打造用户上瘾产品：Hooked策略解析

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"Hooked: How to Build Habit-Forming Products" 本书《Hooked：如何打造让用户上瘾的产品》由Nir Eyal与Ryan Hoover合著，是一部深入探讨产品设计领域，特别是用户习惯形成机制的重要著作。它对于互联网产品经理来说是一本必读的参考资料，旨在帮助读者理解并实践如何构建那些能够吸引用户并促使他们反复使用的应用程序、服务或产品。书中，作者阐述了一个基于行为设计的四阶段模型，被称为“HOOK模型”。这个模型包括了四个关键步骤：触发（Trigger）、行动（Action）、多变的回报（Variable Reward）和投入（Investment）。通过理解和应用这些步骤，产品设计师可以设计出能够深深吸引用户，甚至使他们形成习惯的产品。 1. 触发：触发是启动用户行为的起点，可以分为外部触发（如广告、通知）和内部触发（与用户情绪、需求或欲望相关的内在触发）。有效的触发能够激发用户的行动意愿。 2. 行动：在触发后，用户需要采取行动。为了鼓励用户行动，设计师需要考虑行动的易执行性，包括减少摩擦（如简化界面、减少步骤）和提供明确的行动召唤（Call-to-Action）。 3. 多变的回报：多变的回报是让用户保持兴趣的关键。人脑对不确定性的追求使得多变的回报（如游戏中的随机奖励）能持续激发用户的好奇心和探索欲望，促使他们不断回来寻找更多的回报。 4. 投入：一旦用户对产品产生了投入（时间、金钱、数据、社会关系等），他们对产品的依恋度会增加。这种投入不仅增强了用户的忠诚度，也为未来的触发创造了条件，因为人们倾向于回收自己的投资。此外，书中还讨论了道德责任和习惯成瘾的风险，提醒设计师在创造吸引力的同时，要考虑用户体验和社会影响。它提倡以用户为中心的设计理念，鼓励创新但不滥用技术来操纵用户。《Hooked》不仅提供了理论框架，还包含了许多实际案例和实用技巧，指导产品开发者如何将行为科学理论应用于产品设计，从而创造出更具有吸引力和用户粘性的产品。无论是对于初创公司的创始人，还是大企业的产品经理，这本书都能提供宝贵的洞见和策略。

without mindful awareness. Such is the nature of ingrained habits—behaviors

done with little or no conscious thought—which, by some estimates, guide

nearly half of our daily actions.

Habits are one of the ways the brain learns complex behaviors.

Neuroscientists believe habits give us the ability to focus our attention on

other things by storing automatic responses in the basal ganglia, an area of

the brain associated with involuntary actions.

Habits form when the brain takes a shortcut and stops actively

deliberating over what to do next.

The brain quickly learns to codify

behaviors that provide a solution to whatever situation it encounters.

For example, nail biting is a common behavior that occurs with little or

no conscious thought. Initially, the biter might start chomping on her

fingernail for a reason—to remove an unsightly hangnail, for example.

However, when the behavior occurs for no conscious purpose—simply as an

automatic response to a cue—the habit is in control. For many persistent nail-

biters, the unconscious trigger is the unpleasant feeling of stress. The more

the biter associates the act of nail chomping with the temporary relief it

provides, the harder it becomes to change the conditioned response.

Like nail biting, many of our daily decisions are made simply because

that was the way we have found resolution in the past. The brain

automatically deduces that if the decision was a good one yesterday, then it is

a safe bet again today and the action becomes a routine.

On my run my brain had associated making eye contact with another

person during my run with the standard “Good morning!” greeting; thus I

automatically uttered these words no matter how inappropriately timed.

WHY HABITS ARE GOOD FOR BUSINESS

If our programmed behaviors are so influential in guiding our

everyday actions, surely harnessing the same power of habits can

be a boon for industry. Indeed, for those able to shape them in an

effective way, habits can be very good for the bottom line.

Habit-forming products change user behavior and create

unprompted user engagement. The aim is to influence customers to

use your product on their own, again and again, without relying on

overt calls to action such as ads or promotions. Once a habit is

formed, the user is automatically triggered to use the product during

routine events such as wanting to kill time while waiting in line.

However, the framework and practices explored in this book are

not “one size fits all” and do not apply to every business or industry.

Entrepreneurs should evaluate how user habits impact their

particular business model and goals. While the viability of some

products depends on habit-formation to thrive, that is not always the

case.

For example, companies selling infrequently bought or used

products or services do not require habitual users—at least, not in

the sense of everyday engagement. Life insurance companies, for

instance, leverage salespeople, advertising, and word-of-mouth

referrals and recommendations to prompt consumers to buy policies.

Once the policy is bought, there is nothing more the customer needs

to do.

In this book I refer to products in the context of businesses that

require ongoing, unprompted user engagement and therefore need

to build user habits. I exclude companies that compel customers to

take action through other means.

Before diving into the mechanics of how habits are made, we

must first understand their general importance and competitive

benefits for businesses. Habit formation is good for business in

several ways.

Increasing Customer Lifetime Value

MBAs are taught that a business is worth the sum of its future profits. This

benchmark is how investors calculate the fair price of a company’s shares.

CEOs and their management teams are evaluated by their ability to

increase the value of their stocks—and therefore care deeply about the ability

of their companies to generate free cash flow. Management’s job, in the eyes

of shareholders, is to implement strategies to grow future profits by

increasing revenues or decreasing expenses.

Fostering consumer habits is an effective way to increase the value of a

company by driving higher customer lifetime value (CLTV): the amount of

money made from a customer before that person switches to a competitor,

stops using the product, or dies. User habits increase how long and how

frequently customers use a product, resulting in higher CLTV.

Some products have a very high CLTV. For example, credit card

customers tend to stay loyal for a very long time and are worth a bundle.

Hence, credit card companies are willing to spend a considerable amount of

money acquiring new customers. This explains why you receive so many

promotional offers, ranging from free gifts to airline bonus miles, to entice

you to add another card or upgrade your current one. Your potential CLTV

justifies a credit card company’s marketing investment.

Providing Pricing Flexibility

Renowned investor and Berkshire Hathaway CEO Warren Buffett once said,

“You can determine the strength of a business over time by the amount of

agony they go through in raising prices.”

Buffett and his partner, Charlie

Munger, realized that as customers form routines around a product, they

come to depend upon it and become less sensitive to price. The duo have

pointed to consumer psychology as the rationale behind their famed

investments in companies like See’s Candies and Coca-Cola.

Buffett and

Munger understand that habits give companies greater flexibility to increase

prices.

For example, in the free-to-play video game business, it is standard

practice for game developers to delay asking users to pay money until they

have played consistently and habitually. Once the compulsion to play is in

place and the desire to progress in the game increases, converting users into

paying customers is much easier. The real money lies in selling virtual items,

extra lives, and special powers.

As of December 2013, more than 500 million people have downloaded

Candy Crush Saga, a game played mostly on mobile devices. The game’s

“freemium” model converts some of those users into paying customers,

netting the game’s maker nearly $1 million per day.

This pattern also applies to other services. For example, take Evernote,

the popular note-taking and archiving software: It is free to use but the

company offers upgraded features, such as offline viewing and collaboration

tools, for a price—which many devoted users are happy to pay.

Evernote’s CEO Phil Libin shared some revealing insights about how the

company turns nonpaying users into revenue-generating ones.

In 2011 Libin

published a chart now known as the “smile graph.” With the percentage of

sign-ups represented on the y-axis and time spent on the service on the x-

axis, the chart showed that, although usage plummeted at first, it rocketed

upward as people formed a habit of using the service. The resulting down-

and-up curve gave the chart its emblematic smile shape (and Evernote’s CEO

a matching grin).

In addition, as usage increased over time, so did customers’ willingness

to pay. Libin noted that after the first month, only 0.5 percent of users paid

for the service; however, this rate gradually increased. By month thirty-three,

11 percent of users had started paying. At month forty-two, a remarkable 26

percent of customers were paying for something they had previously used for

free.

Supercharging Growth

Users who continuously find value in a product are more likely to tell their

friends about it. Frequent usage creates more opportunities to encourage

people to invite their friends, broadcast content, and share through word of

mouth. Hooked users become brand evangelists—megaphones for your

company, bringing in new users at little or no cost.

Products with higher user engagement also have the potential to grow

faster than their rivals. Case in point: Facebook leapfrogged its competitors,

including MySpace and Friendster, even though it was relatively late to the

social networking party. Although its competitors both had healthy growth

rates and millions of users by the time Mark Zuckerberg’s fledgling site

launched beyond the closed doors of academia, his company came to

dominate the industry.

Facebook’s success was, in part, a result of what I call the more is more

principle—more frequent usage drives more viral growth. As David Skok,

tech entrepreneur turned venture capitalist, points out, “The most important

factor to increasing growth is . . . Viral Cycle Time.”

Viral Cycle Time is the

amount of time it takes a user to invite another user, and it can have a

massive impact. “For example, after 20 days with a cycle time of two days,

you will have 20,470 users,” Skok writes. “But if you halved that cycle time

to one day, you would have over 20 million users! It is logical that it would

be better to have more cycles occur, but it is less obvious just how much

better.”

Having a greater proportion of users daily returning to a service

dramatically decreases Viral Cycle Time for two reasons: First, daily users

initiate loops more often (think tagging a friend in a Facebook photo);

second, more daily active users means more people to respond and react to

each invitation. The cycle not only perpetuates the process—with higher and

higher user engagement, it accelerates it.

Sharpening the Competitive Edge

User habits are a competitive advantage. Products that change customer

routines are less susceptible to attacks from other companies.

Many entrepreneurs fall into the trap of building products that are only

marginally better than existing solutions, hoping their innovation will be

good enough to woo customers away from existing products. But when it

comes to shaking consumers’ old habits, these naive entrepreneurs often find

that better products don’t always win—especially if a large number of users

have already adopted a competing product.

A classic paper by John Gourville, a professor of marketing at Harvard

Business School, stipulates that “many innovations fail because consumers

irrationally overvalue the old while companies irrationally overvalue the

new.”

Gourville claims that for new entrants to stand a chance, they can’t just

be better, they must be nine times better. Why such a high bar? Because old

habits die hard and new products or services need to offer dramatic

improvements to shake users out of old routines. Gourville writes that

products that require a high degree of behavior change are doomed to fail

even if the benefits of using the new product are clear and substantial.

For example, the technology I am using to write this book is inferior to

existing alternatives in many ways. I’m referring to the QWERTY keyboard

which was first developed in the 1870s for the now-ancient typewriter.

QWERTY was designed with commonly used characters spaced far apart.

This layout prevented typists from jamming the metal type bars of early

machines.

This physical limitation is an anachronism in the digital age, yet

QWERTY keyboards remain the standard despite the invention of far better

layouts. Professor August Dvorak’s keyboard design, for example, placed

vowels in the center row, increasing typing speed and accuracy. Though

patented in 1932, the Dvorak Simplified Keyboard was written off.

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