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marketing-psychology

skill · 455 lines · MIT · skills/marketing-psychology/SKILL.md

The facts

Its description

When the user wants to apply psychological principles, mental models, or behavioral science to marketing. Also use when the user mentions 'psychology,' 'mental models,' 'cognitive bias,' 'persuasion,' 'behavioral science,' 'why people buy,' 'decision-making,' 'consumer behavior,' 'anchoring,' 'social proof,' 'scarcity,' 'loss aversion,' 'framing,' or 'nudge.' Use this whenever someone wants to understand or leverage how people think and make decisions in a marketing context. For applying psychology to specific pages, see cro; for pricing tactics, see pricing; for copy framing, see copywriting.

The description the agent reads to decide when to use it.

From its settingsline 3

When it starts

The agent picks this skill when someone asks about the psychology behind marketing — mental models, cognitive biases, persuasion, behavioral science, or why people buy — and wants to apply that thinking to their marketing. It also fires on trigger words like 'anchoring', 'social proof', 'scarcity', 'loss aversion', 'framing' or 'nudge'.

Things a person might say (the model's guesses)

  • “Why aren't people buying even though they say they like the product?”
  • “What mental models should I use to make our pricing page more persuasive?”
  • “Can you explain anchoring and loss aversion and how we'd use them in our emails?”

A model's summary of when it is used.

A model's reading

What it leads to

Other skills this one hands off to, calls, requires or offers instead, as a model read them.

A model's reading

What leads to it

Other skills that hand off to this one, call it, require it or offer it instead, as a model read them.

A model's reading

Licence

MIT, from LICENSE

The terms its author shares it under, which let it be shown here.

From the repositorylicence text

Other settings

metadata: version: 2.0.0

More settings at the top of the file, shown as written.

From its settingsline 4
Other files in this skill (1) Close

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Open on GitHub

Most marks come from matching words in the file, so treat them as pointers.

1---
2name: marketing-psychology
3description: "When the user wants to apply psychological principles, mental models, or behavioral science to marketing. Also use when the user mentions 'psychology,' 'mental models,' 'cognitive bias,' 'persuasion,' 'behavioral science,' 'why people buy,' 'decision-making,' 'consumer behavior,' 'anchoring,' 'social proof,' 'scarcity,' 'loss aversion,' 'framing,' or 'nudge.' Use this whenever someone wants to understand or leverage how people think and make decisions in a marketing context. For applying psychology to specific pages, see cro; for pricing tactics, see pricing; for copy framing, see copywriting."
4metadata:
5 version: 2.0.0
6---
7
8# Marketing Psychology & Mental Models
9
10You are an expert in applying psychological principles and mental models to marketing. Your goal is to help users understand why people buy, how to influence behavior ethically, and how to make better marketing decisions.

Marketing Psychology & Mental Models

You are an expert in applying psychological principles and mental models to marketing. Your goal is to help users understand why people buy, how to influence behavior ethically, and how to make better marketing decisions.

Raw lines 1 to 11
Names a skill cro :3
Names a skill pricing :3
Names a skill copywriting :3
12## How to Use This Skill
14**Check for product marketing context first:**
15If `.agents/product-marketing.md` exists (or `.claude/product-marketing.md`, or the legacy `product-marketing-context.md` filename, in older setups), read it before applying mental models. Use that context to tailor recommendations to the specific product and audience.
17Mental models are thinking tools that help you make better decisions, understand customer behavior, and create more effective marketing. When helping users:
191. Identify which mental models apply to their situation
202. Explain the psychology behind the model
213. Provide specific marketing applications
224. Suggest how to implement ethically
24---

How to Use This Skill

Check for product marketing context first: If .agents/product-marketing.md exists (or .claude/product-marketing.md, or the legacy product-marketing-context.md filename, in older setups), read it before applying mental models. Use that context to tailor recommendations to the specific product and audience.

Mental models are thinking tools that help you make better decisions, understand customer behavior, and create more effective marketing. When helping users:

  1. Identify which mental models apply to their situation
  2. Explain the psychology behind the model
  3. Provide specific marketing applications
  4. Suggest how to implement ethically
Raw lines 12 to 25
Names a skill product-marketing :15
26## Foundational Thinking Models
28These models sharpen your strategy and help you solve the right problems.

Foundational Thinking Models

These models sharpen your strategy and help you solve the right problems.

Raw lines 26 to 29
30### First Principles
31Break problems down to basic truths and build solutions from there. Instead of copying competitors, ask "why" repeatedly to find root causes. Use the 5 Whys technique to tunnel down to what really matters.
33**Marketing application**: Don't assume you need content marketing because competitors do. Ask why you need it, what problem it solves, and whether there's a better solution.

First Principles

Break problems down to basic truths and build solutions from there. Instead of copying competitors, ask "why" repeatedly to find root causes. Use the 5 Whys technique to tunnel down to what really matters.

Marketing application: Don't assume you need content marketing because competitors do. Ask why you need it, what problem it solves, and whether there's a better solution.

Raw lines 30 to 34
35### Jobs to Be Done
36People don't buy products—they "hire" them to get a job done. Focus on the outcome customers want, not features.
38**Marketing application**: A drill buyer doesn't want a drill—they want a hole. Frame your product around the job it accomplishes, not its specifications.

Jobs to Be Done

People don't buy products—they "hire" them to get a job done. Focus on the outcome customers want, not features.

Marketing application: A drill buyer doesn't want a drill—they want a hole. Frame your product around the job it accomplishes, not its specifications.

Raw lines 35 to 39
40### Circle of Competence
41Know what you're good at and stay within it. Venture outside only with proper learning or expert help.
43**Marketing application**: Don't chase every channel. Double down where you have genuine expertise and competitive advantage.

Circle of Competence

Know what you're good at and stay within it. Venture outside only with proper learning or expert help.

Marketing application: Don't chase every channel. Double down where you have genuine expertise and competitive advantage.

Raw lines 40 to 44
45### Inversion
46Instead of asking "How do I succeed?", ask "What would guarantee failure?" Then avoid those things.
48**Marketing application**: List everything that would make your campaign fail—confusing messaging, wrong audience, slow landing page—then systematically prevent each.

Inversion

Instead of asking "How do I succeed?", ask "What would guarantee failure?" Then avoid those things.

Marketing application: List everything that would make your campaign fail—confusing messaging, wrong audience, slow landing page—then systematically prevent each.

Raw lines 45 to 49
50### Occam's Razor
51The simplest explanation is usually correct. Avoid overcomplicating strategies or attributing results to complex causes when simple ones suffice.
53**Marketing application**: If conversions dropped, check the obvious first (broken form, page speed) before assuming complex attribution issues.

Occam's Razor

The simplest explanation is usually correct. Avoid overcomplicating strategies or attributing results to complex causes when simple ones suffice.

Marketing application: If conversions dropped, check the obvious first (broken form, page speed) before assuming complex attribution issues.

Raw lines 50 to 54
55### Pareto Principle (80/20 Rule)
56Roughly 80% of results come from 20% of efforts. Identify and focus on the vital few.
58**Marketing application**: Find the 20% of channels, customers, or content driving 80% of results. Cut or reduce the rest.

Pareto Principle (80/20 Rule)

Roughly 80% of results come from 20% of efforts. Identify and focus on the vital few.

Marketing application: Find the 20% of channels, customers, or content driving 80% of results. Cut or reduce the rest.

Raw lines 55 to 59
60### Local vs. Global Optima
61A local optimum is the best solution nearby, but a global optimum is the best overall. Don't get stuck optimizing the wrong thing.
63**Marketing application**: Optimizing email subject lines (local) won't help if email isn't the right channel (global). Zoom out before zooming in.

Local vs. Global Optima

A local optimum is the best solution nearby, but a global optimum is the best overall. Don't get stuck optimizing the wrong thing.

Marketing application: Optimizing email subject lines (local) won't help if email isn't the right channel (global). Zoom out before zooming in.

Raw lines 60 to 64
65### Theory of Constraints
66Every system has one bottleneck limiting throughput. Find and fix that constraint before optimizing elsewhere.
68**Marketing application**: If your funnel converts well but traffic is low, more conversion optimization won't help. Fix the traffic bottleneck first.

Theory of Constraints

Every system has one bottleneck limiting throughput. Find and fix that constraint before optimizing elsewhere.

Marketing application: If your funnel converts well but traffic is low, more conversion optimization won't help. Fix the traffic bottleneck first.

Raw lines 65 to 69
70### Opportunity Cost
71Every choice has a cost—what you give up by not choosing alternatives. Consider what you're saying no to.
73**Marketing application**: Time spent on a low-ROI channel is time not spent on high-ROI activities. Always compare against alternatives.

Opportunity Cost

Every choice has a cost—what you give up by not choosing alternatives. Consider what you're saying no to.

Marketing application: Time spent on a low-ROI channel is time not spent on high-ROI activities. Always compare against alternatives.

Raw lines 70 to 74
75### Law of Diminishing Returns
76After a point, additional investment yields progressively smaller gains.
78**Marketing application**: The 10th blog post won't have the same impact as the first. Know when to diversify rather than double down.

Law of Diminishing Returns

After a point, additional investment yields progressively smaller gains.

Marketing application: The 10th blog post won't have the same impact as the first. Know when to diversify rather than double down.

Raw lines 75 to 79
80### Second-Order Thinking
81Consider not just immediate effects, but the effects of those effects.
83**Marketing application**: A flash sale boosts revenue (first order) but may train customers to wait for discounts (second order).

Second-Order Thinking

Consider not just immediate effects, but the effects of those effects.

Marketing application: A flash sale boosts revenue (first order) but may train customers to wait for discounts (second order).

Raw lines 80 to 84
85### Map ≠ Territory
86Models and data represent reality but aren't reality itself. Don't confuse your analytics dashboard with actual customer experience.
88**Marketing application**: Your customer persona is a useful model, but real customers are more complex. Stay in touch with actual users.

Map ≠ Territory

Models and data represent reality but aren't reality itself. Don't confuse your analytics dashboard with actual customer experience.

Marketing application: Your customer persona is a useful model, but real customers are more complex. Stay in touch with actual users.

Raw lines 85 to 89
90### Probabilistic Thinking
91Think in probabilities, not certainties. Estimate likelihoods and plan for multiple outcomes.
93**Marketing application**: Don't bet everything on one campaign. Spread risk and plan for scenarios where your primary strategy underperforms.

Probabilistic Thinking

Think in probabilities, not certainties. Estimate likelihoods and plan for multiple outcomes.

Marketing application: Don't bet everything on one campaign. Spread risk and plan for scenarios where your primary strategy underperforms.

Raw lines 90 to 94
95### Barbell Strategy
96Combine extreme safety with small high-risk/high-reward bets. Avoid the mediocre middle.
98**Marketing application**: Put 80% of budget into proven channels, 20% into experimental bets. Avoid moderate-risk, moderate-reward middle.
100---

Barbell Strategy

Combine extreme safety with small high-risk/high-reward bets. Avoid the mediocre middle.

Marketing application: Put 80% of budget into proven channels, 20% into experimental bets. Avoid moderate-risk, moderate-reward middle.

Raw lines 95 to 101
102## Understanding Buyers & Human Psychology
104These models explain how customers think, decide, and behave.

Understanding Buyers & Human Psychology

These models explain how customers think, decide, and behave.

Raw lines 102 to 105
106### Fundamental Attribution Error
107People attribute others' behavior to character, not circumstances. "They didn't buy because they're not serious" vs. "The checkout was confusing."
109**Marketing application**: When customers don't convert, examine your process before blaming them. The problem is usually situational, not personal.

Fundamental Attribution Error

People attribute others' behavior to character, not circumstances. "They didn't buy because they're not serious" vs. "The checkout was confusing."

Marketing application: When customers don't convert, examine your process before blaming them. The problem is usually situational, not personal.

Raw lines 106 to 110
111### Mere Exposure Effect
112People prefer things they've seen before. Familiarity breeds liking.
114**Marketing application**: Consistent brand presence builds preference over time. Repetition across channels creates comfort and trust.

Mere Exposure Effect

People prefer things they've seen before. Familiarity breeds liking.

Marketing application: Consistent brand presence builds preference over time. Repetition across channels creates comfort and trust.

Raw lines 111 to 115
116### Availability Heuristic
117People judge likelihood by how easily examples come to mind. Recent or vivid events seem more common.
119**Marketing application**: Case studies and testimonials make success feel more achievable. Make positive outcomes easy to imagine.

Availability Heuristic

People judge likelihood by how easily examples come to mind. Recent or vivid events seem more common.

Marketing application: Case studies and testimonials make success feel more achievable. Make positive outcomes easy to imagine.

Raw lines 116 to 120
121### Confirmation Bias
122People seek information confirming existing beliefs and ignore contradictory evidence.
124**Marketing application**: Understand what your audience already believes and align messaging accordingly. Fighting beliefs head-on rarely works.

Confirmation Bias

People seek information confirming existing beliefs and ignore contradictory evidence.

Marketing application: Understand what your audience already believes and align messaging accordingly. Fighting beliefs head-on rarely works.

Raw lines 121 to 125
126### The Lindy Effect
127The longer something has survived, the longer it's likely to continue. Old ideas often outlast new ones.
129**Marketing application**: Proven marketing principles (clear value props, social proof) outlast trendy tactics. Don't abandon fundamentals for fads.

The Lindy Effect

The longer something has survived, the longer it's likely to continue. Old ideas often outlast new ones.

Marketing application: Proven marketing principles (clear value props, social proof) outlast trendy tactics. Don't abandon fundamentals for fads.

Raw lines 126 to 130
131### Mimetic Desire
132People want things because others want them. Desire is socially contagious.
134**Marketing application**: Show that desirable people want your product. Waitlists, exclusivity, and social proof trigger mimetic desire.

Mimetic Desire

People want things because others want them. Desire is socially contagious.

Marketing application: Show that desirable people want your product. Waitlists, exclusivity, and social proof trigger mimetic desire.

Raw lines 131 to 135
136### Sunk Cost Fallacy
137People continue investing in something because of past investment, even when it's no longer rational.
139**Marketing application**: Know when to kill underperforming campaigns. Past spend shouldn't justify future spend if results aren't there.

Sunk Cost Fallacy

People continue investing in something because of past investment, even when it's no longer rational.

Marketing application: Know when to kill underperforming campaigns. Past spend shouldn't justify future spend if results aren't there.

Raw lines 136 to 140
141### Endowment Effect
142People value things more once they own them.
144**Marketing application**: Free trials, samples, and freemium models let customers "own" the product, making them reluctant to give it up.

Endowment Effect

People value things more once they own them.

Marketing application: Free trials, samples, and freemium models let customers "own" the product, making them reluctant to give it up.

Raw lines 141 to 145
146### IKEA Effect
147People value things more when they've put effort into creating them.
149**Marketing application**: Let customers customize, configure, or build something. Their investment increases perceived value and commitment.

IKEA Effect

People value things more when they've put effort into creating them.

Marketing application: Let customers customize, configure, or build something. Their investment increases perceived value and commitment.

Raw lines 146 to 150
151### Zero-Price Effect
152Free isn't just a low price—it's psychologically different. "Free" triggers irrational preference.
154**Marketing application**: Free tiers, free trials, and free shipping have disproportionate appeal. The jump from $1 to $0 is bigger than $2 to $1.

Zero-Price Effect

Free isn't just a low price—it's psychologically different. "Free" triggers irrational preference.

Marketing application: Free tiers, free trials, and free shipping have disproportionate appeal. The jump from $1 to $0 is bigger than $2 to $1.

Raw lines 151 to 155
156### Hyperbolic Discounting / Present Bias
157People strongly prefer immediate rewards over future ones, even when waiting is more rational.
159**Marketing application**: Emphasize immediate benefits ("Start saving time today") over future ones ("You'll see ROI in 6 months").

Hyperbolic Discounting / Present Bias

People strongly prefer immediate rewards over future ones, even when waiting is more rational.

Marketing application: Emphasize immediate benefits ("Start saving time today") over future ones ("You'll see ROI in 6 months").

Raw lines 156 to 160
161### Status-Quo Bias
162People prefer the current state of affairs. Change requires effort and feels risky.
164**Marketing application**: Reduce friction to switch. Make the transition feel safe and easy. "Import your data in one click."

Status-Quo Bias

People prefer the current state of affairs. Change requires effort and feels risky.

Marketing application: Reduce friction to switch. Make the transition feel safe and easy. "Import your data in one click."

Raw lines 161 to 165
166### Default Effect
167People tend to accept pre-selected options. Defaults are powerful.
169**Marketing application**: Pre-select the plan you want customers to choose. Opt-out beats opt-in for subscriptions (ethically applied).

Default Effect

People tend to accept pre-selected options. Defaults are powerful.

Marketing application: Pre-select the plan you want customers to choose. Opt-out beats opt-in for subscriptions (ethically applied).

Raw lines 166 to 170
171### Paradox of Choice
172Too many options overwhelm and paralyze. Fewer choices often lead to more decisions.
174**Marketing application**: Limit options. Three pricing tiers beat seven. Recommend a single "best for most" option.

Paradox of Choice

Too many options overwhelm and paralyze. Fewer choices often lead to more decisions.

Marketing application: Limit options. Three pricing tiers beat seven. Recommend a single "best for most" option.

Raw lines 171 to 175
176### Goal-Gradient Effect
177People accelerate effort as they approach a goal. Progress visualization motivates action.
179**Marketing application**: Show progress bars, completion percentages, and "almost there" messaging to drive completion.

Goal-Gradient Effect

People accelerate effort as they approach a goal. Progress visualization motivates action.

Marketing application: Show progress bars, completion percentages, and "almost there" messaging to drive completion.

Raw lines 176 to 180
181### Peak-End Rule
182People judge experiences by the peak (best or worst moment) and the end, not the average.
184**Marketing application**: Design memorable peaks (surprise upgrades, delightful moments) and strong endings (thank you pages, follow-up emails).

Peak-End Rule

People judge experiences by the peak (best or worst moment) and the end, not the average.

Marketing application: Design memorable peaks (surprise upgrades, delightful moments) and strong endings (thank you pages, follow-up emails).

Raw lines 181 to 185
186### Zeigarnik Effect
187Unfinished tasks occupy the mind more than completed ones. Open loops create tension.
189**Marketing application**: "You're 80% done" creates pull to finish. Incomplete profiles, abandoned carts, and cliffhangers leverage this.

Zeigarnik Effect

Unfinished tasks occupy the mind more than completed ones. Open loops create tension.

Marketing application: "You're 80% done" creates pull to finish. Incomplete profiles, abandoned carts, and cliffhangers leverage this.

Raw lines 186 to 190
191### Pratfall Effect
192Competent people become more likable when they show a small flaw. Perfection is less relatable.
194**Marketing application**: Admitting a weakness ("We're not the cheapest, but...") can increase trust and differentiation.

Pratfall Effect

Competent people become more likable when they show a small flaw. Perfection is less relatable.

Marketing application: Admitting a weakness ("We're not the cheapest, but...") can increase trust and differentiation.

Raw lines 191 to 195
196### Curse of Knowledge
197Once you know something, you can't imagine not knowing it. Experts struggle to explain simply.
199**Marketing application**: Your product seems obvious to you but confusing to newcomers. Test copy with people unfamiliar with your space.

Curse of Knowledge

Once you know something, you can't imagine not knowing it. Experts struggle to explain simply.

Marketing application: Your product seems obvious to you but confusing to newcomers. Test copy with people unfamiliar with your space.

Raw lines 196 to 200
201### Mental Accounting
202People treat money differently based on its source or intended use, even though money is fungible.
204**Marketing application**: Frame costs in favorable mental accounts. "$3/day" feels different than "$90/month" even though it's the same.

Mental Accounting

People treat money differently based on its source or intended use, even though money is fungible.

Marketing application: Frame costs in favorable mental accounts. "$3/day" feels different than "$90/month" even though it's the same.

Raw lines 201 to 205
206### Regret Aversion
207People avoid actions that might cause regret, even if the expected outcome is positive.
209**Marketing application**: Address regret directly. Money-back guarantees, free trials, and "no commitment" messaging reduce regret fear.

Regret Aversion

People avoid actions that might cause regret, even if the expected outcome is positive.

Marketing application: Address regret directly. Money-back guarantees, free trials, and "no commitment" messaging reduce regret fear.

Raw lines 206 to 210
211### Bandwagon Effect / Social Proof
212People follow what others are doing. Popularity signals quality and safety.
214**Marketing application**: Show customer counts, testimonials, logos, reviews, and "trending" indicators. Numbers create confidence.
216---

Bandwagon Effect / Social Proof

People follow what others are doing. Popularity signals quality and safety.

Marketing application: Show customer counts, testimonials, logos, reviews, and "trending" indicators. Numbers create confidence.

Raw lines 211 to 217
218## Influencing Behavior & Persuasion
220These models help you ethically influence customer decisions.

Influencing Behavior & Persuasion

These models help you ethically influence customer decisions.

Raw lines 218 to 221
222### Reciprocity Principle
223People feel obligated to return favors. Give first, and people want to give back.
225**Marketing application**: Free content, free tools, and generous free tiers create reciprocal obligation. Give value before asking for anything.

Reciprocity Principle

People feel obligated to return favors. Give first, and people want to give back.

Marketing application: Free content, free tools, and generous free tiers create reciprocal obligation. Give value before asking for anything.

Raw lines 222 to 226
227### Commitment & Consistency
228Once people commit to something, they want to stay consistent with that commitment.
230**Marketing application**: Get small commitments first (email signup, free trial). People who've taken one step are more likely to take the next.

Commitment & Consistency

Once people commit to something, they want to stay consistent with that commitment.

Marketing application: Get small commitments first (email signup, free trial). People who've taken one step are more likely to take the next.

Raw lines 227 to 231
232### Authority Bias
233People defer to experts and authority figures. Credentials and expertise create trust.
235**Marketing application**: Feature expert endorsements, certifications, "featured in" logos, and thought leadership content.

Authority Bias

People defer to experts and authority figures. Credentials and expertise create trust.

Marketing application: Feature expert endorsements, certifications, "featured in" logos, and thought leadership content.

Raw lines 232 to 236
237### Liking / Similarity Bias
238People say yes to those they like and those similar to themselves.
240**Marketing application**: Use relatable spokespeople, founder stories, and community language. "Built by marketers for marketers" signals similarity.

Liking / Similarity Bias

People say yes to those they like and those similar to themselves.

Marketing application: Use relatable spokespeople, founder stories, and community language. "Built by marketers for marketers" signals similarity.

Raw lines 237 to 241
242### Unity Principle
243Shared identity drives influence. "One of us" is powerful.
245**Marketing application**: Position your brand as part of the customer's tribe. Use insider language and shared values.

Unity Principle

Shared identity drives influence. "One of us" is powerful.

Marketing application: Position your brand as part of the customer's tribe. Use insider language and shared values.

Raw lines 242 to 246
247### Scarcity / Urgency Heuristic
248Limited availability increases perceived value. Scarcity signals desirability.
250**Marketing application**: Limited-time offers, low-stock warnings, and exclusive access create urgency. Only use when genuine.

Scarcity / Urgency Heuristic

Limited availability increases perceived value. Scarcity signals desirability.

Marketing application: Limited-time offers, low-stock warnings, and exclusive access create urgency. Only use when genuine.

Raw lines 247 to 251
252### Foot-in-the-Door Technique
253Start with a small request, then escalate. Compliance with small requests leads to compliance with larger ones.
255**Marketing application**: Free trial → paid plan → annual plan → enterprise. Each step builds on the last.

Foot-in-the-Door Technique

Start with a small request, then escalate. Compliance with small requests leads to compliance with larger ones.

Marketing application: Free trial → paid plan → annual plan → enterprise. Each step builds on the last.

Raw lines 252 to 256
257### Door-in-the-Face Technique
258Start with an unreasonably large request, then retreat to what you actually want. The contrast makes the second request seem reasonable.
260**Marketing application**: Show enterprise pricing first, then reveal the affordable starter plan. The contrast makes it feel like a deal.

Door-in-the-Face Technique

Start with an unreasonably large request, then retreat to what you actually want. The contrast makes the second request seem reasonable.

Marketing application: Show enterprise pricing first, then reveal the affordable starter plan. The contrast makes it feel like a deal.

Raw lines 257 to 261
262### Loss Aversion / Prospect Theory
263Losses feel roughly twice as painful as equivalent gains feel good. People will work harder to avoid losing than to gain.
265**Marketing application**: Frame in terms of what they'll lose by not acting. "Don't miss out" beats "You could gain."

Loss Aversion / Prospect Theory

Losses feel roughly twice as painful as equivalent gains feel good. People will work harder to avoid losing than to gain.

Marketing application: Frame in terms of what they'll lose by not acting. "Don't miss out" beats "You could gain."

Raw lines 262 to 266
267### Anchoring Effect
268The first number people see heavily influences subsequent judgments.
270**Marketing application**: Show the higher price first (original price, competitor price, enterprise tier) to anchor expectations.

Anchoring Effect

The first number people see heavily influences subsequent judgments.

Marketing application: Show the higher price first (original price, competitor price, enterprise tier) to anchor expectations.

Raw lines 267 to 271
272### Decoy Effect
273Adding a third, inferior option makes one of the original two look better.
275**Marketing application**: A "decoy" pricing tier that's clearly worse value makes your preferred tier look like the obvious choice.

Decoy Effect

Adding a third, inferior option makes one of the original two look better.

Marketing application: A "decoy" pricing tier that's clearly worse value makes your preferred tier look like the obvious choice.

Raw lines 272 to 276
277### Framing Effect
278How something is presented changes how it's perceived. Same facts, different frames.
280**Marketing application**: "90% success rate" vs. "10% failure rate" are identical but feel different. Frame positively.

Framing Effect

How something is presented changes how it's perceived. Same facts, different frames.

Marketing application: "90% success rate" vs. "10% failure rate" are identical but feel different. Frame positively.

Raw lines 277 to 281
282### Contrast Effect
283Things seem different depending on what they're compared to.
285**Marketing application**: Show the "before" state clearly. The contrast with your "after" makes improvements vivid.
287---

Contrast Effect

Things seem different depending on what they're compared to.

Marketing application: Show the "before" state clearly. The contrast with your "after" makes improvements vivid.

Raw lines 282 to 288
289## Pricing Psychology
291These models specifically address how people perceive and respond to prices.

Pricing Psychology

These models specifically address how people perceive and respond to prices.

Raw lines 289 to 292
293### Charm Pricing / Left-Digit Effect
294Prices ending in 9 seem significantly lower than the next round number. $99 feels much cheaper than $100.
296**Marketing application**: Use .99 or .95 endings for value-focused products. The left digit dominates perception.

Charm Pricing / Left-Digit Effect

Prices ending in 9 seem significantly lower than the next round number. $99 feels much cheaper than $100.

Marketing application: Use .99 or .95 endings for value-focused products. The left digit dominates perception.

Raw lines 293 to 297
298### Rounded-Price (Fluency) Effect
299Round numbers feel premium and are easier to process. $100 signals quality; $99 signals value.
301**Marketing application**: Use round prices for premium products ($500/month), charm prices for value products ($497/month).

Rounded-Price (Fluency) Effect

Round numbers feel premium and are easier to process. $100 signals quality; $99 signals value.

Marketing application: Use round prices for premium products ($500/month), charm prices for value products ($497/month).

Raw lines 298 to 302
303### Rule of 100
304For prices under $100, percentage discounts seem larger ("20% off"). For prices over $100, absolute discounts seem larger ("$50 off").
306**Marketing application**: $80 product: "20% off" beats "$16 off." $500 product: "$100 off" beats "20% off."

Rule of 100

For prices under $100, percentage discounts seem larger ("20% off"). For prices over $100, absolute discounts seem larger ("$50 off").

Marketing application: $80 product: "20% off" beats "$16 off." $500 product: "$100 off" beats "20% off."

Raw lines 303 to 307
308### Price Relativity / Good-Better-Best
309People judge prices relative to options presented. A middle tier seems reasonable between cheap and expensive.
311**Marketing application**: Three tiers where the middle is your target. The expensive tier makes it look reasonable; the cheap tier provides an anchor.

Price Relativity / Good-Better-Best

People judge prices relative to options presented. A middle tier seems reasonable between cheap and expensive.

Marketing application: Three tiers where the middle is your target. The expensive tier makes it look reasonable; the cheap tier provides an anchor.

Raw lines 308 to 312
313### Mental Accounting (Pricing)
314Framing the same price differently changes perception.
316**Marketing application**: "$1/day" feels cheaper than "$30/month." "Less than your morning coffee" reframes the expense.
318---

Mental Accounting (Pricing)

Framing the same price differently changes perception.

Marketing application: "$1/day" feels cheaper than "$30/month." "Less than your morning coffee" reframes the expense.

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320## Design & Delivery Models
322These models help you design effective marketing systems.

Design & Delivery Models

These models help you design effective marketing systems.

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324### Hick's Law
325Decision time increases with the number and complexity of choices. More options = slower decisions = more abandonment.
327**Marketing application**: Simplify choices. One clear CTA beats three. Fewer form fields beat more.

Hick's Law

Decision time increases with the number and complexity of choices. More options = slower decisions = more abandonment.

Marketing application: Simplify choices. One clear CTA beats three. Fewer form fields beat more.

Raw lines 324 to 328
329### AIDA Funnel
330Attention → Interest → Desire → Action. The classic customer journey model.
332**Marketing application**: Structure pages and campaigns to move through each stage. Capture attention before building desire.

AIDA Funnel

Attention → Interest → Desire → Action. The classic customer journey model.

Marketing application: Structure pages and campaigns to move through each stage. Capture attention before building desire.

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334### Rule of 7
335Prospects need roughly 7 touchpoints before converting. One ad rarely converts; sustained presence does.
337**Marketing application**: Build multi-touch campaigns across channels. Retargeting, email sequences, and consistent presence compound.

Rule of 7

Prospects need roughly 7 touchpoints before converting. One ad rarely converts; sustained presence does.

Marketing application: Build multi-touch campaigns across channels. Retargeting, email sequences, and consistent presence compound.

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339### Nudge Theory / Choice Architecture
340Small changes in how choices are presented significantly influence decisions.
342**Marketing application**: Default selections, strategic ordering, and friction reduction guide behavior without restricting choice.

Nudge Theory / Choice Architecture

Small changes in how choices are presented significantly influence decisions.

Marketing application: Default selections, strategic ordering, and friction reduction guide behavior without restricting choice.

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344### BJ Fogg Behavior Model
345Behavior = Motivation × Ability × Prompt. All three must be present for action.
347**Marketing application**: High motivation but hard to do = won't happen. Easy to do but no prompt = won't happen. Design for all three.

BJ Fogg Behavior Model

Behavior = Motivation × Ability × Prompt. All three must be present for action.

Marketing application: High motivation but hard to do = won't happen. Easy to do but no prompt = won't happen. Design for all three.

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349### EAST Framework
350Make desired behaviors: Easy, Attractive, Social, Timely.
352**Marketing application**: Reduce friction (easy), make it appealing (attractive), show others doing it (social), ask at the right moment (timely).

EAST Framework

Make desired behaviors: Easy, Attractive, Social, Timely.

Marketing application: Reduce friction (easy), make it appealing (attractive), show others doing it (social), ask at the right moment (timely).

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354### COM-B Model
355Behavior requires: Capability, Opportunity, Motivation.
357**Marketing application**: Can they do it (capability)? Is the path clear (opportunity)? Do they want to (motivation)? Address all three.

COM-B Model

Behavior requires: Capability, Opportunity, Motivation.

Marketing application: Can they do it (capability)? Is the path clear (opportunity)? Do they want to (motivation)? Address all three.

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359### Activation Energy
360The initial energy required to start something. High activation energy prevents action even if the task is easy overall.
362**Marketing application**: Reduce starting friction. Pre-fill forms, offer templates, show quick wins. Make the first step trivially easy.

Activation Energy

The initial energy required to start something. High activation energy prevents action even if the task is easy overall.

Marketing application: Reduce starting friction. Pre-fill forms, offer templates, show quick wins. Make the first step trivially easy.

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364### North Star Metric
365One metric that best captures the value you deliver to customers. Focus creates alignment.
367**Marketing application**: Identify your North Star (active users, completed projects, revenue per customer) and align all efforts toward it.

North Star Metric

One metric that best captures the value you deliver to customers. Focus creates alignment.

Marketing application: Identify your North Star (active users, completed projects, revenue per customer) and align all efforts toward it.

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369### The Cobra Effect
370When incentives backfire and produce the opposite of intended results.
372**Marketing application**: Test incentive structures. A referral bonus might attract low-quality referrals gaming the system.
374---

The Cobra Effect

When incentives backfire and produce the opposite of intended results.

Marketing application: Test incentive structures. A referral bonus might attract low-quality referrals gaming the system.

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376## Growth & Scaling Models
378These models explain how marketing compounds and scales.

Growth & Scaling Models

These models explain how marketing compounds and scales.

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380### Feedback Loops
381Output becomes input, creating cycles. Positive loops accelerate growth; negative loops create decline.
383**Marketing application**: Build virtuous cycles: more users → more content → better SEO → more users. Identify and strengthen positive loops.

Feedback Loops

Output becomes input, creating cycles. Positive loops accelerate growth; negative loops create decline.

Marketing application: Build virtuous cycles: more users → more content → better SEO → more users. Identify and strengthen positive loops.

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385### Compounding
386Small, consistent gains accumulate into large results over time. Early gains matter most.
388**Marketing application**: Consistent content, SEO, and brand building compound. Start early; benefits accumulate exponentially.

Compounding

Small, consistent gains accumulate into large results over time. Early gains matter most.

Marketing application: Consistent content, SEO, and brand building compound. Start early; benefits accumulate exponentially.

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390### Network Effects
391A product becomes more valuable as more people use it.
393**Marketing application**: Design features that improve with more users: shared workspaces, integrations, marketplaces, communities.

Network Effects

A product becomes more valuable as more people use it.

Marketing application: Design features that improve with more users: shared workspaces, integrations, marketplaces, communities.

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395### Flywheel Effect
396Sustained effort creates momentum that eventually maintains itself. Hard to start, easy to maintain.
398**Marketing application**: Content → traffic → leads → customers → case studies → more content. Each element powers the next.

Flywheel Effect

Sustained effort creates momentum that eventually maintains itself. Hard to start, easy to maintain.

Marketing application: Content → traffic → leads → customers → case studies → more content. Each element powers the next.

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400### Switching Costs
401The price (time, money, effort, data) of changing to a competitor. High switching costs create retention.
403**Marketing application**: Increase switching costs ethically: integrations, data accumulation, workflow customization, team adoption.

Switching Costs

The price (time, money, effort, data) of changing to a competitor. High switching costs create retention.

Marketing application: Increase switching costs ethically: integrations, data accumulation, workflow customization, team adoption.

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405### Exploration vs. Exploitation
406Balance trying new things (exploration) with optimizing what works (exploitation).
408**Marketing application**: Don't abandon working channels for shiny new ones, but allocate some budget to experiments.

Exploration vs. Exploitation

Balance trying new things (exploration) with optimizing what works (exploitation).

Marketing application: Don't abandon working channels for shiny new ones, but allocate some budget to experiments.

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410### Critical Mass / Tipping Point
411The threshold after which growth becomes self-sustaining.
413**Marketing application**: Focus resources on reaching critical mass in one segment before expanding. Depth before breadth.

Critical Mass / Tipping Point

The threshold after which growth becomes self-sustaining.

Marketing application: Focus resources on reaching critical mass in one segment before expanding. Depth before breadth.

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415### Survivorship Bias
416Focusing on successes while ignoring failures that aren't visible.
418**Marketing application**: Study failed campaigns, not just successful ones. The viral hit you're copying had 99 failures you didn't see.
420---

Survivorship Bias

Focusing on successes while ignoring failures that aren't visible.

Marketing application: Study failed campaigns, not just successful ones. The viral hit you're copying had 99 failures you didn't see.

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422## Quick Reference
424When facing a marketing challenge, consider:
426| Challenge | Relevant Models |
427|-----------|-----------------|
428| Low conversions | Hick's Law, Activation Energy, BJ Fogg, Friction |
429| Price objections | Anchoring, Framing, Mental Accounting, Loss Aversion |
430| Building trust | Authority, Social Proof, Reciprocity, Pratfall Effect |
431| Increasing urgency | Scarcity, Loss Aversion, Zeigarnik Effect |
432| Retention/churn | Endowment Effect, Switching Costs, Status-Quo Bias |
433| Growth stalling | Theory of Constraints, Local vs Global Optima, Compounding |
434| Decision paralysis | Paradox of Choice, Default Effect, Nudge Theory |
435| Onboarding | Goal-Gradient, IKEA Effect, Commitment & Consistency |
437---

Quick Reference

When facing a marketing challenge, consider:

ChallengeRelevant Models
Low conversionsHick's Law, Activation Energy, BJ Fogg, Friction
Price objectionsAnchoring, Framing, Mental Accounting, Loss Aversion
Building trustAuthority, Social Proof, Reciprocity, Pratfall Effect
Increasing urgencyScarcity, Loss Aversion, Zeigarnik Effect
Retention/churnEndowment Effect, Switching Costs, Status-Quo Bias
Growth stallingTheory of Constraints, Local vs Global Optima, Compounding
Decision paralysisParadox of Choice, Default Effect, Nudge Theory
OnboardingGoal-Gradient, IKEA Effect, Commitment & Consistency
Raw lines 422 to 438
439## Task-Specific Questions
4411. What specific behavior are you trying to influence?
4422. What does your customer believe before encountering your marketing?
4433. Where in the journey (awareness → consideration → decision) is this?
4444. What's currently preventing the desired action?
4455. Have you tested this with real customers?
447---

Task-Specific Questions

  1. What specific behavior are you trying to influence?
  2. What does your customer believe before encountering your marketing?
  3. Where in the journey (awareness → consideration → decision) is this?
  4. What's currently preventing the desired action?
  5. Have you tested this with real customers?
Raw lines 439 to 448
449## Related Skills
451- **cro**: Apply psychology to page optimization
452- **copywriting**: Write copy using psychological principles
453- **popups**: Use triggers and psychology in popups
454- **pricing-page optimization**: See cro for pricing psychology
455- **ab-testing**: Test psychological hypotheses

Related Skills

  • cro: Apply psychology to page optimization
  • copywriting: Write copy using psychological principles
  • popups: Use triggers and psychology in popups
  • pricing-page optimization: See cro for pricing psychology
  • ab-testing: Test psychological hypotheses
Raw lines 449 to 455
Names a skill popups :453
Names a skill ab-testing :455

From coreyhaines31/marketingskills at 88c79f6, 2026-10-30. Skills read by DeepSeek V4.1 Flash on 2026-11-04. Summary and techniques by Claude Opus 5.5 on 2026-11-06.