A Marketing Strategy That Goes Against All Logic

It sounds completely backward, but sometimes the best way to make customers want your product is to make their experience a little bit worse. As a marketing CEO, I saw this play out firsthand. I remember sitting in meetings with Coca-Cola executives who were stumped by the explosive growth of Red Bull. Sales of sugary drinks were tanking, but for some reason, the equally unhealthy, almost medicinal-tasting energy drink market was on fire. What was going on?

Our research uncovered a simple truth: different products come with different expectations. This is one of those that big brands understand well. My friend and fellow expert Rory Sutherland pointed out that Red Bull’s harsh taste is actually a core part of its . By tasting like medicine instead of a pleasant soda, it convinces you it’s packed with potent chemicals that will, as the slogan says, ‘give you wings.’ Making it taste “better” would actually make it less desirable.

When ‘Good’ Is Bad for Business

I saw this principle in action with a close friend who founded one of Europe’s fastest-growing performance nutrition companies. He once told me their biggest challenge was that their products tasted . Customers just couldn’t believe something so delicious was actually healthy for them. At one point, they were seriously considering making their products taste worse just to boost sales.

These examples show that making things easier or more pleasant isn’t always the right move. A truly effective sometimes involves doing the exact opposite: adding a little friction or inconvenience to increase the perceived value of your product.

The Betty Crocker Egg Problem

A classic example of this comes from General Mills in the 1950s. They launched a line of Betty Crocker cake mixes that were completely foolproof—all you had to do was add water. The mix already had powdered eggs and milk in it. The company expected a huge hit, but the product flopped.

Confused, they hired a team of psychologists to figure out what went wrong. The answer was fascinating. While the mix saved time and effort, the women using it felt a sense of guilt. They felt like they were cheating and couldn't take credit for a cake they didn't really bake. So, what did General Mills do? In a move that went against all conventional wisdom, they took the egg out of the mix. The new packaging proudly instructed customers to “Add an egg.”

This tiny bit of extra work—this friction—made all the difference. It made the baker feel more involved and valuable, and as a result, sales took off.

Friction in the Modern World

You still see this everywhere. Think about restaurants that bring you a raw steak and a hot stone to cook it on yourself. It seems odd to pay for a meal you have to cook, but it works brilliantly. It cuts down your wait time, saves the chefs' time, and lets you cook the steak exactly how you like it, which dramatically reduces complaints and returns. It keeps you busy and gives you a sense of ownership over your meal.

Travel and insurance aggregator sites have also learned this lesson. They discovered that delivering search results too quickly actually led to fewer sales. Customers felt the search wasn't thorough enough. Now, these sites intentionally slow down the process, showing you all the different sites they’re “searching” in real-time. This manufactured wait convinces you they’ve done a comprehensive job, making you more likely to trust the results and make a purchase. It's a simple trick that generates powerful for creating user trust.

Humans Aren’t Logical

The core lesson here is that friction can create value. It feels nonsensical because we assume people are logical, but they aren't. Our decisions are often irrational and emotional. For anyone trying to build a , understanding this is key. “Value” isn’t a fixed thing; it’s a perception we create based on the expectations we meet. Sometimes, to influence people effectively, you have to create something that doesn’t quite make sense on the surface.