Minding our own behaviour

As a business with behavioural science embedded in our processes, we’re passionate about applying behavioural thinking not only to client challenges but also to optimise our own operations.

It's about walking the walk, not just talking the talk. Take our pricing strategy, for example.

By incorporating these five behavioural principles we've witnessed a significant uplift in average value of project and secured stronger client buy-in:

1. Anchoring: Setting a reference point to elevate other options.
2. Social Proof: Leveraging popularity and testimonials to build trust.
3. Framing: Highlighting benefits and outcomes to create a sense of value.
4. Decoy Effect: Offering a less attractive option to boost the target package’s appeal.
5. Concreteness: Quantifying intangible benefits to demonstrate ROI.

These subtle nudges guide clients towards choices that are beneficial for both parties. However, we recognise that certain areas of our business, and the industry at large, present greater challenges when it comes to applying behavioural science principles.

Pitching, internal communication, and even creative development processes are often rooted in tradition and resistant to change.

So why do agencies struggle to practise what they preach?

Several factors come into play. The fast-paced nature of agency life, coupled with demanding client expectations, leaves little room for introspection and experimentation.

Additionally, change itself can be inherently challenging, requiring a shift in mindset and established routines.

But change is possible

To truly embed behavioural science in our daily practices, we must start by carving out time for reflection and analysis. By critically examining our processes and identifying areas for improvement, we can leverage behavioural insights to drive positive change.

We can design experiments to test new approaches, gather data, and iterate on our strategies. For instance, we could reimagine our pitching process by incorporating principles like social proof and loss aversion.

Highlighting past successes and emphasising the potential risks of inaction can create a more compelling narrative. Similarly, we could optimise internal communication by utilising defaults and commitment devices to encourage desired behaviours, such as timely feedback or collaborative brainstorming.

Ultimately, integrating behavioural science into our own operations isn't just about efficiency or profitability. It's about fostering a culture of continuous learning and improvement, where we're constantly challenging assumptions and pushing boundaries.

It's about living our values and demonstrating the transformative power of behavioural thinking, both for ourselves and our clients.

Sue Benson is Founder and Managing Director of The Behaviours Agency.

The opinions expressed here are those of the authors and were submitted in accordance with the IPA terms and conditions regarding the uploading and contribution of content to the IPA newsletters, IPA website, or other IPA media, and should not be interpreted as representing the opinion of the IPA.