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36 pages 1 hour read

Charles Duhigg

The Power of Habit: Why We Do What We Do in Life and Business

Nonfiction | Book | Adult | Published in 2012

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Part 2, Chapter 7Chapter Summaries & Analyses

Part 2: “The Habits of Successful Organizations”

Part 2, Chapter 7 Summary: “How Target Knows What You Want Before You Do”

Chapter 7 opens with Andrew Pole, a statistician for Target whose job it was to track and predict consumers’ spending habits. Target’s leaders sought to increase its marketing to pregnant women, who represent a high-spending sector of the American population. Although Target already collected a significant amount of data on each individual customer, including address, marital status, age, and career, it was still difficult to determine just who among Target’s shoppers was pregnant. To address this gap, Pole and Target’s other researchers learned to track a woman’s spending habits to determine if she was pregnant. For example, Target learned that pregnant women buy higher amounts of vitamins, lotions, and cotton balls.

Alan Andreasen, a UCLA visiting professor in 1984, investigated why consumers alter their spending habits. His findings pointed to major life events, such as marriage, having a baby, divorce, a new job, or a recent move, as drivers for such chance: “What he discovered has become a pillar of modern marketing theory: People’s buying habits are more likely to change when they go through a major life event” (191).

Duhigg moves to the American music industry for his second case study. In 2003, OutKast released the song “Hey Ya!” Although the tune was catchy and promised to be a smash hit, both the record company and radio DJs across the country struggled to convince the American public to love the song. The reason, they determined, was that “Hey Ya!” sounded too different from other music, meaning listeners only wanted to hear it infrequently. DJs learned to play “Hey Ya!” sandwiched between two more familiar-sounding songs. Duhigg calls this practice the “Familiarity Loop,” where companies sandwich an unfamiliar product between two familiar products. He provides the example of butchers attempting to sell organ meat to American consumers during World War II, when consumers could not easily access choice cuts of meat. When these organ meats were churned, encased, and repackaged into something familiar, Americans learned to eat them.

Part 2, Chapter 7 Analysis

While Duhigg notes the moral dilemma of Target purposefully collecting data on and marketing to pregnant women, he does not personally weigh in on the ethics of such a choice. To avoid the controversy of women figuring out that Target knew they were pregnant, the company inserted baby-related ads into flyers that also contained advertisements for regular household items—a sales tactic that works across industries.

Duhigg does add a rare personal anecdote at the end of the chapter, however, when he mentions that during his wife’s pregnancy he noticed that Target began sending him more ads directed toward pregnancy and babies. He admits, “I was planning on using some of those coupons that very next weekend” (212), indicating his amenableness to Target’s marketing schemes.

By Chapter 7, the habit loop that Duhigg presented so often in the earlier chapters (cue > routine > reward) begins to fade. Instead, Duhigg uses the theme of consumerism to connect the Target and “Hey Ya!” case studies. A company’s ability to understand consumer habits is the surest method to selling products, whether that product is a hit song or baby diapers.

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