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Hooked, CH01 THE HABIT ZONE

CH01 THE HABIT ZONE

1. THE HABIT ZONE

When I run, I zone out. I don't think about what my body is doing and my mind usually wanders elsewhere. I find it relaxing and refreshing, and run about three mornings each week. Recently, I needed to take an overseas client call during my usual morning run time. “No biggie,” I thought. “I can run in the evening instead.” However, the time-shift created some peculiar behaviors that night.

I left the house for my run at dusk and as I was about to pass a woman taking out her trash, she made eye contact and smiled. I politely saluted with, “Good morning!” — then caught my mistake. “I mean, good evening! Sorry!” I corrected myself, realizing I was about 10 hours off. She furrowed her brow and cracked a nervous smile.

Slightly embarrassed, I noted how my mind had been oblivious to the time of day. I chided myself not to do it again, but within a few minutes I passed another runner and again — as if possessed — I blurted out, “Good morning!” What was going on?

Back home, during my normal post-run shower, my mind began to wander again as it often does when I bathe. My brain's autopilot switch turned on and I proceeded with my daily routine, unaware of my actions. It wasn't until I felt the nick of the razor cutting my face that I realized I had lathered-up and started shaving. Although it is something I do every morning, shaving was painfully unnecessary in the evening. And yet, I'd done it anyway, unknowingly. The evening version of my morning run had triggered a behavioral script that instructed my body to carry out my usual, run-related activities — all 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.

[xvii]

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.

[xviii]

Habits form when the brain takes a shortcut and stops actively deliberating over what to do next.

[xix] 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 cuticles 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.

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). CLTV is the amount of money made from a customer before she 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.”

[xx] Buffett and his partner, Charlie Munger, realized that as customers form routines around a product, they come to depend upon it and become less price-sensitive. The duo have pointed to consumer psychology as the rationale behind their famed investments in companies like See's Candies and Coca-Cola. [xxi] 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. Selling virtual items, extra lives, and special powers is where the real money lies.

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 a million dollars per day. [xxii]

This pattern also applies to other services. Take Evernote, the popular note-taking and archiving software, for example. The software is free to use but the company offers upgraded features like 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 non-paying users into revenue generating ones. [xxiii] 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 33, 11 percent of users had started paying. At month 42, a remarkable 26 percent of customers were paying for something they had previously used for free.

[xxiv]

Supercharging Growth

Users who continually 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 tech-entrepreneur turned venture capitalist, David Skok points out, “The most important factor to increasing growth is ... Viral Cycle Time.”

[xxv] 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.”

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.”

[xxvi]

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 typebars of early machines.

[xxvii] Of course, 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.

QWERTY survives due to the high costs of changing user behavior. When first introduced to the keyboard, we chicken-peck at the keys one-by-one, usually with just a finger or two. After months of practice, we instinctively learn to activate all our fingers in response to our thoughts with little to no conscious effort, and the words begin to flow effortlessly from mind to screen. But switching to an unfamiliar keyboard — even if more efficient — would force us to re-learn how to type. Fat chance!

As we will learn in chapter five, users also increase their dependency on habit-forming products by storing value in them — further reducing the likelihood of switching to an alternative. For example, every email sent and received using Google's Gmail is stored indefinitely, providing users with a lasting repository of past conversations. New followers on Twitter increase users’ clout and amplify their ability to transmit messages to their communities. Memories and experiences captured on Instagram are added to one's digital scrapbook. Switching to a new email service, social network, or photo-sharing app becomes more difficult the more people use them. The non-transferrable value created and stored inside these services discourages users from leaving.

Ultimately, user habits increase a business's return on investment. Higher customer lifetime value, greater pricing flexibility, supercharged growth, and a sharpened competitive edge together equal a more powerful bang for the company's buck. *

Building the Mind Monopoly

Companies that succeed in building a habit-forming business are often associated with game-changing, wildly successful innovation. But like any discipline, habit design has rules and caveats that define and explain why some products change lives while others do not.

For one, new behaviors have a short half-life, as our minds tend to revert to our old ways of thinking and doing. Experiments show that lab animals habituated to new behaviors tend to regress to their first learned behaviors over time.

[xxviii] To borrow a term from accounting, behaviors are LIFO — “last in, first out.” In other words, the habits you've most recently acquired are also the ones most likely to go soonest. This helps explain the overwhelming evidence that people rarely change their habits for long. Two-thirds of alcoholics who complete a rehabilitation program will pick up the bottle, and their old habits, within a year's time. [xxix] Research shows that nearly everyone who loses weight on a diet gains back the pounds within two years.

[xxx]

The enemy of forming new habits is past behaviors, and research suggests that old habits die hard. Even when we change our routines, neural pathways remain etched in our brains, ready to be reactivated when we lose focus.

[xxxi] This presents an especially difficult challenge for product designers trying to create new lines or businesses based on forming new habits.

For new behaviors to really take hold, they must occur often. In a recent study at the University College London, researchers followed participants as they attempted to form a habit of flossing their teeth.

[xxxii] As one of its findings, the study concluded that the more frequently the new behavior occurred, the stronger the habit became. Like flossing, frequent engagement with a product — especially over a short period of time — increases the likelihood of forming new routines.

Google Search provides an example of a service built upon a frequent behavior that helped create users’ habits. If you're skeptical that Google is habit-forming (and you are a frequent Google user), just try using Bing. In a head-to-head comparison of the efficacy of an incognito search, the products are nearly identical.

[xxxiii] Even if the geniuses at Google have in fact perfected a faster algorithm, the time saved is imperceptible to everyone but robots and Mister Spock. Milliseconds matter, but they don't hook users. So why haven't more Google users switched to Bing? Habits keep users loyal. If a user is familiar with the Google interface, switching to Bing requires cognitive effort. Although many aspects of Bing are similar to Google, even a slight change in pixel placement forces the would-be user to learn a new way of interacting with the site. Adapting to the differences in the Bing interface is what actually slows down regular Google users and makes Bing feel inferior, not the technology itself.

Internet searches occur so frequently that Google is able to cement itself as the one and only solution in the habituated user's mind. Users no longer need to think about whether or not to use Google, they just do. Furthermore, whenever the company can identify the user through tracking technology, it improves search results based on past behaviors to deliver a more accurate and personalized experience, reinforcing the user's connection with the search engine. The more the product is used, the better the algorithm gets and thus, the more it is used. The result is a virtuous cycle of habit-driven behavior resulting in Google's market domination. [xxxiv]

Habit as Strategy

Sometimes a behavior does not occur as frequently as flossing or Googling, but it still becomes a habit. For an infrequent action to become a habit, the user must perceive a high degree of utility, either from gaining pleasure or avoiding pain.

Take Amazon as an example: The e-tailer has its sights set on becoming the world's one-stop shop. Amazon is so confident in its ability to form user habits that it sells and runs ads for directly competitive products on its site.

[xxxv] Customers often see the item they are about to buy listed at a cheaper price and can click away to transact elsewhere. To some, this sounds like a formula for disaster. But to Amazon, it is a shrewd business strategy.

Not only does Amazon make money from the ads it runs from competing businesses, but it also utilizes other companies’ marketing dollars to form a habit in the shopper's mind. Amazon seeks to become the solution to a frequently occurring pain-point — the customer's desire to find the items they want. By addressing shoppers’ price concerns, Amazon earns loyalty even if it doesn't make the sale, and comes across as trustworthy in the process. The tactic is backed by a 2003 study, which demonstrated that consumers’ preference for an online retailer increases when they are offered competitive price information. [xxxvi] The technique has also been used by Progressive, the car insurance company, to drive over $15 billion of annual insurance sales, up from just $3.4 billion before the tactic was implemented.

By allowing users to comparison shop from within the site, Amazon provides tremendous perceived utility to its customers. Although shopping on Amazon may not occur as frequently as searching on Google, the company solidifies its place as the default solution to customers’ purchasing needs with each successful transaction. In fact, people are so comfortable comparison shopping on Amazon that they frequently use the company's mobile app to check prices when standing in the aisles of real stores — often making a purchase from inside a competing retailer. [xxxvii]

In the Habit Zone

A company can begin to determine its product's habit-forming potential by plotting two factors: frequency (how often the behavior occurs) and perceived utility (how useful and rewarding the behavior is in the user's mind over alternative solutions). Googling occurs multiple times per day, but any particular search is negligibly better than rival services like Bing. Conversely, using Amazon may be a less frequent occurrence, but users receive great value knowing they'll find whatever they need at the one and only “everything store.” [xxxviii]

As represented in figure 1, a behavior that occurs with enough frequency and perceived utility enters the Habit Zone, helping to make it a default behavior. If either of these factors falls short and the behavior lies below the threshold, it is less likely that the desired behavior will become a habit.

Note that the line slopes downward but never quite reaches the perceived utility axis. Some behaviors never become habits because they do not occur frequently enough. No matter how much utility is involved, infrequent behaviors remain conscious actions and never create the automatic response that is characteristic of habits. On the other axis however, even a behavior which provides minimal perceived benefit can become a habit simply because it occurs frequently.

Figure 1

This concept is meant to be a guiding theory and the scale of the illustration is intentionally left blank. Unfortunately for companies, research thus far has not found a universal timescale for turning all behaviors into habits. A 2010 study found that some habits can be formed in a matter of weeks while others can take more than five months.

[xxxix] The researchers also found that the complexity of the behavior and how important the habit was to the person greatly affected how quickly the routine was formed.

There are few rules when it comes to answering “how frequent is frequent enough?” and the answer is likely specific to each business and behavior. However, as the previously mentioned flossing study demonstrates, we know that higher frequency is better.

Think of the products and services you would identify as habit-forming. Most of these are used daily, if not multiple times per day. Now, let's explore why we use these products so frequently. *

Vitamins vs. Painkillers

It's never been easier to launch a new product or service, yet most new endeavors fail. Why? Products fail for a variety of reasons: Companies run out of funding, products enter markets too early or too late, the marketplace doesn't need what companies are offering, or founders simply give up. Just as failure has many causes, success too can be attributed to a variety of factors. However, one thing is common to all successful innovations — they solve problems. That may seem obvious, but understanding the kind of problem a new product solves can be a topic of much debate.

“Are you building a vitamin or painkiller?” is a common, almost clichéd question many investors ask founders eager to cash their first venture capital check. The correct answer, from the perspective of most investors, is the latter: a painkiller. Likewise, innovators in companies big and small are constantly asked to prove their idea is important enough to merit the time and money needed to build it. Gatekeepers such as investors and managers want to invest in solving real problems — or, meeting immediate needs — by backing painkillers.

Painkillers solve an obvious need, relieving a specific pain and often have quantifiable markets. Think Tylenol, the brand name version of acetaminophen, and the product's promise of reliable relief. It's the kind of ready-made solution for which people are happy to pay. In contrast, vitamins do not necessarily solve an obvious pain-point. Instead they appeal to users’ emotional rather than functional needs. When we take our multivitamin each morning, we don't really know if it is actually making us healthier. In fact, recent evidence shows taking multivitamins may actually be doing more harm than good.

[xl]

But we don't really care, do we? Efficacy is not why we take vitamins. Taking a vitamin is a "check it off your list" behavior we measure in terms of psychological, rather than physical, relief. We feel satisfied that we are doing something good for our bodies — even if we can't tell how much good it is actually doing us. Unlike a painkiller, which we can not function without, missing a few days of vitamin popping, say while on vacation, is no big deal. So perhaps managers and investors know best? Perhaps building painkillers, not vitamins, is always the right strategy.

Not so fast.

Let's consider a few of today's hottest consumer technology companies — say Facebook, Twitter, Instagram, and Pinterest. What are they selling — vitamins or painkillers? Most people would guess vitamins, thinking users aren't doing much of anything important other than perhaps seeking a quick boost of social validation. After all, think back to before you first started using these services. No one ever woke up in the middle of the night screaming, “I need something to help me update my status!”

But like so many innovations, we did not know we needed them until they became part of our everyday lives. Before making up your mind on the vitamin or painkiller debate for some of the world's most successful tech companies, consider this idea: A habit is when not doing an action causes a bit of pain. It is important to clarify that the term “pain,” as it is frequently used in business school and marketing books, is somewhat hyperbolic. In reality, the experience we are talking about is more similar to an “itch,” a feeling that manifests within the mind and causes discomfort until it is satisfied. The habit-forming products we use are simply there to provide some sort of relief. Using a technology or product to scratch the itch provides faster satisfaction than ignoring it. Once we come to depend on a tool, nothing else will do.

My answer to the vitamin or painkiller question is that habit-forming technologies are both. These services seem, at first, to be offering nice-to-have vitamins, but once the habit is established, they provide an ongoing pain remedy.

Seeking pleasure and avoiding pain are two key motivators in all species. When we feel discomfort, we seek to escape the uncomfortable sensation. In the next chapter, we will explore how emotions, often negative ones, trigger users to reach for solutions. But for now, the important thing to remember is that habit-forming products create associations in users’ minds — and that the solution to their pain may be found in your product's use. We'll discuss the morality of manipulation in chapter eight; however, it is worth noting that although some people use the terms interchangeably, habits are not the same things as addictions. Addictions are persistent, compulsive dependencies on a behavior or substance. Addictions, by definition, are self-destructive. Thus, it is irresponsible to make products that rely on creating and maintaining user addiction, since doing so would mean intentionally harming people.

A habit, on the other hand, is a behavior that can have a positive influence on a person's life. Habits can be healthy or unhealthy, and you likely have several helpful habits you carry out throughout your day. Did you brush your teeth today? Take a shower? Did you express gratitude by saying “thanks?” Or in my case, say “Good morning” while on an evening jog? These are common behaviors done with little or no deliberation — they are habits.

Diving Into The Hook Model

Ready to learn more about creating positive user habits? Read on to gain a deeper understanding of the Hook Model: A simple yet powerful way to help your customers form habits that connect their problem with your solution.

In the next chapters, we dive into each phase of the Hook Model. Along the way, I will provide examples you can use in the design of your own product or service. By learning a few fundamentals of how the mind works, you will increase your odds of building the right product faster.

By progressing users through the four steps of the Hook Model, — trigger, action, variable reward, and investment — hooks form habits.

Remember and Share

- For some businesses, forming habits is a critical component to success, but not every business requires habitual user engagement.

- Habits can not form outside the “Habit Zone,” where the behavior occurs with enough frequency and perceived utility.

- Habit-forming products often start as nice-to-haves (vitamins) but once the habit is formed, they become must-haves (painkillers).

- Habit-forming products alleviate users’ pain by relieving a pronounced itch. - Designing habit-forming products is a form of manipulation. Product builders would benefit from a bit of introspection before attempting to hook users to make sure they are building healthy habits, not unhealthy addictions (more to come on this topic in chapter eight).

Do This Now

If you are building a habit-forming product, write down the answers to these questions:

- What habits does your business model require?

- What problem are users turning to your product to solve?

- How do users currently solve that problem and why does it need a solution?

- How frequently do you expect users to engage with your product?

- What user behavior do you want to make into a habit?

CH01 THE HABIT ZONE |||區域 Chapter||| CH01 DIE GEWOHNHEITSZONE CH01 Η ΖΏΝΗ ΣΥΝΉΘΕΙΑΣ CH01 LA ZONA DE HÁBITOS CH01 LA ZONE DES HABITUDES CH01 LA ZONA DELL'ABITUDINE CH01 ハビットゾーン CH01 습관 영역 CH01 ĮPROČIŲ ZONA CH01 STREFA NAWYKU CH01 A ZONA DE HÁBITOS CH01 ЗОНА ПРИВЫЧКИ CH01 ALIŞKANLIK BÖLGESİ CH01 ЗОНА ПРОЖИВАННЯ CH01 习惯区 CH01 習慣區

1\\. THE HABIT ZONE

When I run, I zone out. At the time||jog or sprint||| ||||desconecto-me| ||||me desconecto| Wenn ich laufe, schalte ich aus. Cuando corro, me desconecto. Quand je cours, je me déconnecte. Quando corro, mi distraggo. Когда я бегу, я отключаюсь. I don’t think about what my body is doing and my mind usually wanders elsewhere. ||||||||||||||to another place |||||||||||||drifts| eu|não||||||||||||| |||||||||||||lưu lạc| ||||||||||||||gdzie indziej |||||||||||||さまよう| |||||||||||||divaga|en otro lugar No pienso en lo que está haciendo mi cuerpo y mi mente por lo general divaga en otra parte. Je ne pense pas à ce que mon corps fait et mon esprit divague généralement ailleurs. 我不会考虑我的身体在做什么，我的思绪通常会飘到别处。 I find it relaxing and refreshing, and run about three mornings each week. |||||rafraîchissant||||||| |||||refrescante||||||| Lo encuentro relajante y refrescante, y corro unas tres mañanas a la semana. Je trouve cela relaxant et rafraîchissant, et je cours environ trois matins par semaine. Recently, I needed to take an overseas client call during my usual morning run time. ||||||internacional|||||||| ||||||à l'étranger|||pendant||||| ||||||international|||||||| ||musiałem||||zagranicznego|||||||| recentemente|||||||||||||| Recientemente, necesitaba atender una llamada de un cliente en el extranjero durante mi tiempo de ejecución matutino habitual. Niedawno musiałem odebrać telefon od zagranicznego klienta podczas mojego zwykłego porannego biegu. Недавно мне нужно было ответить на звонок зарубежного клиента в обычное утреннее время. 最近，我需要在平时的晨跑时间接听一个海外客户的电话。 “No biggie,” I thought. |big deal|| |no problem|| |sem problema|| |vấn đề lớn|| |nic wielkiego|| |no es gran cosa|| “No es gran cosa”, pensé. «Ничего страшного, — подумал я. “I can run in the evening instead.” However, the time-shift created some peculiar behaviors that night. |||||||||||||peculiar||| ||||||||||time change|||strange behaviors||| |||||||||||||kỳ lạ||| |||||||sin embargo|||||||comportamientos peculiares|| |||||||||||||奇妙な||| |||||||||przesunięcie|przesunięcie|||dziwne||| "Puedo correr por la noche en su lugar". Sin embargo, el cambio de tiempo creó algunos comportamientos peculiares esa noche. "Zamiast tego mogę biegać wieczorem". Jednak zmiana czasu spowodowała pewne osobliwe zachowania tej nocy. «Вместо этого я могу бегать вечером». Однако в ту ночь сдвиг во времени создал некоторые особенности поведения.

I left the house for my run at dusk and as I was about to pass a woman taking out her trash, she made eye contact and smiled. ||||||||il crepuscolo||||||||||||||||||| ||||||||crépuscule||||||||||||||||||| ||||||||twilight time|||||||||||||||||contact|| eu||||||||||||||||||||||||||| ||||||||hoàng hôn||||||||||||||||||| ||||||||zmierzchu||||||||||||||||||| ||||||||夕暮れ||||||||||||||||||| |salí|||||||anochecer||||||||||||||||||| Salí de la casa para correr al anochecer y cuando estaba a punto de pasar a una mujer que sacaba la basura, me miró a los ojos y sonrió. Wyszłam z domu na bieg o zmierzchu i gdy miałam minąć kobietę wynoszącą śmieci, nawiązała kontakt wzrokowy i uśmiechnęła się. Я вышел из дома на пробежку в сумерках, и когда я собирался пройти мимо женщины, выносящей мусор, она посмотрела мне в глаза и улыбнулась. I politely saluted with, “Good morning!” — then caught my mistake. ||chào||||||| |with courtesy|greeted|||Good morning|||| |丁寧に|敬礼した||||||| |cortésmente|saludé|||||me di cuenta|| |||||||zdałem sobie sprawę|| Saludé cortésmente con: “¡Buenos días!” — entonces captó mi error. Я вежливо отсалютовал: "Доброе утро!" - а потом понял свою ошибку. “I mean, good evening! Sorry!” I corrected myself, realizing I was about 10 hours off. Perdón||||dándome cuenta||||| ¡Lo siento!" Me corregí, dándome cuenta de que tenía unas 10 horas de descanso. She furrowed her brow and cracked a nervous smile. |furrowed = contracted||||||| |wrinkled||forehead||cracked||| |nhíu||trán||||| |zmarszczyła||||wydała||| |しわを寄せ||||||| |frunció||ceño||sonrió nerviosamente||| Ella frunció el ceño y esbozó una sonrisa nerviosa.

Slightly embarrassed, I noted how my mind had been oblivious to the time of day. |||||||||ignoring||||| |self-conscious||||||||unaware of||||| ligeramente|||||||||ajena||||| lekko|||||||||niezauważający||||| |||||||||無頓着だった||||| Leicht verlegen stellte ich fest, dass mein Verstand die Tageszeit nicht bemerkt hatte. Ligeramente avergonzado, noté cómo mi mente había sido ajena a la hora del día. Слегка смутившись, я отметил, что мой разум не обратил внимания на время суток. 我有点尴尬，注意到我的大脑已经忘记了一天中的时间。 I chided myself not to do it again, but within a few minutes I passed another runner and again — as if possessed — I blurted out, “Good morning!” What was going on? |reprimanded||||||||||||||||||||||blurted out = said suddenly||||||| |scolded||||||||||||||||||||controlled by a spirit||spoke impulsively||||||| |mắng||||||||||||||||||||||thốt lên||||||| |upomniałem||||||||||||||||||||opętany||wyrwało|wyrwałem|||||| |||||||||||||||||||||||口を滑らせ||||||| |Me reprendí||||||||dentro de||||||otro||||||poseído por||solté de repente||||||| Me reprendí a mí mismo para no volver a hacerlo, pero a los pocos minutos pasé a otro corredor y nuevamente, como si estuviera poseído, solté: "¡Buenos días!" ¿Que esta pasando? Ganiłem się, żeby nie robić tego ponownie, ale w ciągu kilku minut minąłem kolejnego biegacza i znów - jak opętany - wymamrotałem "Dzień dobry!". Co się działo? Я укорял себя, что больше не буду этого делать, но через несколько минут мимо меня пробежал еще один бегун, и я снова, словно одержимый, прокричал: "Доброе утро!". Что происходит?

Back home, during my normal post-run shower, my mind began to wander again as it often does when I bathe. ||||||||||||блуждать||||||||to bathe ||||||||||||wędrować||||||gdy|| ||||||||||comenzó||divagar||||||||me baño de volta|||||||||||||||||||| ||||||||||||lang thang|||||||| De regreso a casa, durante mi ducha normal posterior a la carrera, mi mente comenzó a divagar nuevamente, como sucede a menudo cuando me baño. My brain’s autopilot switch turned on and I proceeded with my daily routine, unaware of my actions. ||||||||I proceeded|||||unaware||| |||toggle|||||went ahead||||||||behaviors ||tự động|||||||||||không nhận thức được||| |||przełącznik||||||||||||| ||自動操縦|||||||||||||| ||||||||continué con|||||sin saber||| El piloto automático de mi cerebro se encendió y seguí con mi rutina diaria, sin darme cuenta de mis acciones. It wasn’t until I felt the nick of the razor cutting my face that I realized I had lathered-up and started shaving. |||||||||бритва|||||||||намазал|||| ||||||||la|||||||me suis rendu compte||||||| ||||||small cut|||razor|shaving||||||||applied shaving cream|||| ||||||||||||||||||bôi xà phòng|||| ||hasta que||||corte|||navaja de afeitar|cortando|||||||había|me había enjabonado|me había enjabonado|||afeitándome ||||||||||||||||||泡立てた|||| ||||||cięcie||||||||||||natarłem|||| No fue hasta que sentí el corte de la navaja cortando mi cara que me di cuenta de que me había enjabonado y comencé a afeitarme. Ce n'est que lorsque j'ai senti l'entaille du rasoir sur mon visage que j'ai réalisé que j'avais fait de la mousse et que j'ai commencé à me raser. Although it is something I do every morning, shaving was painfully unnecessary in the evening. ||||||||||excruciatingly|||| ||||||||||非常に|||| aunque||||||||||dolorosamente|innecesario dolorosamente||| And yet, I’d done it anyway, unknowingly. |||l'avais fait|||à mon insu ||||||without realizing ||||||知らずに ||||||sin saberlo ||||||nieświadomie Y, sin embargo, lo había hecho de todos modos, sin saberlo. The evening version of my morning run had triggered a behavioral script that instructed my body to carry out my usual, run-related activities — all without mindful awareness. |||||||||||||||||||||||||||осознанности ||||||||||behavioral||||||||||||||||mindful| ||||||||wywołał||||||||||||||||||| ||||||||activado||comportamental|guion conductual||instruyó a||||realizar|||||||||consciente|conciencia plena La versión vespertina de mi carrera matutina había desencadenado un guión de comportamiento que le indicaba a mi cuerpo que llevara a cabo mis actividades habituales relacionadas con la carrera, todo sin una conciencia plena. 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. |||||вкоренившиеся|||||||||||||оценкам||||||| |||||deep-seated|routines behaviors practices||||||||||||||||||| |||||ăn sâu|||||||||||||||||||| tal|||||arraigados||||||||consciente|||||estimaciones||||||| ||||||||||||||||||推定||||||| |||||zakorzenionych|||||||||||||szacunkach||niemal||||| Bazı tahminlere göre günlük eylemlerimizin neredeyse yarısına rehberlik eden kökleşmiş alışkanlıkların - bilinçli olarak çok az düşünerek veya hiç düşünmeden yapılan davranışların - doğası böyledir.

[xvii] seventeen 第十七

Habits are one of the ways the brain learns complex behaviors. |||||||mózg|uczy się|| Nawyki są jednym ze sposobów, w jaki mózg uczy się złożonych zachowań. Привычки - это один из способов, с помощью которого мозг учится сложному поведению. 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. ||||||||||внимание|||||||||||||||||||непроизвольные| ||||||||||||||||||||basic|basal ganglia||||||related to||uncontrolled actions| |||||||||||||||lưu trữ|||||vùng nền|hạch||||||||không tự nguyện| los neurocientíficos|||||||||||||||almacenando||respuestas automáticas||||||||||asociada con||involuntarias| 神経科学者|||||||||||||||||||||基底核||||||||不随意の| |||||||||||||||przechowywaniu||||jądra podstawne|podstawowych|jądra podstawne||||||||nieświadome| Неврологи считают, что привычки дают нам возможность концентрировать внимание на других вещах, сохраняя автоматические реакции в базальных ганглиях - области мозга, связанной с непроизвольными действиями.

[xviii] Eighteen

Habits form when the brain takes a shortcut and stops actively deliberating over what to do next. |||||||||||размышляя||||| |||||||||||carefully considering options||||| |||||||||||cân nhắc||||| |||||||atajo||||deliberando activamente||||| |||||||||||熟考する||||| |||||||skrócie|||aktywnie|decyduje||||| Привычки формируются, когда мозг выбирает короткий путь и перестает активно размышлять над тем, что делать дальше.

[xix] The brain quickly learns to codify behaviors that provide a solution to whatever situation it encounters. ||||||кодировать||||||||||встречает xix||||||systematize|||||||||| ||||||mã hóa|||||||||| ||||||kodować||||||||||napotyka ||||||行動を体系化|||||||||| |||rápidamente|||||||||||||encuentra [xix] Мозг быстро учится кодировать поведение, которое обеспечивает выход из любой ситуации, с которой он сталкивается.

For example, nail biting is a common behavior that occurs with little or no conscious thought. |||||||||происходит|||||| |||||||||ocurre|||||| Por ejemplo, morderse las uñas es un comportamiento común que ocurre con poco o ningún pensamiento consciente. Например, обкусывание ногтей - это обычное поведение, которое происходит практически без сознательного мышления. Initially, the biter might start chomping on her cuticles for a reason — to remove an unsightly hangnail, for example. |||||грызть|||кутикулы||||||||задирка|| Au début|||||||||||||||||| ||person who bites|||chewing vigorously|||nail edges|||||||unattractive|torn nail skin|| ||||||||||||||||móng tay bị xước|| początkowo||gryzacz|||gryzienia|||skórki|||||||nieestetyczny|skórka|| ||噛む人|||かじる||||||||||||| ||mordedor|||mordiendo|||cutículas|||razón específica||||antiestético|pellejito colgante|| Inicialmente, el mordedor podría comenzar a morderse las cutículas por una razón, por ejemplo, para quitarse un padrastro antiestético. However, when the behavior occurs for no conscious purpose — simply as an automatic response to a cue — the habit is in control. ||||происходит|||||просто|||||||сигнал||||| ||||||||||||||||bodziec||||| ||||||||propósito consciente||||automático||||señal||||| ||||||||||||||||dấu hiệu||||| Sin embargo, cuando el comportamiento ocurre sin un propósito consciente, simplemente como una respuesta automática a una señal, el hábito tiene el control. Cependant, lorsque le comportement se produit sans but conscient - simplement comme une réponse automatique à un indice - l'habitude est sous contrôle. Однако когда поведение происходит без сознательной цели - просто как автоматическая реакция на сигнал - привычка находится под контролем. For many persistent nail biters, the unconscious trigger is the unpleasant feeling of stress. для||||||||||неприятный||| ||||nail chewers||||||||| ||persistentes||mordedores de uñas||inconsciente|desencadenante inconsciente|||desagradable|||estrés ||uporczywy||||nieświadomy|wyzwalacz|||||| |||||||gatilho|||||| Para muchos mordedores de uñas persistentes, el desencadenante inconsciente es la desagradable sensación de estrés. 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. |||||||||||||||||||становится||||| ||||associates|||||chomping||||||||||||||| |||||||||||||||||||||||warunkową| |||||||||||||alivio temporal||||||se vuelve||||| Cuanto más asocia el mordedor el acto de morderse las uñas con el alivio temporal que proporciona, más difícil se vuelve cambiar la respuesta condicionada. Чем больше кусающий ассоциирует акт обгрызания ногтей с временным облегчением, тем сложнее изменить обусловленную реакцию.

Like nail biting, many of our daily decisions are made simply because that was the way we have found resolution in the past. Как|||||||||||||||||||||| |||||||||||||||||||解決策||| ||||||||||||||||my|||rozwiązanie||| như|||||||||||||||||||giải quyết||| Como morderse las uñas, muchas de nuestras decisiones diarias se toman simplemente porque esa fue la forma en que encontramos resolución en el pasado. Как и в случае с кусанием ногтей, многие из наших повседневных решений принимаются просто потому, что именно так мы находили решение в прошлом. 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. |||suy ra||||||||||||||||||||||| |||concludes||||||||||||||||||||||| |||推論する||||||||||||||||||||||| |||wnioskuje||||||||||||||||||||||| El cerebro deduce automáticamente que si la decisión fue buena ayer, hoy es una apuesta segura y la acción se convierte en una rutina.

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. |||||||||||||||||||||chào hỏi||||nói||||||| |||||||||||||||||||||||||uttered||||||inappropriate| ||||||||||||||||||||||więc|||wypowiedziałem||||||nieodpowiednie| |||||||||||||||||||||saludo habitual|thus|||pronuncié||||||| |||||||||||||||||||||||||||||||不適切に| En mi carrera, mi cerebro había asociado hacer contacto visual con otra persona durante mi carrera con el estándar "¡Buenos días!" saludo, por lo que automáticamente pronuncié estas palabras sin importar cuán inapropiadamente sincronizadas. Lors de ma course, mon cerveau avait associé le fait d'établir un contact visuel avec une autre personne à la formule de salutation standard "Bonjour !

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. Если|||||||||||||использование|||||||||благо|| |||||||||||||harnessing|||||||||benefit|| |||||||||||||khai thác|||||||||lợi ích|| ||||||||guiando|||||aprovechar|||||||||beneficio|| |||||||||||||活用する||||||||||| ||||||||||||na pewno|wykorzystanie|||||||||korzyść|| Si nuestros comportamientos programados son tan influyentes para guiar nuestras acciones cotidianas, seguramente aprovechar el mismo poder de los hábitos puede ser una bendición para la industria. Indeed, for those able to shape them in an effective way, habits can be very good for the bottom line. thật vậy||||||||||||||||||| rzeczywiście||||||||||||||||||| De hecho, para aquellos que pueden moldearlos de manera efectiva, los hábitos pueden ser muy buenos para el resultado final.

Habit-forming products change user behavior and create unprompted user engagement. ||||||||tự phát|| ||||||||non sollicité|| ||||||||without prompting|| ||||||||sin estímulo||coinvolgimento 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. ||||влиять на||к|||товар||||||||||явных|||||||| |||||||||||||||||||manifeste|||||||| |||||||||||||||||||explicit or direct||||||||promotions |||||||||||||||||||rõ ràng|||||||| |objetivo||||||||||||||||dependiendo||explícitas|||||||| |||||||||||||||||||明示的な|||||||| |||||||||||||||||poleganie||jawnych|||||||| Цель состоит в том, чтобы побудить клиентов использовать ваш продукт самостоятельно, снова и снова, не полагаясь на открытые призывы к действию, такие как реклама или рекламные акции. 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. |||||||||||||||||||||giết||||| |||||||||zachęcany||||||||||||||||| Una vez que se forma un hábito, el usuario se activa automáticamente para usar el producto durante eventos de rutina, como querer matar el tiempo mientras espera en la fila.

However, the framework and practices explored in this book are not one-size-fits-all and do not apply to every business or industry. ||||||||||не подходит||||||||||||| |||||探求された|||||||||||||||||| ||ramy||||w||||||||||||||||| Sin embargo, el marco y las prácticas exploradas en este libro no son de talla única y no se aplican a todos los negocios o industrias. Однако рамки и методы, рассмотренные в этой книге, не являются универсальными и не применимы к каждому предприятию или отрасли. Entrepreneurs should evaluate how user habits impact their particular business model and goals. ||оценить|||||||||| 起業家|||||||||||| przedsiębiorcy||||||||konkretnego|||| Los empresarios deben evaluar cómo los hábitos de los usuarios impactan en su modelo de negocio y objetivos particulares. Предприниматели должны оценить, как привычки пользователей влияют на их конкретную бизнес-модель и цели. While the viability of some products depends on habit-formation to thrive, that is not always the case. |||||||||||развиваться|||||| ||viability|||||||||thrive|||||| ||tính khả thi|||||||||thành công|||||| ||opłacalność|||||||||odnieść sukces|||||| ||実現可能性||||||||||||||| |||||||||||prosperar|||||| Si bien la viabilidad de algunos productos depende de la formación de hábitos para prosperar, no siempre es así. Хотя жизнеспособность некоторых продуктов зависит от формирования привычек, это не всегда так.

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. ||||редко||||||||||привычных||||||||||вовлеченность |||||||||||||||||au moins||||||| ||||rarely|||||||||||||||||||| ||||||||||||||習慣的な|||||||||| ||||rzadko|||||||||||||||||||| Por ejemplo, las empresas que venden productos o servicios comprados o usados con poca frecuencia no requieren usuarios habituales, al menos, no en el sentido de compromiso diario. Например, компании, продающие редко покупаемые или используемые продукты или услуги, не нуждаются в постоянных пользователях - по крайней мере, не в смысле ежедневного участия. Örneğin, nadiren satın alınan veya kullanılan ürün veya hizmetleri satan şirketler, en azından günlük etkileşim anlamında, alışkanlık haline gelmiş kullanıcılara ihtiyaç duymazlar. Life insurance companies, for instance, leverage salespeople, advertising, and word-of-mouth referrals and recommendations to prompt consumers to buy policies. ||компании|||используют|продавцы страховки|||||рекомендации||||||||| ||||||||||||word-of-mouth recommendations|||||||| ||||||||||||giới thiệu||||thúc đẩy||||hợp đồng |||||aprovechan|||||||||||incitar a|||| |保険|||||||||||紹介||||促す|||| ||||na przykład|wykorzystują|||||||polecenia|||||||| Las compañías de seguros de vida, por ejemplo, aprovechan los vendedores, la publicidad y las referencias y recomendaciones de boca en boca para incitar a los consumidores a comprar pólizas. Например, компании по страхованию жизни используют продавцов, рекламу, а также рекомендации и обращения из уст в уста, чтобы побудить потребителей купить полис. Once the policy is bought, there is nothing more the customer needs to do. Una vez que se compra la póliza, no hay nada más que el cliente deba hacer. Une fois la police souscrite, le client n'a plus rien à faire.

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. ||||||||||||||постоянном|||||||||| ||||||||||||||continu|||||||||| |||||||||||||||no solicitada||||por lo tanto||||| ||||||||||||||ciągłego|niezachęcane||||||||| ||||||||||||||liên tục|không cần nhắc nhở||||||||| En este libro, me refiero a productos en el contexto de empresas que requieren una participación del usuario continua y espontánea y, por lo tanto, necesitan desarrollar hábitos de usuario. I exclude companies that compel customers to take action through other means. ||компании||заставляют||||||| ||||||à||||| ||||force or pressure||||||| ||||ép||||||| |wykluczam|||zmuszają||||||| ||||強制する||||||| ||||obligan|||||||medios Excluyo a las empresas que obligan a los clientes a tomar medidas por otros medios.

Before diving into the mechanics of how habits are made, we must first understand their general importance and competitive benefits for businesses. ||||механика||||||||||||||||| ||||||the process||||||||||||||| ||||mechanizmów||||||||||||||||| Прежде чем погрузиться в механику формирования привычек, мы должны сначала понять их общую важность и конкурентные преимущества для бизнеса. Habit formation is good for business in several ways. Формирование привычек полезно для бизнеса в нескольких отношениях.

Increasing Customer Lifetime Value Увеличение пожизненной ценности клиента

MBAs are taught that a business is worth the sum of its future profits. |||||||стоит|||||| A los MBA se les enseña que un negocio vale la suma de sus ganancias futuras. Les MBA apprennent qu'une entreprise vaut la somme de ses bénéfices futurs. MBA учат, что стоимость бизнеса определяется суммой его будущих прибылей. This benchmark is how investors calculate the fair price of a company’s shares. |tiêu chuẩn||||||||||| |benchmark||||||||||| |ベンチマーク||||||||||| |Referencia estándar||||||||||| |wskaźnik||||||||||| Este punto de referencia es cómo los inversores calculan el precio justo de las acciones de una empresa. 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. ||||||оценены||||||||||||поэтому||||||||||||| ||||||||||||||||stocks value||||||||||||||| ||||||評価される||||||||||||||||||||||||| ||||||oceniani||||||||||||||||||||||||| ||||||||||||||||||por lo tanto||||||||||||| Los directores ejecutivos y sus equipos de gestión son evaluados por su capacidad para aumentar el valor de sus acciones y, por lo tanto, se preocupan profundamente por la capacidad de sus empresas para generar flujo de caja libre. Руководители компаний и их управленческие команды оцениваются по их способности увеличивать стоимость своих акций - и поэтому их очень волнует способность их компаний генерировать свободный денежный поток. Management’s job, in the eyes of shareholders, is to implement strategies to grow future profits by increasing revenues or decreasing expenses. |||||||||реализовать||||||||||| Management's|||||||||||||||||||| ||||||株主|||||||||||収益||| Задача руководства, в глазах акционеров, заключается в реализации стратегий для роста будущей прибыли путем увеличения доходов или сокращения расходов. Fostering consumer habits is an effective way to increase the value of a company by driving higher customer lifetime value (CLTV). Nuôi dưỡng|||||||||||||||đưa ra|||||giá trị vòng đời khách hàng Encouraging||||||||||||||||||||Customer lifetime value kultywowanie|||||||||||||||||||| Fomentar|||||||||||||||||||| Формирование потребительских привычек - это эффективный способ повысить стоимость компании за счет увеличения пожизненной стоимости клиента (CLTV). CLTV is the amount of money made from a customer before she switches to a competitor, stops using the product, or dies. ||||||||||||переходит к|||конкуренту||||||умрет CLTV es la cantidad de dinero que gana un cliente antes de que cambie a un competidor, deje de usar el producto o muera. CLTV - это количество денег, полученных от клиента до того, как он перейдет к конкуренту, перестанет пользоваться продуктом или умрет. User habits increase how long and how frequently customers use a product, resulting in higher CLTV. ||||||||||||その結果||| ||||||||||||prowadząc||| Привычки пользователей увеличивают продолжительность и частоту использования продукта, что приводит к повышению CLTV.

Some products have a very high CLTV. Algunos productos tienen un CLTV muy alto. For example, credit card customers tend to stay loyal for a very long time and are worth a bundle. ||||||||||||||||||большие деньги |||||||||par exemple||||||||| ||||||||||||||||||nhiều tiền ||||||||||||||||||una fortuna ||||||||||||||||||大金 ||||||||||||||||||fortunę Por ejemplo, los clientes de tarjetas de crédito tienden a ser leales durante mucho tiempo y valen mucho. Например, клиенты кредитных карт, как правило, остаются лояльными в течение длительного времени и стоят немало. Hence, credit card companies are willing to spend a considerable amount of money acquiring new customers. do đó||||||||||||||| |||||||||かなりの|||||| dlatego|||||||||znaczną||||zdobywania|| por lo tanto||||||||||||||| |||||готовы||||значительную|||||| 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. ||||||||||||||||||thuyết phục|||||||||| |||||||promotional|||||||||||attract or tempt|||||||||| ||||||||||||||||||atraer|||||||||| |||||||||od|||||||||zachęcić|||||||||| Esto explica por qué recibe tantas ofertas promocionales, que van desde obsequios hasta millas de bonificación de aerolíneas, para tentarlo a agregar otra tarjeta o actualizar su tarjeta actual. Your potential CLTV justifies a credit card company’s marketing investment. ||CLTV||||||| |||justifies|||||| |||uzasadnia|||||| |||оправдывает инвести|||||| Providing Pricing Flexibility ||柔軟性 Flexibilité de la tarification Обеспечение гибкости ценообразования

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.” ||||||||||||определить|||||||||||||||||| ||||||Warren Buffett|||||||||||||||||||||||| |||investment company|Company name||||||||||||||||||||agony|||||| nổi tiếng||||||||||||||||||||||||khó khăn|||||| znany||||||||||||||||||||||||trudności|||||| ||||||||||||||||||||||||agonía|||||| El renombrado inversionista y CEO de Berkshire Hathaway, Warren Buffett, dijo una vez: “Puedes determinar la fortaleza de un negocio a lo largo del tiempo por la cantidad de agonía que atraviesan al subir los precios”. Znany inwestor i prezes Berkshire Hathaway, Warren Buffett, powiedział kiedyś: "Możesz określić siłę firmy w czasie poprzez ilość agonii, jaką przechodzą przy podnoszeniu cen." Известный инвестор и генеральный директор Berkshire Hathaway Уоррен Баффет однажды сказал: "Силу бизнеса можно определить по тому, через какие муки он проходит при повышении цен".

[xx] Buffett and his partner, Charlie Munger, realized that as customers form routines around a product, they come to depend upon it and become less price-sensitive. xx||||||business partner|||||||||||||||||||| ||||partner|Charlie|Munger||||||rutyny|||||||polegać||||||| [xx] Buffett y su socio, Charlie Munger, se dieron cuenta de que a medida que los clientes forman rutinas en torno a un producto, llegan a depender de él y se vuelven menos sensibles al precio. [xx] Buffett i jego partner, Charlie Munger, zdali sobie sprawę, że gdy klienci tworzą rutynę wokół produktu, stają się od niego zależni i stają się mniej wrażliwi na cenę. [Баффет и его партнер Чарли Мунгер поняли, что по мере того, как покупатели формируют привычный образ жизни вокруг продукта, они начинают зависеть от него и становятся менее чувствительными к цене. The duo have pointed to consumer psychology as the rationale behind their famed investments in companies like See’s Candies and Coca-Cola. |||||||||raison principale|||||||||||| |||||||||rationale||||||||See's Candies|||| |cặp đôi||||||||lý do|||||||||||| ||||||||||||famosas||||||||| |二人組||||||||||||投資||||シーズ・キャンディーズ|キャンディーズ||コカ・コーラ|コカ・コーラ |||||||||uzasadnienie|||słynnych||||||||| El dúo ha señalado la psicología del consumidor como la razón fundamental detrás de sus famosas inversiones en empresas como See's Candies y Coca-Cola. В качестве обоснования своих знаменитых инвестиций в такие компании, как See's Candies и Coca-Cola, дуэт указал на психологию потребителей. [xxi] Buffett and Munger understand that habits give companies greater flexibility to increase prices. xxi(1)||||||||||||| バフェットとマンガー|||||||||||||価格設定

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. |||||||||||||||||à||||||||||||| ||||||||||||||||開発者||||||||||||一貫して|| ||||||||||||||||||||||||||||konsekwentnie||habitualnie Por ejemplo, en el negocio de los videojuegos free-to-play, es una práctica estándar que los desarrolladores de juegos demoren en pedirles a los usuarios que paguen dinero hasta que hayan jugado de manera consistente y habitual. Например, в бизнесе видеоигр free-to-play стандартной практикой разработчиков игр является откладывание просьбы пользователей платить деньги до тех пор, пока они не начнут играть постоянно и привычно. 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. ||sự ép buộc|||||||||||||||chuyển đổi||||||| ||urge to play|||||||||||||||||||||| ||強制力|||||||||||||||転換する||||||| ||przymus|||||||||||||||||||||| Как только появляется желание играть и стремление к прогрессу в игре, конвертировать пользователей в платящих клиентов становится намного проще. Selling virtual items, extra lives, and special powers is where the real money lies. |||||||||||||está Vender artículos virtuales, vidas extra y poderes especiales es donde se encuentra el dinero real. Продажа виртуальных предметов, дополнительных жизней и особых способностей - вот где кроются настоящие деньги.

As of December 2013, more than 500 million people have downloaded Candy Crush Saga, a game played mostly on mobile devices. |||||||||||game series||||||| The game’s “freemium” model converts some of those users into paying customers, netting the game’s maker nearly a million dollars per day. ||||||||||||приносящий прибыль||||||||| Le||modèle freemium||||||||||||||||||| ||freemium||||||||||earning||||||||| ||||||||||||thu về||||||||| ||無料プレミアムモデル||||||||||利益を上げる||||||||| ||||||||||||ganando||||||||| Модель игры "freemium" превращает некоторых из этих пользователей в платящих клиентов, что приносит создателю игры около миллиона долларов в день. [xxii] xxii(1)

This pattern also applies to other services. Take Evernote, the popular note-taking and archiving software, for example. |||||||storing information||| |エバーノート||||||アーカイブ化||| |||||||archivación||| |||||||archiwizowania||| The software is free to use but the company offers upgraded features like offline viewing and collaboration tools for a price — which many devoted users are happy to pay. ||||||||||||||||cộng tác|||||||các||||| ||||||||||アップグレードされた|||オフライン閲覧|オフライン閲覧||共同作業|ツール||||||熱心な||||| |||||||||||||||||||||||oddani|||||

Evernote’s CEO Phil Libin shared some revealing insights about how the company turns non-paying users into revenue generating ones. ||||||tiết lộ|những hiểu biết|||||||||||| Evernote's CEO Phil Libin shared some revealing insights about how the company turns non-paying users into revenue generating ones. Evernote's -> The company's|||Libin|||||||||||||||| エバーノートの|||リビン氏|||興味深い||||||変える|||||収益|| ||||||ujawniające|spostrzeżenia|||||||||||| |||||||perspectivas|||||||||||| [xxiii] 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. двадцать третья||||||||||||||||регистраций|||||||||||||||||||||||резко упала||||выросла резко|||||||||| xxiii(1)|||||||||||||||||||||||||||||||||||||||plummeted||||soared upward rapidly|||||||||| ||||||||||||||||||||||||||||||||||||||||||||para cima||||||||| |||||||||||||||||||||||||||||||||||||||giảm mạnh|||||||||||||| |||||wykres|||||||||||||||||oś|||||||||||||||||spadły|||||||||||||| [23]|||||||||||グラフ||||||||||Y軸|軸||||||||||||||||使用状況|急落した||||急上昇した|上昇した||||||||| |||||||||||||||||||||||||||||||||||||||se desplomó|||||||||||||| [xxiii] En 2011, Libin publicó un gráfico que ahora se conoce como el "gráfico de la sonrisa". Con el porcentaje de suscripciones representado en el eje Y y el tiempo dedicado al servicio en el eje X, el gráfico mostró que, aunque el uso se desplomó al principio, se disparó hacia arriba a medida que las personas adquirieron el hábito de usar el servicio. [xxiii] В 2011 году Либин опубликовал график, который теперь известен как "график улыбки". По оси Y откладывался процент зарегистрировавшихся, а по оси X - время, проведенное на сервисе, график показывал, что, хотя вначале использование сервиса резко упало, оно резко пошло вверх, когда у людей сформировалась привычка пользоваться сервисом. The resulting down and up curve gave the chart its emblematic smile shape (and Evernote’s CEO a matching grin). |||||кривая|||||знаковый|||||||| ||||||||||symbolic or representative||||Evernote's||||grin |||||曲線|||||象徴的な|||||||一致する|笑顔 |||||krzywa|||||||||||||uśmiech ||||||||||biểu tượng||||CEO của Evernote||||nụ cười Получившаяся в результате кривая вниз и вверх придала графику символическую форму улыбки (а генеральному директору Evernote - соответствующую ухмылку). In addition, as usage increased over time, so did customers’ willingness to pay. |||||||de même||||| |||użytkowanie||||||||| |||uso||||||||| Además, a medida que aumentaba el uso con el tiempo, también lo hacía la disposición a pagar de los clientes. Кроме того, с течением времени, по мере роста использования, росла и готовность клиентов платить. Libin noted that after the first month, only 0.5 percent of users paid for the service; however, this rate gradually increased. Либин(1||||||||процент пользователей||||||||||| |||||||||||||||cependant|||| Либин отметил, что в первый месяц только 0,5 процента пользователей платили за сервис, но постепенно этот показатель увеличивался. By month 33, 11 percent of users had started paying. Par||||||| At month 42, a remarkable 26 percent of customers were paying for something they had previously used for free. |mois||||||||||||||| |||注目すべき||||||||||以前||| |||niesamowite||||||||||||| В 42 месяца 26 процентов клиентов платили за то, чем раньше пользовались бесплатно.

[xxiv] 24(1) [24]

Supercharging Growth Siêu tăng trưởng| Supercharging| 成長加速|成長促進 Повышение темпов роста

Users who continually find value in a product are more likely to tell their friends about it. ||||||||sont|||||||| Usuários|||||||||||||||| Es más probable que los usuarios que continuamente encuentran valor en un producto se lo cuenten a sus amigos. Пользователи, которые постоянно находят ценность в продукте, с большей вероятностью расскажут о нем своим друзьям. Frequent usage creates more opportunities to encourage people to invite their friends, broadcast content, and share through word-of-mouth. ||||||||||||||||||de|bouche à oreille 頻繁な|||||||||||||コンテンツ|||口コミで||| |||||||||||||conteúdo|||||| Hooked users become brand evangelists — megaphones for your company, bringing in new users at little or no cost. ||||евангелисты брен|мегафоны|||||||||||| |||||des porte-voix|||||||||||| Hooked||||evangelists|megaphones|||||||||||| ||||伝道者|拡声器|||||||||||| |||marca|||||||||||||| Los usuarios enganchados se convierten en evangelistas de la marca: megáfonos para su empresa, atrayendo nuevos usuarios a bajo costo o sin costo alguno.

Products with higher user engagement also have the potential to grow faster than their rivals. |||||||||||||их|конкуренты ||||||||||grow|||| ||||||||||||||競合製品 Les produits qui suscitent le plus d'engagement de la part des utilisateurs ont également le potentiel de se développer plus rapidement que leurs concurrents. Case in point: Facebook leapfrogged its competitors, including MySpace and Friendster, even though it was relatively late to the social networking party. ||||перепрыгнула||||||||||||||||| ||||Surpassed quickly||||MySpace||early social network||||||||||| ||||追い越した||||||フレンドスター||||||遅れていた||||ソーシャルネットワーキング|パーティー ||||ultrapassou||||||||||||||||| Ein typisches Beispiel: Facebook überholte seine Konkurrenten, einschließlich MySpace und Friendster, obwohl es relativ spät zur Social-Networking-Party kam. Caso en cuestión: Facebook superó a sus competidores, incluidos MySpace y Friendster, a pesar de que era relativamente tarde para la fiesta de las redes sociales. Пример тому: Facebook обогнал своих конкурентов, включая MySpace и Friendster, несмотря на то, что появился на вечеринке социальных сетей относительно поздно. 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. |||||||||||||||||начинающий||||||||||||||| ||||||||||||||||Mark Zuckerberg's|fledgling||||||||||||||| ||競合他社|||健全な|||||||||||ザッカーバーグの|駆け出しの||立ち上げられた||||||||||||| |||||||||milhões||||||||incipiente||lançou||||||||||||| |||||||||||||||||incipiente||||||||||||||| Aunque sus competidores tenían tasas de crecimiento saludables y millones de usuarios cuando el incipiente sitio de Mark Zuckerberg se lanzó más allá de las puertas cerradas de la academia, su empresa llegó a dominar la industria. Facebook’s success was, in part, a result of what I call the more is more principle — more frequent usage drives more viral growth. |||||||||||||||||||||вирусный| |||||||||||||||||fréquent||||| フェイスブックの|||||||||||その|より多く|||原則||||促進する||| |||||||||||||||princípio||||||| El éxito de Facebook fue, en parte, el resultado de lo que llamo el principio de más es más: un uso más frecuente genera un mayor crecimiento viral. As tech-entrepreneur turned venture capitalist, David Skok points out, “The most important factor to increasing growth is ... Viral Cycle Time.” |||||||David Skok|||||||||||Viral|| |技術起業家|起業家||ベンチャーキャピタリスト|ベンチャー資本家||スコック氏|||||||||||バイラル|| ||||empreendimento|||||||||||||||| Как отмечает технологический предприниматель, ставший венчурным капиталистом, Дэвид Скок: "Самым важным фактором для увеличения роста является ... время вирусного цикла".

[xxv] Viral Cycle Time is the amount of time it takes a user to invite another user, and it can have a massive impact. xxv(1)||||||||||||||||||||||| ウイルスサイクル時間||||||||||||||||||||||| [xxv] Время вирусного цикла - это количество времени, которое требуется пользователю, чтобы пригласить другого пользователя, и оно может иметь огромное влияние. “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! |||cut in half|||||||||||| |||半分にする|||||||||||2000万| |||reducirías a la mitad|||||||||||| |||dividisse ao meio|||||||||||| "Но если бы вы сократили время цикла вдвое - до одного дня, у вас было бы более 20 миллионов пользователей! It is logical that it would be better to have more cycles occur, but it is less obvious just how much better.” ||||||||||||происходить|||||очевидно|||| Логично, что лучше, когда происходит больше циклов, но менее очевидно, насколько лучше".

Having a greater proportion of users returning to a service daily, dramatically increases 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. |||||||||сервис||значительно|||||||||||инициируют|||||||||||||||||||||||||| |||||||||||||||||||||||||||étiquetage||||||||||||||||||||| |||||||||||||||||||||||||||tagging||||||||||||||||||||| |||割合||||||||||||||||||||||||タグ付け||||||||||||||||||||| |||||||||||||||||||||||ciclos||||||||||||||||||||||||| Большая доля пользователей, возвращающихся к сервису ежедневно, значительно увеличивает время вирусного цикла по двум причинам: Во-первых, ежедневные пользователи чаще инициируют циклы (вспомните отметку друга на фотографии в Facebook); во-вторых, большее количество ежедневных активных пользователей означает большее количество людей, которые могут ответить и отреагировать на каждое приглашение. The cycle not only perpetuates the process — with higher and higher user engagement, it accelerates it. ||||увековечивает||||||||||| ||||perpetuates||||||||||| ||||永続させる||||||||||加速させる| ||||||||maior||||||| El ciclo no solo perpetúa el proceso: con una participación cada vez mayor del usuario, lo acelera.

Sharpening the Competitive Edge sharpening||| 競争力強化||| Afilando||| |||vantagem Afilando la ventaja competitiva Повышение конкурентного преимущества

User habits are a competitive advantage. Products that change customer routines are less susceptible to attacks from other companies. |||||||подвержены||||| Los productos que modifican las rutinas de los clientes son menos susceptibles a los ataques de otras empresas.

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. |||||ловушка|||||||незначительно|||||||||||||завлечь||||| ||||||||||||marginally|||||||||||||||||| ||||||||||||わずかに||||解決策|||||||||魅了する||||| |||||||||||||||||||||||||atrair||||| |||||||||||||||||||||||||atraer||||| Muchos empresarios caen en la trampa de crear productos que son solo marginalmente mejores que las soluciones existentes, con la esperanza de que su innovación sea lo suficientemente buena como para alejar a los clientes de los productos existentes. 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. |||||||||||||||||||||||||||||приняли||| |||||||||||||||||||||||||||||||競合する| |||||abalando||||||||||||||||||||||||||| Pero cuando se trata de sacudir los viejos hábitos de los consumidores, estos emprendedores ingenuos a menudo descubren que los mejores productos no siempre ganan, especialmente si una gran cantidad de usuarios ya han adoptado un producto de la competencia. Но когда дело доходит до отказа от старых привычек потребителей, эти наивные предприниматели часто обнаруживают, что лучшие продукты не всегда выигрывают, особенно если большое количество пользователей уже приняли конкурирующий продукт. 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.” ||||||||||||||устанавливает что||Многие|||||||||||||| |||||John Gourville|||||||||states|||||||irrationally|place too much importance|||||irrationally|overvalue|| |||||グールビル||||||ハーバード大学|||規定している|||イノベーション||||非合理に|過大評価する|||||||| |||||||||marketing|||||||||||||||antigo|||||| ||||||||||||||||||||||sobrevaloran||||||||

[xxvi] 26(1) [26]

Gourville claims that for new entrants to stand a chance, they can’t just be better, they must be nine times better. |||||entrants||||||||||||||| |||||新規参入者||||||||||||||倍| |||||||se destacar||||||||||||| Gourville twierdzi, że aby nowe podmioty miały szansę, nie mogą być po prostu lepsze, muszą być dziewięć razy lepsze. Гурвиль утверждает, что для того, чтобы у новых участников был шанс, они должны быть не просто лучше, они должны быть в девять раз лучше. Why such a high bar? ||||高い基準 ¿Por qué un listón tan alto? Pourquoi une barre si haute ? Почему такая высокая планка? Because old habits die hard and new products or services need to offer dramatic improvements to shake users out of old routines. |||||||||||||劇的な|改善点||||||| Parce que les vieilles habitudes ont la vie dure et que les nouveaux produits ou services doivent offrir des améliorations spectaculaires pour sortir les utilisateurs de leurs anciennes routines. Потому что со старыми привычками трудно избавиться, а новые продукты или услуги должны предлагать существенные улучшения, чтобы вытряхнуть пользователей из старой рутины. 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. |||||||||||||обречены|||||||||||||очевидны||значительные ||||||||||||||||||||||||||||substantial |||||||||||||運命づけられた|||||||||||||||かなりの Gourville||||que|||||||||condenados||||||||||||||| Gourville écrit que les produits qui nécessitent un haut degré de changement de comportement sont condamnés à échouer même si les avantages d'utiliser le nouveau produit sont clairs et substantiels. Гурвиль пишет, что продукты, требующие высокой степени изменения поведения, обречены на провал, даже если выгоды от использования нового продукта очевидны и существенны.

For example, the technology I am using to write this book is inferior to existing alternatives in many ways. ||||||||||||劣っている|||||| I’m referring to the QWERTY keyboard which was first developed in the 1870s for the now-ancient typewriter. |ссылаюсь|||||||||||||||| ||||standard keyboard layout|||||||||||||typewriter ||||QWERTYキーボード|||||||||||||タイプライター QWERTY was designed with commonly used characters spaced far apart. ||||распространённо||||| ||||||文字|間隔を空けて|| QWERTY zostało zaprojektowane z powszechnie używanymi znakami rozmieszczonymi daleko od siebie. QWERTY была разработана с широко используемыми символами, расположенными далеко друг от друга. This layout prevented typists from jamming the metal typebars of early machines. |||||заедать|||||| |||typists||getting stuck|||metal type levers||| ||防いだ|タイプライター操作者||詰まり|||タイプバー|||機械 |||los mecanógrafos||atascando|||barras de tipo||| ||||||||teclados||| Este diseño evitó que los mecanógrafos atascaran las barras de tipos de metal de las primeras máquinas. Такая компоновка не позволяла машинисткам заклинивать металлические гарнитуры на ранних машинах.

[xxvii] Of course, this physical limitation is an anachronism in the digital age, yet QWERTY keyboards remain the standard despite the invention of far better layouts. ||||||||анахронизм||||||||остаются||||||||| |||ceci|||||||||||||||||||||| xxvii(1)||||||||outdated feature|||||||keyboards||||||||||keyboard arrangements 27番目||||||||時代錯誤|||||||キーボード||||にもかかわらず||発明||||レイアウト |||||||||||||||teclados|permanecem|||||||||layouts [xxvii] Por supuesto, esta limitación física es un anacronismo en la era digital, pero los teclados QWERTY siguen siendo el estándar a pesar de la invención de diseños mucho mejores. [xxvii] Конечно, это физическое ограничение является анахронизмом в эпоху цифровых технологий, однако QWERTY-клавиатуры остаются стандартом, несмотря на изобретение гораздо лучших раскладок.

Professor August Dvorak’s keyboard design, for example, placed vowels in the center row, increasing typing speed and accuracy. ||Dvorak keyboard's|||||||||center|||||| |オーガスト|ドヴォラックの|||||配置された|母音|||||||||正確性 Professor||||||||||||||||| Though patented in 1932, the Dvorak Simplified Keyboard was written off. |patented|||alternative keyboard layout||||| |特許取得|||ドボラック||||書かれた| |patenteado|||||||registrado|descartado Хотя упрощенная клавиатура Дворжака была запатентована в 1932 году, она была списана.

QWERTY survives due to the high costs of changing user behavior. ||||||||||comportement QWERTY|||||||||| |生き残る||||||||| QWERTY выживает благодаря высокой стоимости изменения поведения пользователя. When first introduced to the keyboard, we chicken-peck at the keys one-by-one, usually with just a finger or two. ||||||||hit keys individually||||||||||||| ||||||||つつく||||一つ||||||||| |||||||digitamos|||||||||||||| Cuando nos presentamos por primera vez al teclado, golpeamos las teclas una por una, generalmente con solo uno o dos dedos. Когда мы впервые знакомимся с клавиатурой, мы щелкаем по клавишам одну за другой, обычно одним или двумя пальцами. After months of practice, we instinctively learn to activate all our fingers in response to our thoughts with little to no conscious effort, and the words begin to flow effortlessly from mind to screen. ||||||||||||||||||||без малейших|||||||||без усилий|||| |||||本能的に|||活性化する||||||||||||||||||||| effortlessly|||| Después de meses de práctica, instintivamente aprendemos a activar todos nuestros dedos en respuesta a nuestros pensamientos con poco o ningún esfuerzo consciente, y las palabras comienzan a fluir sin esfuerzo de la mente a la pantalla. But switching to an unfamiliar keyboard — even if more efficient — would force us to re-learn how to type. |||||||||более эффективным||||||||| |||||||||efficace||||||||| |切り替え||||||||効率的||||||||| |mudar||||||||||||||||| Но переход на незнакомую клавиатуру - пусть даже более эффективную - заставит нас заново учиться набирать текст. Fat chance! fat| ¡Posibilidad de grasa! Peu de chance! Отличный шанс!

As we will learn in chapter five, users also increase their dependency on habit-forming products by storing value in them — further reducing the likelihood of switching to an alternative. ||||||||||||||||||||||||probabilidad||||| |||||||||||dependency|||||||||||||||||| ||||||||||||||||||||||減少する||可能性||||| |||||||||||||||||||||ainda|||probabilidade||trocar||| Comme nous l'apprendrons dans le chapitre cinq, les utilisateurs augmentent également leur dépendance aux produits créant des habitudes en y stockant de la valeur - réduisant ainsi encore la probabilité de passer à une alternative. Как мы узнаем из пятой главы, пользователи также увеличивают свою зависимость от продуктов, вызывающих привыкание, сохраняя в них ценность, что еще больше снижает вероятность переключения на альтернативу. For example, every email sent and received using Google’s Gmail is stored indefinitely, providing users with a lasting repository of past conversations. ||||||||||||||||||repository||| |||||||||||保存された|無期限に||||||リポジトリ||| Por ejemplo, todos los correos electrónicos enviados y recibidos mediante Gmail de Google se almacenan indefinidamente, lo que proporciona a los usuarios un depósito duradero de conversaciones pasadas. Par exemple, chaque e-mail envoyé et reçu à l'aide de Gmail de Google est stocké indéfiniment, fournissant aux utilisateurs un référentiel durable de conversations passées. Например, каждое электронное письмо, отправленное и полученное с помощью Google Gmail, хранится неограниченное время, предоставляя пользователям постоянное хранилище прошлых разговоров. New followers on Twitter increase users’ clout and amplify their ability to transmit messages to their communities. ||||||||усиливают|||||||| ||||||influence|||||||||| ||||||影響力||強化する||||伝える|メッセージ||| ||||||influencia|||||||||| ||||||influência|||||||||| Los nuevos seguidores en Twitter aumentan la influencia de los usuarios y amplían su capacidad para transmitir mensajes a sus comunidades. Новые подписчики в Твиттере увеличивают влияние пользователей и расширяют их возможности по передаче сообщений своим сообществам. Memories and experiences captured on Instagram are added to one’s digital scrapbook. |||запечатленные|||||||| |||||||||||digital scrapbook |||記録された||||||||デジタルスクラップブック |||||||||||álbum Воспоминания и опыт, запечатленные в Instagram, добавляются в цифровой альбом. Switching to a new email service, social network, or photo-sharing app becomes more difficult the more people use them. mudança||||||||||||||||||| The non-transferrable value created and stored inside these services discourages users from leaving. ||непереносимая||||||||||| ||transferrable||||||||||| ||||||||||ユーザーを思いとどまらせる|||離れる ||||||||||discourage|||

Ultimately, user habits increase a business’s return on investment. |||||business||| |||||ビジネスの||| В конечном счете, привычки пользователей повышают рентабельность инвестиций бизнеса. Higher customer lifetime value, greater pricing flexibility, supercharged growth, and a sharpened competitive edge together equal a more powerful bang for the company’s buck. |||||||ускоренный рост|||||||||||||||| |||||||accelerated||||||||||||||||value |||||||超加速された||||鋭くなった||||||||効果||||金 |||||||potenciada||||agudizada||||||||valor||||dólar |||||||||||||||||||||||retorno Более высокая пожизненная ценность клиента, большая гибкость ценообразования, ускоренный рост и усиление конкурентных преимуществ в совокупности дают более мощный эффект от затраченных средств компании. ***

Building the Mind Monopoly |||Monopoly ||mente|

While user habits are a boon to companies fortunate enough to engender them, their existence inherently makes success less likely for new innovations and startups trying to disrupt the status quo. ||||||||счастливые|||воспитать|||существование пользователей|по своей сути||||||||||||подорвать||| |||||||||||create or foster||||||||||||||||||| |||||bendición||||||engendran||||inherente||||||||||||||| Enquanto|||||benefício|||||||||||||menos|||||||||||| ||||||||幸運な|||生み出す||||本質的に|||||||革新|||||混乱させる|||現状 While user habits are a boon to companies fortunate enough to engender them, their existence inherently makes success less likely for new innovations and startups trying to disrupt the status quo. Хотя привычки пользователей являются благом для компаний, которым посчастливилось их сформировать, их существование по своей природе делает менее вероятным успех новых инноваций и стартапов, пытающихся нарушить статус-кво. Kullanıcı alışkanlıkları, onları oluşturacak kadar şanslı olan şirketler için bir nimet olsa da, varlıkları doğal olarak statükoyu bozmaya çalışan yeni inovasyonlar ve girişimler için başarıyı daha az olası kılıyor. 虽然用户习惯对于有幸培养用户习惯的公司来说是一个福音，但它们的存在本质上使试图打破现状的新创新和初创公司成功的可能性降低。 The fact is, successfully changing long-term user habits is exceptionally rare. ||||変える||||||非常に珍しい|非常に珍しい The fact is, successfully changing long-term user habits is exceptionally rare. Дело в том, что успешное изменение долгосрочных пользовательских привычек - явление исключительно редкое. Gerçek şu ki, uzun vadeli kullanıcı alışkanlıklarını başarılı bir şekilde değiştirmek son derece nadirdir. 事实上，成功改变长期用户习惯的情况极为罕见。

Altering behavior requires not only an understanding of how to persuade people to act — for example, the first time they land on a webpage — but also necessitates getting them to repeat behaviors for long periods, ideally for the rest of their lives. ||||||||||убедить||||||||||||||||||||||||||||||| ||||||||||||||||||||land|||webpage|||demands||||||||periods||||||| 行動の変更||||||||||||||||||||||||||必要とする||||繰り返す||||||||||| ||||||||||||||||||||||||||necesita|||||||||||||||

Companies that succeed in building a habit-forming business are often associated with game-changing, wildly successful innovation. ||успешные||||||||||||||| |||||||||||||||非常に|| empresas||||||||||||||||bem-sucedidas| But like any discipline, habit design has rules and caveats that define and explain why some products change lives while others do not. |||||||||warnings or limitations||||||||||||| |||||||||注意事項||||||||||||| |||||||||advertencias|||||||||||||

For one, new behaviors have a short half-life, as our minds tend to revert to our old ways of thinking and doing. ||||||||||||||возвращаться|||||||| ||||||||||||||go back to|||||||| ||||||||||||||戻る|||||||| For one, new behaviors have a short half-life, as our minds tend to revert to our old ways of thinking and doing. Во-первых, новые модели поведения имеют короткий период полураспада, поскольку наше сознание склонно возвращаться к старым способам мышления и действий. Birincisi, zihinlerimiz eski düşünme ve yapma biçimlerimize geri dönme eğiliminde olduğundan, yeni davranışların kısa bir yarı ömrü vardır. Experiments show that lab animals habituated to new behaviors tend to regress to their first learned behaviors over time. |||||accustomed to||||||regress||||||| |||||習慣化された||||||後退する||||||| |||||||||||regresan||||||| Эксперименты показывают, что лабораторные животные, привыкшие к новому поведению, со временем возвращаются к своему первому выученному поведению.

[xxviii] To borrow a term from accounting, behaviors are LIFO — “last in, first out.” In other words, the habits you’ve most recently acquired are also the ones most likely to go soonest. ||||||||||||||||||||||приобретенные||||||||| 28|||||||||Last in, first out|||||||||||||||||||||| 28||||||会計|||後入れ先出し|||||||||||||獲得した|||||||||最も早く ||||||contabilidade||||||||||||||||||||||||| [xxviii] Если заимствовать термин из бухгалтерского учета, поведение - это LIFO - "последний вошел, первый вышел". Другими словами, привычки, которые вы приобрели совсем недавно, также являются и теми, которые, скорее всего, уйдут быстрее всего. This helps explain the overwhelming evidence that people rarely change their habits for long. ||||||||めったに||||| |ajuda|||esmagadora||||||||| Это помогает объяснить подавляющее число доказательств того, что люди редко меняют свои привычки надолго. Two-thirds of alcoholics who complete a rehabilitation program will pick up the bottle, and their old habits, within a year’s time. |||alcoholics||||rehabilitation|||||||||||||| |||アルコール依存症者||||リハビリ|||||||||||||| Две трети алкоголиков, прошедших программу реабилитации, возвращаются к бутылке и своим старым привычкам в течение года. [xxix] Research shows that nearly everyone who loses weight on a diet gains back the pounds within two years. 29|||||||||||diet||||||| 二十九|||||||||||||||ポンド||| |pesquisa|||quase||||||||||||||

[xxx] Please provide the specific text or phrase you would like translated within its context. xxx

The enemy of forming new habits is past behaviors, and research suggests that old habits die hard. ||||||||||研究|||||| |inimigo||||||||||||||| Врагом формирования новых привычек является прошлое поведение, а исследования показывают, что старые привычки умирают с трудом. Even when we change our routines, neural pathways remain etched in our brains, ready to be reactivated when we lose focus. ||||||нейронные|||врезаны||||||||||| |||||||||deeply ingrained|||||||reactivated|||| ||||||神経の|神経経路||刻まれた|||||||再活性化された|||| |||||||||gravadas||||||||||| |||||||||grabadas|||||||||||

[xxxi] This presents an especially difficult challenge for product designers trying to create new lines or businesses based on forming new habits. Reference 31||||||||||||||||||||| 31番目の||提示します||||||||||||||||||| [xxxi] Это представляет собой особенно сложную задачу для дизайнеров продуктов, пытающихся создать новые линии или бизнесы, основанные на формировании новых привычек.

For new behaviors to really take hold, they must occur often. Чтобы новое поведение действительно закрепилось, оно должно происходить часто. In a recent study at the University College London, researchers followed participants as they attempted to form a habit of flossing their teeth. ||||||||||||||||||||чистка зубов нитью||зубы ||||||||||||||||||||using dental floss|| |||||その|||||追跡した|参加者|||||||||デンタルフロス|| ||||||||||||||||||||usar hilo dental|| In a recent study at the University College London, researchers followed participants as they attempted to form a habit of flossing their teeth. University College London'da yakın zamanda yapılan bir çalışmada araştırmacılar, diş ipi kullanma alışkanlığı edinmeye çalışan katılımcıları takip etti.

[xxxii] As one of its findings, the study concluded that the more frequently the new behavior occurred, the stronger the habit became. ||||||||пришла к выводу||||||||происходило||||| Reference number 32||||||||||||||||||||| 32|||||発見|||||||||||||||| [xxxii] В качестве одного из выводов исследование пришло к заключению, что чем чаще повторялось новое поведение, тем сильнее становилась привычка. Like flossing, frequent engagement with a product — especially over a short period of time — increases the likelihood of forming new routines. ||||||||||||||||вероятность|||| |||関与||||||||||||||||| ||||||||||||||||probabilidade|||| Like flossing, frequent engagement with a product — especially over a short period of time — increases the likelihood of forming new routines. Diş ipi kullanımında olduğu gibi, bir ürünle - özellikle de kısa bir süre boyunca - sık sık etkileşim kurmak, yeni rutinler oluşturma olasılığını artırır.

Google Search provides an example of a service built upon a frequent behavior that helped create users’ habits. Google||предоставляет||||||||||||||| |||||||||||||qui|||| |||||||||sobre|||||||| If you’re skeptical that Google is habit-forming (and you are a frequent Google user), just try using Bing. ||||||||и|вы||||||просто||используя| ||||||||||||||||||ビング In a head-to-head comparison of the efficacy of an incognito search, the products are nearly identical. В||||||||||||||||| |||||||||||incognito|||||| ||||||||効果|||インコグニート|||||| In a head-to-head comparison of the efficacy of an incognito search, the products are nearly identical. При непосредственном сравнении эффективности поиска инкогнито продукты почти идентичны. Gizli aramanın etkinliğinin bire bir karşılaştırılmasında, ürünler neredeyse aynıdır. 在对隐身搜索效果的头对头比较中，产品几乎相同。

[xxxiii] Even if the geniuses at Google have in fact perfected a faster algorithm, the time saved is imperceptible to everyone but robots and Mister Spock. ||||||||||||||||||незаметно||||||| 33||||geniuses|||||||||algorithm|||||imperceptible|||||||logical character 33||||天才たち||||||完成させた|||アルゴリズム|||節約された時間||微小な||皆|しかし||||スポック [xxxiii] Даже если гении из Google действительно усовершенствовали более быстрый алгоритм, сэкономленное время незаметно для всех, кроме роботов и мистера Спока. [xxxiii] Google'daki dahiler gerçekten de daha hızlı bir algoritma geliştirmiş olsalar bile, kazanılan zaman robotlar ve Bay Spock dışında herkes tarafından fark edilemez. Milliseconds matter, but they don’t hook users. ミリ秒|||||| So why haven’t more Google users switched to Bing? Так что|||||||| So why haven't more Google users switched to Bing? Так почему же больше пользователей Google не перешли на Bing? Peki neden daha fazla Google kullanıcısı Bing'e geçmedi? Habits keep users loyal. If a user is familiar with the Google interface, switching to Bing requires cognitive effort. ||||||||||||||усилие Although many aspects of Bing are similar to Google, even a slight change in pixel placement forces the would-be user to learn a new way of interacting with the site. ||||||||||||||||заставляет|||||||||||||| ||||||||||||||pixel|element positioning||||||||||||||| ||||||||||||||ピクセル|||||||||||||||| Although many aspects of Bing are similar to Google, even a slight change in pixel placement forces the would-be user to learn a new way of interacting with the site. Bing'in birçok yönü Google'a benzese de, piksel yerleşimindeki küçük bir değişiklik bile olası kullanıcıyı siteyle etkileşim kurmanın yeni bir yolunu öğrenmeye zorlar. Adapting to the differences in the Bing interface is what actually slows down regular Google users and makes Bing feel inferior, not the technology itself. Адаптация|||||||||||||||||||||||| ||||||||||||||||||||inferior|||| 適応すること|||||||||||||||||||||||| 适应 Bing 界面的差异实际上是减慢普通 Google 用户速度并让 Bing 感到自卑的原因，而不是技术本身。

Internet searches occur so frequently that Google is able to cement itself as the one and only solution in the habituated user’s mind. ||||||Гугл||||укрепить|себя||||||||||пользователя| ||||||||||||||||||||habituated|| ||||||||||確固たる地位||||||||||習慣化された|| ||||||||||consolidar|||||||||||| Internet searches occur so frequently that Google is able to cement itself as the one and only solution in the habituated user's mind. Поиск в Интернете происходит настолько часто, что в сознании привыкшего пользователя Google закрепился как единственное и неповторимое решение. İnternet aramaları o kadar sık yapılıyor ki Google, alışkanlık kazanmış kullanıcının zihninde kendisini tek çözüm olarak sağlamlaştırabiliyor. Users no longer need to think about whether or not to use Google, they just do. Furthermore, whenever the company can identify the user through tracking technology, it improves search results based on past behaviors to deliver a more accurate and personalized experience, reinforcing the user’s connection with the search engine. furthermore|||||||||||||||||||||||||||||||||| |いつでも|||||||||||||結果|||||||||||パーソナライズされた||||||||| Além disso|||||||||rastreamento||||pesquisa||||||||||||||||||||| Furthermore, whenever the company can identify the user through tracking technology, it improves search results based on past behaviors to deliver a more accurate and personalized experience, reinforcing the user's connection with the search engine. Ayrıca, şirket izleme teknolojisi aracılığıyla kullanıcıyı tanımlayabildiğinde, daha doğru ve kişiselleştirilmiş bir deneyim sunmak için geçmiş davranışlara dayalı olarak arama sonuçlarını iyileştirir ve kullanıcının arama motoruyla olan bağlantısını güçlendirir. The more the product is used, the better the algorithm gets and thus, the more it is used. |||||||||algorithm|||||||| ||||||||||melhora||portanto||||| Чем больше продукт используется, тем лучше становится алгоритм и, следовательно, тем больше он используется. The result is a virtuous cycle of habit-driven behavior resulting in Google’s market domination. ||||virtuous|||||||||| ||||良循環の|循環|||||||||支配 Sonuç, Google'ın pazar hakimiyetiyle sonuçlanan alışkanlığa dayalı davranışların erdemli bir döngüsüdür. [xxxiv] 34 三十四

Habit as Strategy Strateji Olarak Alışkanlık

Sometimes a behavior does not occur as frequently as flossing or Googling, but it still becomes a habit. |||||||||flossing||searching online|||||| ||||||として||||||||||| |||||||||usar hilo dental||googling|||||| For an infrequent action to become a habit, the user must perceive a high degree of utility, either from gaining pleasure or avoiding pain. ||infrequent||||||||||||||usefulness or benefit||||||| ||まれな|||||||||認識する|||||||||||| |||||||||||perceber|||||||||||| Для того чтобы нечастое действие стало привычкой, пользователь должен воспринимать высокую степень полезности, либо от получения удовольствия, либо от избегания боли.

Take Amazon as an example: The e-tailer has its sights set on becoming the world’s one-stop shop. |||||||retailer||||||||||| ||||||電子|小売業者|||||||||一|| Возьмем для примера Amazon: Эта электронная торговая компания стремится стать универсальным магазином в мире. Amazon is so confident in its ability to form user habits that it sells and runs ads for directly competitive products on its site. ||||||||||||||||広告||||||| |||||||||||||||gerencia|||||||| Amazon настолько уверен в своей способности формировать привычки пользователей, что продает и размещает на своем сайте рекламу товаров, являющихся прямыми конкурентами.

[xxxv] Customers often see the item they are about to buy listed at a cheaper price and can click away to transact elsewhere. 35|||||||||||||||||||||purchase| xxxv|||||||||||||||||||||取引する| ||||||||||||||||||||||em outro lugar [xxxv] Покупатели часто видят, что товар, который они собираются купить, предлагается по более низкой цене, и могут нажать на кнопку, чтобы совершить сделку в другом месте. To some, this sounds like a formula for disaster. ||||||方程式||大惨事 Для кого-то это звучит как формула катастрофы. But to Amazon, it is a shrewd business strategy. ||||||clever|| ||アマゾン||||抜け目のない||戦略 ||||||astuta||

Not only does Amazon make money from the ads it runs from competing businesses, but it also utilizes other companies’ marketing dollars to form a habit in the shopper’s mind. |||||||||||||||||活用する|||||||||||買い物客の| Amazon не только зарабатывает на рекламе конкурирующих компаний, но и использует маркетинговые доллары других компаний для формирования привычки в сознании покупателя. Amazon seeks to become the solution to a frequently occurring pain-point — the customer’s desire to find the items they want. |||||||||||||顧客の||||||| Amazon стремится стать решением часто встречающейся проблемы - желания покупателей найти нужные им товары. By addressing shoppers’ price concerns, Amazon earns loyalty even if it doesn’t make the sale, and comes across as trustworthy in the process. |||||||||||||||||||trustworthy||| |対処する|買い物客||懸念|||忠誠心||||||||||||信頼できる||| Удовлетворяя ценовые запросы покупателей, Amazon зарабатывает лояльность, даже если не совершает продажу, и при этом производит впечатление надежного партнера. The tactic is backed by a 2003 study, which demonstrated that consumers’ preference for an online retailer increases when they are offered competitive price information. |tactic||||||||||||||retailer|||||||| |戦略||支持された|||||示した|||||||小売業者|||||提供された||| Эта тактика подкреплена результатами исследования 2003 года, которое показало, что предпочтение потребителей в пользу интернет-магазина возрастает, когда им предлагается информация о конкурентных ценах. [xxxvi] The technique has also been used by Progressive, the car insurance company, to drive over $15 billion of annual insurance sales, up from just $3.4 billion before the tactic was implemented. |||||||||||||||||||||jusqu'à|||||||| Reference number 36|||||||||||||||||||||||||||tactic|| xxxvi||||||||||||||||||年間|||||||||||実施された ||||||||||carro|||||||||seguro automóvel||||||||||

By allowing users to comparison shop from within the site, Amazon provides tremendous perceived utility to its customers. |||||||||||||認識された|||| |||||||||||||utilidade percebida|||| Amazonは、ユーザーがサイト内から価格比較を行うことを許可することで、顧客に非常に大きな価値を提供しています。 Although shopping on Amazon may not occur as frequently as searching on Google, the company solidifies its place as the default solution to customers’ purchasing needs with each successful transaction. |||||||||||||la|||||||||||||||| |||||||||||||||solidifies|||||||||||||| |||||||||||||||固める|||||デフォルト||||||||| ||||||||||||||||||||opção padrão||||||||| Amazonでの買い物はGoogleでの検索ほど頻繁には行われないかもしれませんが、会社は成功した取引ごとに顧客の購買ニーズに対するデフォルトの解決策としての地位を強化しています。 Хотя покупки на Amazon, возможно, совершаются не так часто, как поиск в Google, компания с каждой успешной сделкой укрепляет свое место в качестве основного решения для удовлетворения потребностей покупателей. In fact, people are so comfortable comparison shopping on Amazon that they frequently use the company’s mobile app to check prices when standing in the aisles of real stores — often making a purchase from inside a competing retailer. |||||||||||||||||||||||||store walkways|||||||||||| |||||||||||||||||||||||||corsie|||||||||||| |||||||||||||||||||||quando estão|||||||||||||||| 実際、人々はAmazonでの価格比較に非常に慣れているため、実店舗の通路にいるときに頻繁に会社のモバイルアプリを使用して価格をチェックし、しばしば競合小売店からの購入を行っています。 [xxxvii] Thirty-seven 第37条第1項

In the Habit Zone

A company can begin to determine its product’s habit-forming potential by plotting two factors: frequency (how often the behavior occurs) and perceived utility (how useful and rewarding the behavior is in the user’s mind over alternative solutions). ||||||||||||trazando||||||||||percibida||||||||||||||| |||||||||||||||fréquence|||||||||||||||||||||| ||||||||||||plotting||||||||||||||||||||||||| |||||||製品の||||||||||||||||||||報酬的|||||||||| ||||||||||||traçando||||||||||||||||||||||||| Компания может определить потенциал своего продукта для формирования привычек, построив график по двум факторам: частоте (как часто происходит поведение) и воспринимаемой полезности (насколько полезно и выгодно данное поведение в сознании пользователя по сравнению с альтернативными решениями). Googling occurs multiple times per day, but any particular search is negligibly better than rival services like Bing. |||||||||||insignificantly|||||| グーグル検索|||||||||||ほとんど変わらない|||||| |||||||||||negligiblemente|||||| Conversely, using Amazon may be a less frequent occurrence, but users receive great value knowing they’ll find whatever they need at the one and only “everything store.” ||||||||occurrence|||||||||||||||||| 逆に||||||||出来事||||||||||||||||||店 por el contrario|||||||||||||||||||||||||| [xxxviii] 38 in brackets 第38条第1項

As represented in figure 1, a behavior that occurs with enough frequency and perceived utility enters the Habit Zone, helping to make it a default behavior. ||||lien|||||||||||||||||||| |||||||||||||||||||||||デフォルトの| ||||||||||||percebida|||||||||||| Wie in Abbildung 1 dargestellt, tritt ein Verhalten, das mit ausreichender Häufigkeit und wahrgenommenem Nutzen auftritt, in die Gewohnheitszone ein und trägt dazu bei, es zu einem Standardverhalten zu machen. 図 1 に示されているように、十分な頻度で発生し、有用性が認識される行動は習慣ゾーンに入り、デフォルトの行動になるのに役立ちます。 Как показано на рисунке 1, поведение, которое повторяется с достаточной частотой и воспринимается как полезное, попадает в зону привычек, что помогает сделать его поведением по умолчанию. If either of these factors falls short and the behavior lies below the threshold, it is less likely that the desired behavior will become a habit. |||||||||||||umbral|||||||||||| |||||||||||||threshold|||||||||||| |||||不足する|||||||||||||||||||| ||||||não atinge||||||||||||||||||| これらの要素のいずれかが不足し、行動が閾値を下回る場合、望ましい行動が習慣になる可能性は低くなります。 Если один из этих факторов не соответствует требованиям и поведение находится ниже порога, то вероятность того, что желаемое поведение станет привычкой, снижается.

Note that the line slopes downward but never quite reaches the perceived utility axis. ||||inclines downward||||||||| ||||se inclina|hacia abajo|||||||| 線は下向きに傾斜していますが、認識されている効用軸には決して到達しないことに注意してください。 Обратите внимание, что линия наклоняется вниз, но так и не достигает оси воспринимаемой полезности. Some behaviors never become habits because they do not occur frequently enough. No matter how much utility is involved, infrequent behaviors remain conscious actions and never create the automatic response that is characteristic of habits. On the other axis however, even a behavior which provides minimal perceived benefit can become a habit simply because it occurs frequently.

Figure 1

This concept is meant to be a guiding theory and the scale of the illustration is intentionally left blank. |||è intesa||||||||||||||| Эта концепция призвана стать руководящей теорией, а масштаб иллюстрации намеренно оставлен пустым. Unfortunately for companies, research thus far has not found a universal timescale for turning all behaviors into habits. |||||||||||timescale|||||| |||||||||||tiempo|||||| К сожалению для компаний, исследования до сих пор не выявили универсального срока превращения всех моделей поведения в привычки. A 2010 study found that some habits can be formed in a matter of weeks while others can take more than five months.

[xxxix] The researchers also found that the complexity of the behavior and how important the habit was to the person greatly affected how quickly the routine was formed. Reference 39||||||||||||||||||||||||||| ||||||||||||||||||||muito||||||| [xxxix] Исследователи также обнаружили, что сложность поведения и важность привычки для человека в значительной степени влияют на то, как быстро формируется привычка.

There are few rules when it comes to answering “how frequent is frequent enough?” and the answer is likely specific to each business and behavior. Существует несколько правил, когда дело доходит до ответа на вопрос "Насколько частым является достаточно частое обращение?", и ответ, скорее всего, зависит от конкретного бизнеса и поведения. However, as the previously mentioned flossing study demonstrates, we know that higher frequency is better. Однако, как показывает ранее упомянутое исследование зубной нити, мы знаем, что более высокая частота лучше.

Think of the products and services you would identify as habit-forming. Most of these are used daily, if not multiple times per day. Большинство из них используются ежедневно, а то и несколько раз в день. Now, let’s explore why we use these products so frequently. ***

Vitamins vs. Painkillers Vitamins|| ||analgésicos

It’s never been easier to launch a new product or service, yet most new endeavors fail. ||||||||||||||endeavors| ||||||||||||||emprendimientos| ||||||||||||||empreendimentos| Запустить новый продукт или услугу никогда не было так просто, однако большинство новых начинаний терпят неудачу. Why? Products fail for a variety of reasons: Companies run out of funding, products enter markets too early or too late, the marketplace doesn’t need what companies are offering, or founders simply give up. |||||||||||financiamento||||||||||||||||||||| Продукты терпят неудачу по разным причинам: У компаний заканчивается финансирование, продукты выходят на рынок слишком рано или слишком поздно, рынку не нужно то, что они предлагают, или основатели просто сдаются. Just as failure has many causes, success too can be attributed to a variety of factors. Как у неудачи много причин, так и успех может быть обусловлен множеством факторов. However, one thing is common to all successful innovations — they solve problems. That may seem obvious, but understanding the kind of problem a new product solves can be a topic of much debate.

“Are you building a vitamin or painkiller?” is a common, almost clichéd question many investors ask founders eager to cash their first venture capital check. ||||||painkiller|||||overused or predictable||||||||||||| |||||||||||||||||ansiosos||||||| |||||||||||||||||ansiosos para||||||| "Вы создаете витамин или обезболивающее?" - это обычный, почти клишированный вопрос, который многие инвесторы задают основателям, стремящимся обналичить свой первый чек на венчурный капитал. The correct answer, from the perspective of most investors, is the latter: a painkiller. |||||||||||second option|| |||||||||||a última opção|| Likewise, innovators in companies big and small are constantly asked to prove their idea is important enough to merit the time and money needed to build it. ||||||||||||||||||deserve|||||||| igualmente|||||||||||||||||||||||||| Da mesma forma|||||||||||||||||||||||||| Аналогичным образом, инноваторов в больших и малых компаниях постоянно просят доказать, что их идея достаточно важна, чтобы заслужить время и деньги, необходимые для ее реализации. Gatekeepers such as investors and managers want to invest in solving real problems — or, meeting immediate needs — by backing painkillers. Decision-makers||||||||||||||||||backing| los guardianes||||||||||||||||||apoyando| Такие воротилы, как инвесторы и менеджеры, хотят вкладывать деньги в решение реальных проблем - или удовлетворение насущных потребностей - поддерживая обезболивающие средства.

Painkillers solve an obvious need, relieving a specific pain and often have quantifiable markets. ||||||||||||quantifiable| |||||aliviando|||||||cuantificables|mercados Think Tylenol, the brand name version of acetaminophen, and the product’s promise of reliable relief. |Pain relief brand||||||pain reliever||||||| |||||||||||||fiable|alivio Вспомните "Тайленол", фирменную версию ацетаминофена, и обещание надежного облегчения. It’s the kind of ready-made solution for which people are happy to pay. In contrast, vitamins do not necessarily solve an obvious pain-point. Instead they appeal to users’ emotional rather than functional needs. ||||||||functional| When we take our multivitamin each morning, we don’t really know if it is actually making us healthier. ||||multivitamin||||||||||||| |||||||||realmente|||||||| In fact, recent evidence shows taking multivitamins may actually be doing more harm than good. ||||||multivitamins|||||||| ||||||||||||dano||

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But we don’t really care, do we? Но нам ведь все равно, правда? Efficacy is not why we take vitamins. Taking a vitamin is a "check it off your list" behavior we measure in terms of psychological, rather than physical, relief. ||||||||||||||||||||alivio We feel satisfied that we are doing something good for our bodies — even if we can’t tell how much good it is actually doing us. Unlike a painkiller, which we can not function without, missing a few days of vitamin popping, say while on vacation, is no big deal. |||||||||||||||vitaminas|||||||| diferente de||||||||||||||||||||||| В отличие от обезболивающего, без которого мы не можем функционировать, пропустить несколько дней приема витаминов, скажем, во время отпуска, не страшно. So perhaps managers and investors know best? Perhaps building painkillers, not vitamins, is always the right strategy.

Not so fast. ||rápido

Let’s consider a few of today’s hottest consumer technology companies — say Facebook, Twitter, Instagram, and Pinterest. What are they selling — vitamins or painkillers? Most people would guess vitamins, thinking users aren’t doing much of anything important other than perhaps seeking a quick boost of social validation. After all, think back to before you first started using these services. No one ever woke up in the middle of the night screaming, “I need something to help me update my status!”

But like so many innovations, we did not know we needed them until they became part of our everyday lives. Before making up your mind on the vitamin or painkiller debate for some of the world’s most successful tech companies, consider this idea: A habit is when not doing an action causes a bit of pain. It is important to clarify that the term “pain,” as it is frequently used in business school and marketing books, is somewhat hyperbolic. ||||||||||||||||||||||exaggerated or overstated |||||||||||||||||||||um tanto| In reality, the experience we are talking about is more similar to an “itch,” a feeling that manifests within the mind and causes discomfort until it is satisfied. |||||||||||||nagging sensation|||||||||||||| |||||||||||||||||||a|||||||| The habit-forming products we use are simply there to provide some sort of relief. Using a technology or product to scratch the itch provides faster satisfaction than ignoring it. ||||||||picazón|||||| Once we come to depend on a tool, nothing else will do.

My answer to the vitamin or painkiller question is that habit-forming technologies are both. ||||||painkiller|||||||| These services seem, at first, to be offering nice-to-have vitamins, but once the habit is established, they provide an ongoing pain remedy. |||||||||||||||||||||contínua||

Seeking pleasure and avoiding pain are two key motivators in all species. Buscando||||||||||| When we feel discomfort, we seek to escape the uncomfortable sensation. ||||||||||sensação In the next chapter, we will explore how emotions, often negative ones, trigger users to reach for solutions. But for now, the important thing to remember is that habit-forming products create associations in users’ minds — and that the solution to their pain may be found in your product’s use. We’ll discuss the morality of manipulation in chapter eight; however, it is worth noting that although some people use the terms interchangeably, habits are not the same things as addictions. |||||||||||||||embora||||||||||||||dependências Addictions are persistent, compulsive dependencies on a behavior or substance. Addictions, by definition, are self-destructive. Thus, it is irresponsible to make products that rely on creating and maintaining user addiction, since doing so would mean intentionally harming people. ||||||||dependem|||||||||||||| Таким образом, безответственно производить продукты, которые основаны на создании и поддержании зависимости, поскольку это означает намеренное причинение вреда людям.

A habit, on the other hand, is a behavior that can have a positive influence on a person’s life. Habits can be healthy or unhealthy, and you likely have several helpful habits you carry out throughout your day. Did you brush your teeth today? Take a shower? Did you express gratitude by saying “thanks?” Or in my case, say “Good morning” while on an evening jog? ||||||||||||||||||caminata These are common behaviors done with little or no deliberation — they are habits. |||||||||careful thought||| Это обычное поведение, совершаемое практически без обдумывания - это привычки.

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Diving Into The Hook Model Mergulho||||

By progressing users through the four steps of the Hook Model, — trigger, action, variable reward, and investment — hooks form habits. |||attraverso||||||||trigger|||||||| por meio de|||||||||||||||||||

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Remember and Share

- For some businesses, forming habits is a critical component to success, but not every business requires habitual user engagement.

- When successful, forming strong user habits can have several business benefits including: higher customer lifetime value, greater pricing flexibility, supercharged growth, and a sharper competitive edge. |||||||||||||||||||crescimento acelerado|||||| - В случае успеха формирование устойчивых пользовательских привычек может дать несколько преимуществ для бизнеса, включая повышение пожизненной стоимости клиента, гибкость ценообразования, ускорение роста и более четкое конкурентное преимущество.

- Habits can not form outside the “Habit Zone,” where the behavior occurs with enough frequency and perceived utility. ||||||||||||||||percebida|

- Habit-forming products often start as nice-to-haves (vitamins) but once the habit is formed, they become must-haves (painkillers). ||||||||desirable but optional||||||||||||

- Habit-forming products alleviate users’ pain by relieving a pronounced itch. |||reduce||||||| |||alivian||||aliviando||| - Продукты, формирующие привычку, облегчают боль пользователей, снимая выраженный зуд. - Designing habit-forming products is a form of manipulation. Product builders would benefit from a bit of introspection before attempting to hook users to make sure they are building healthy habits, not unhealthy addictions (more to come on this topic in chapter eight). ||||||||self-examination||||||||||||||||||||||||| |||||||||||||||hagan|||||||||||||||||| |||se beneficiariam|||||introspecção|||||||||||||||||||||||||

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Do This Now

If you are building a habit-forming product, write down the answers to these questions:

- What habits does your business model require?

- What problem are users turning to your product to solve? - Для решения какой проблемы пользователи обращаются к вашему продукту?

- How do users currently solve that problem and why does it need a solution? Como||||||||||||| - Как пользователи в настоящее время решают эту проблему и почему она требует решения?

- How frequently do you expect users to engage with your product? |||||||to interact||| - Как часто вы ожидаете, что пользователи будут работать с вашим продуктом?

- What user behavior do you want to make into a habit? - Какое поведение пользователя вы хотите превратить в привычку?