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People don’t judge prices in absolute terms but relative to their context. This book goes on to explain the many ways that our perceptions of value are not fixed.
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Attraction Effects: Professors at Duke University offered 2 beers at $1.80 & $2.60. 33% chose the cheaper product.
A 2nd group was also offered a $1.60 beer. 0% chose it, but 47% now chose the $1.80 beer. Products priced at extremes can change the demand for other products.
Extremeness Aversion: Research by Tversky & Simonson across 6 categories found that consumers tend to shy away from the most expensive & least expensive options. In conditions of uncertainty, most consumers will opt for something in the middle.
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Charm Pricing: Anderson (University of Chicago) & Simester (MIT) worked with a mail order firm to print different versions of its catalogue. They found an item sold 30% more when priced at $39 than $34. Buyers deem prices ending in a 9 as better value than those that don’t.
Loss Aversion: Losing money hurts more than gaining the same sum delights. Imagine betting on a coin toss. If it’s tails you lose $100. The average person requires heads to pay out £200 to take on the bet. Money we have is around twice as valuable as money we don’t have.
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Anchoring & Adjustment: Malouff & Schutte had groups read a personal injury case. When the defence lawyer requested $100k the “jurors” awarded $90,333. A group with a £700k demand awarded $421,538. The original prices acted as anchors from which the groups adjusted down.
Ultimatum Game: Imagine you’re given £10 & asked to offer a 2nd person a split. If they accept, you both get your share. If not, neither do. Research by Werner Güth found most recipients reject offers of £2 or less. We’re willing to forgo gains if we think they’re unfair.
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IDEAS CURATED BY
CURATOR'S NOTE
William Poundstone offers many examples of how our perceptions of prices vary depending on cues, context and contrast.
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