later vs. grabbing a cookie now

insulating your house vs. putting the heating on now

Some see business as selling candy, vitamins, and painkillers. Candy is a treat, but it's easy to live without. Vitamins promise to make life better, but you can do without them. Painkillers are must-haves as they solve an immediate, tangible need.

Also see: present bias, tragedy of the commons, the dilution effect, the Shirky principle.

Painkillers and vitamins

The rule of 7 is an idea in marketing that it can take hearing a message 7 times before we might take action.

Apparently the rule is from early movie marketing and while I don't know if I'd rely on the number it certainly seems a sensible idea to keep in mind that you can't expect people to take action the first time they hear your message — if you're trying to get people to try something new be it buying food, downloading your app, watching a movie, or a choosing an electric car, it takes a while and repeated exposure before you can expect it to pay off.

I can't remember where I heard it, but some advice I keep in mind when communicating is that by the time you're tired of saying it, others are just starting to hear it. It's not a bad thing to repeat your main message.

I learned about the Rule of 7 from the recent book Human Powered by Trenton Moss.

When putting an apple in the adverts on this sketch I was reminded that so often it's the things in the supermarket that are most healthy for us that don't get anyone shouting about them at all.

The rule of 7

If you wanted to know who would win an election, then the only reliable (most of the time) way to do that is to ask everyone to vote for real and count them all. Short of doing that, if you want to get an idea who would win you can pick a group that you hope is representative of the whole of the voting population, ask them what they plan to vote instead, and then multiply up to the full group. But it turns out, whenever you ask people things, it's jolly hard to really have confidence in what you're extrapolating up to as all sorts of bias can creep into your sample.

If you ask people what they plan to vote they may lie, they may tell you what they plan to do then change their mind, they may tell you what they think you want to hear depending on who's asking, they may say the first option because it's easiest, and you may ask in the places where it's easy or cheap to do so, or hear from only the people who are happy and not too busy to talk with you.

In the example in the sketch, if you hope to receive responses to your questions by surveys then you get responses from people who happen to not mind doing surveys — from anyone who throws them in the bin you won't receive a single data point.

All of these, and others, can lead to a bias in your sample and, at times, to drawing wholly inaccurate conclusions.

Extreme example from How to Lie with Statistics by Darrell Huff.

Sampling bias

Have you ever noticed the pull of completing the last few pieces of a jigsaw puzzle? Or maybe it’s the last clue of a murder mystery, the final chapter of your book or the ultimate mile of a marathon. Being close to our goal can motivate us to get to the end. That’s the goal-gradient effect at work.

The goal-gradient effect—also known as the goal-gradient hypothesis—may be part of why getting started is sometimes the most challenging part and may cause us to over-prioritize near-term goals to the detriment of later ones.

In the example in the sketch, Oleg Urminksy and coauthors found that as people approached the final stamp of a loyalty card towards a free coffee, they were more likely to buy coffee faster. And when issued with a new card, the rate of purchase dropped. The urgency diminished with the blank card and the perk once again distant.

The researchers also found that it wasn’t the absolute distance from a goal but the perception of distance that mattered. People who started with a 12-stamp card with two stamps already completed tended to complete the card faster than those who started with an empty 10-stamp card, even though they had the same number of stamps to the goal. This related quirk of behavior is known as the endowed progress effect or the progress illusion.

Read more in Katy Milkman and Kassie Brabaw's Scientific American article, Why Feeling Close to the Finish Line Makes You Push Harder.

Related Ideas to The Goal-Gradient Effect

Katy Milkman also educated me about the fresh start effect

This sketch appears in my book Big Ideas Little Pictures

The goal-gradient effect

Sexy Value is what you get when someone can launch something that is not only cheaper but also better. It’s a near irresistible proposition.

Most new things that are better don’t tend to also be cheaper—increased quality usually has a corresponding increase in cost. So Sexy Value is often made possible through a new technology or approach. It’s like when the first taxi apps started appearing. To me, the first experience was just so much better than what I was used to—no trying to catch a taxi in the rain, seeing when the cab would arrive and simple, non-awkward, no swinging by the ATM payments—and yet at the same time, it was also cheaper.

Sexy Value is not the only way to compete. If you make something better, people will pay for the value it provides them. But you’re on to a winner if you can also do it cheaper.

Sexy Value is a name, I believe, from Ogilvy and Mather.

You might also like another model of theirs: The Big Ideal

Sexy value

Perhaps, like me, you’re used to thinking about bringing customers onboard as a funnel. It’s a very natural metaphor for thinking about customer acquisition. For example, you market to 10,000 people, 500 people visit your website, 50 of them put something in the basket and 10 of them buy. If you draw it out it looks like a funnel. And the next time you market you start fresh with a new 10,000. But the real world isn’t like that. Delivering a good service to your customers helps the next customers come in. Hence the flywheel model.

A flywheel is typically a big heavy wheel that stores and releases energy from an engine or vehicle. The flywheel metaphor is about happy customers driving your growth. And when you think about your business this way it can cause you to make different decisions. Having more customers is like a bigger, heavier flywheel containing more energy. Happy customers speed you up, unhappy customers slow you down. Making it easier for customers to try your product reduces friction, as does making it easier for for customers to talk about and share your product. Get your flywheel big, heavy and spinning like crazy and your business is doing well.

The flywheel model is from Brian Halligan at Hubspot. I’ve thought about customer funnels for literally years and I wish I’d known about the flywheel long ago. Check out Hubspot’s flywheel intro for more.

The business flywheel

The effect effect is the undoubted extra stickiness and shareability of an idea by calling it an effect.

There’s something about summing up a piece of research or an observation with the name effect that makes it a whole lot easier to communicate and remember.

The more solar panels installed in a neighbourhood the greater chance of a growth of solar panels in that neighbourhood

And, for those of you wondering why it’s not the affect affect, here's a sketch explaining when to use affect vs effect

Perhaps because of the effect effect, I've covered a lot of effects already in sketches (though there are many more to do). See all "effect" sketches

The Effect Effect

A model from Ogilvy and Mather that’s a really interesting way to get to the heart of what could make your brand thrive. The intersection between what people care about (a cultural tension) and what you could be famous as a business (your brand’s best self) is a recipe for doing something good that matters.

Try starting from a question: “The world would be a better place if…” and see where you get to.

Check out The Big IdeaL on Ogilvy and Mather for more.

The Big Ideal ™

The technique of adding a significantly more expensive option in order to instantly make the other options look reasonable by comparison. These kinds of manipulations have been shown to be scarily effective.

Pricing decoys are another way retailers get you to part with more money than you planned on. In his book Predictably Irrational, behavioural economist and professor Dan Ariely demonstrates how a large magazine successfully employed a strategy called the “decoy effect” to increase revenue from subscription sales. Prospective subscribers were given three choices:

1.       Web-only subscription for $59
2.       Print-only subscription for $125
3.       Web + print subscription for $125

At first glance, the middle price point appears to be superfluous. Why would anyone buy a print-only subscription for $125 if they could get a web and print for the same price? Ariely tested the price points with MIT students and found that 16% of students chose option 1 and 84% chose option 3; not surprisingly, none chose option 2.

Then Ariely did something really interesting; on the assumption that having a decoy price (option 2) was influencing people’s choices, he removed the decoy and retested the price points. This time, the subscription choices were as follows:

1.       Web-only subscription for $59
2.       Web + print subscription for $125

With the decoy removed, the option that had previously been the most popular – the more expensive print + online access subscription – suddenly became the least popular choice. Only 32% of those surveyed chose the more expensive option, with 68% selecting the online-only subscription. Clearly the middle price point wasn’t superfluous; it was smart marketing that made option 3 look more attractive to subscribers.

Avraham Byers, Here’s why you should always pay full retail price, Financial Post, April 22nd 2014

The decoy price

SUCCESS is a mnemonic for making your idea sticky, from the entertaining and informative book Made to Stick, by the Heath brothers. It outlines six principles that help ideas resonate, stay memorable, and inspire action: Simple, Unexpected, Concrete, Credible, Emotional, and Stories.

• Simple: Strip your idea down to its core, making it easy to understand and remember.

• Unexpected: Capture attention by surprising your audience or breaking their expectations.

• Concrete: Use vivid, tangible details to make your idea real and relatable.

• Credible: Build trust by including authority, data, or real-world examples.

• Emotional: Tap into emotions to make your message resonate on a deeper level.

• Stories: Use storytelling to create connection and drive engagement.

By applying these steps, you can communicate ideas that stick in the minds of your audience long after they’re shared.

Examples of the principles of Made to Stick in action:

Marketing sketches