The Smarter Screen audiobook cover - What Your Business Can Learn from the Way Consumers Think Online

The Smarter Screen

What Your Business Can Learn from the Way Consumers Think Online

Shlomo Benartzi

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Key Takeaways from The Smarter Screen

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Mind Map

The Smarter Screen
Information Overload+
Visual Appeal+
Perception Patterns+
The Power of Disfluency+
Effective Feedback+
Personalization & Timing+
Guided Decision-Making+

Quiz — Test Your Understanding

Question 1 of 7
According to the text, why is the abundance of online information a problem for users?
  • A. Internet connection speeds cannot keep up with the data volume.
  • B. The human brain's short-term memory can only store about four pieces of information at a time.
  • C. Most websites use outdated algorithms that hide relevant information.
  • D. Users prefer visual content over text-based information.
Question 2 of 7
What phenomenon explains why websites that rate highest for visual appeal are also often rated highest for usability and trustworthiness?
  • A. The halo effect
  • B. The fresh start effect
  • C. The middle bias
  • D. The disfluency principle
Question 3 of 7
If you want a user to click on a specific link on your website, where is the most effective place to position it based on human perception patterns?
  • A. In the top-left corner, where reading naturally begins.
  • B. Along the right-hand margin, to align with scrolling habits.
  • C. Smack dab in the center of the screen.
  • D. At the very bottom of the page, as a concluding call-to-action.
Question 4 of 7
Why did Uber introduce a feature requiring users to manually type in the surge pricing multiplier?
  • A. To reduce server load during peak traffic times.
  • B. To gather data on user typing speeds and habits.
  • C. To weed out customers who are not serious about booking a ride.
  • D. To introduce disfluency, forcing users to slow down and deliberately consider the higher cost.
Question 5 of 7
According to the book, what is the primary risk of providing too much feedback to a user, such as an app that tracks every single meal ingredient?
  • A. It can overwhelm the user, causing them to ignore much of the information.
  • B. It prevents the user from forming an emotional connection with the product.
  • C. It makes the interface too visually complex, triggering the halo effect.
  • D. It leads to buyer's remorse and immediate uninstallation of the app.
Question 6 of 7
Which of the following is an example of utilizing the 'fresh start effect' to change customer behavior?
  • A. Showing a user a digitally aged photo of themselves to encourage retirement saving.
  • B. Encouraging people to commit to a new weight-loss goal at the beginning of the week, month, or year.
  • C. Displaying a driver's name on a digital billboard as they pass by.
  • D. Informing a hotel guest that 75 percent of previous guests in their specific room reused their towels.
Question 7 of 7
What lesson can digital retailers learn from the marmalade stand study mentioned in the text?
  • A. Offering a massive variety of options guarantees higher overall sales volume.
  • B. Customers prefer a curated, limited selection over an overwhelming number of choices.
  • C. Providing detailed nutritional information is more important than the number of flavors offered.
  • D. Disfluency in the checkout process reduces buyer's remorse for food items.

The Smarter Screen — Full Chapter Overview

The Smarter Screen Summary & Overview

The Smarter Screen (2015) is a guide both for the start-up and established business to boosting your company’s digital presence in a media-saturated world. These blinks apply insights from behavioral economics to explain exactly how people think and respond to digital information on a screen.

Who Should Listen to The Smarter Screen?

  • Anyone that produces or manages digital content
  • Website designers and marketing managers
  • People curious about what drives consumer choice

About the Author: Shlomo Benartzi

Behavioral economist Shlomo Benartzi is a professor and co-chair of the Behavioral Decision-Making Group at the University of California, Los Angeles’s Anderson School of Management. He also holds a doctorate from Cornell University's Johnson Graduate School of Management.

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