In the consulting space, your world revolves around human interaction. So when growing your business, we must also look at human behavior, what motivates them, and how we can leverage that. In today’s episode, Melina Palmer, CEO of The Brainy Business, explains how behavioral economics for consultants helps grow the business. She explains how presenting information makes a difference in consulting because bad framing does not motivate anyone to take action. Melina also touches on some key concepts to help grow your business. Tune in to this episode now!
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I’m very excited to be joined by Melina Palmer. Melina, welcome.
Thanks for having me.
You are an author and speaker. You write. You’re a podcast host. You also consult. You’re the Founder and CEO of The Brainy Business, which is a really cool name. You help business owners apply behavioral economics, help them to get more customers, and also better manage their team, which I know is the topic of your book. You’ve worked very well in organizations like Walmart, Maker’s Mark, Mars, and a whole bunch of others. I thought it would be great to start off exploring and having you share a little bit more about what exactly behavioral economics is.
I know some people might be very familiar with that term, behavioral economics or behavioral finance, terms that have become a lot more popular in the last little while. Others may not have any idea what that actually means. What does behavioral economics mean and why should business owners even care about it?
I’d like to say that if traditional economics and psychology had a baby, we’d have behavioral economics. The reason that the field came about is because traditional economics assumes logical people make rational choices in everything that they do, and that’s just not the world that we live in. We know what we should do often, and then end up doing something else.
As you had psychologists and economists looking over the years, either entering into one another’s fields or working on research together to try and find if there were ways to better predict behavioral and work together, the concepts that the brain uses to make decisions is what has shaped behavioral economics and behavioral science. I’m an applied behavioral economist. I help people in organizations to communicate better with their own teams, clients, customers, and members to help make communication easier.
Even though we all have brains, we don't really understand intuitively how they work. Click To TweetWhere does that interest come from? Take us back to your earlier years when you get the bug for even learning about this and your interest in it.
My undergrad is in Business Administration with a focus on Marketing. When I was doing my undergrad, I remember there was a single class that had 1 section of 1 book, just a tiny little thing on buying psychology. I thought it was the most fascinating thing. I said, “Someday, I’m going to go back and get a Master’s in this. I know an MBA is not going to be for me. This is the path. This is what I’m going to do.” I spent the better part of ten years calling universities that all said, “That’s not a thing. There’s not a program for that. That doesn’t exist.” In that way, saying, “If you want to come and build a program, we’re happy to take your money if you want to come over here.” I say, “If I know what I need to learn, I don’t need to pay you a bunch of money to do that.”
I went into industry and was working in innovation programs and things, and just enjoying the work I was doing in marketing and brand strategy. The best way to explain is it’s like a fellowship within the credit union space for innovation and things. It’s a two-year program. They brought in some people from the Center for Advanced Hindsight at Duke University, which is their behavioral economics wing led by Dan Ariely. They were talking about the work that they did and their research, and I thought, “This is the thing I’ve been spending a decade looking for.” I made them spend much more time talking to me than I’m sure they wanted to.
I found out that their work was called behavioral economics. I found myself in a Master’s program and jumped right in. I knew I was early into the space because I’d been looking for such a long time, but I found everything that was so obvious to me about how this applied to communication, pricing within organizations, marketing, and brand strategy. Nobody was talking about it. It wasn’t really anywhere yet. That resulted in launching the podcast and rebranding my company to The Brainy Business, and here we are.
I want to get a lot more into your company, how you started, where it is now, and what you’ve experienced as you’ve started to apply this knowledge to the market and working with clients. Before we do that, I want to talk a little bit more about this field of behavioral economics and the core of why people make decisions or why people buy. How do you view that? Especially, from the lens of professional services or consulting, if you were to answer that question, what is at the core of why people buy, how do you think about that, or what’s important for people to know? How would you respond to that?
The core of that is that even though we all have brains, we don’t really understand intuitively how they work. Helping to get a little bit of that awareness is always where I start. If I ask you, how many decisions do you make per day? On an average day, how many decisions do you make? You come up with whatever you think the answer is to that. Maybe it’s 25 or 100, or maybe you’re going to go crazy and say it’s 5,000 decisions. Research shows that the average person makes 35,000 decisions every single day that is remotely conscious, so that’s not like a breathe-in and breathe-out thing.
With that, the vast majority can’t be done on that conscious, thoughtful processing level. It’s done by the subconscious, and it’s doing a lot of evaluation very quickly using rules of thumb for things that have worked in the past. The subconscious likes predictability, the status quo, to know things that have worked, and it doesn’t really want to hand things off to the conscious brain, which is much slower in getting things done. When we think about doing stuff in our businesses, creating a new program or a new advertising campaign, we’re going to do whatever it is.
This pitch email we’re going to send when we sit down and think, “I’m going to make this up, people should want this, they should know that,” that’s your conscious brain, and you’re thinking you’re communicating to other conscious brains, but you need to be trying to communicate with that subconscious. Jonathan Haidt has a great analogy, a psychologist out of NYU, to think about your brain like a person riding an elephant. The writer has that conscious, logical plan, knows where it wants to go, and sees the path is ready and spent weeks planning everything out. If the elephant wants to run in a different direction, it wants to sit down, and it’s not motivated to go anywhere, you can’t logic it into going where you want.
It doesn’t speak the same language. You can’t push or pull that six-ton behemoth. You have to understand, communicate with, and motivate the elephant to go in the direction that the writer wants. Within your business, when you’re communicating, you’d like to think that you’re communicating with other writers, but you need to be thinking about the elephant and how to motivate the elephant. The writer then is going to explain why it was such a great idea to go that way down the line. Being an elephant whisperer is the goal.
I’m going to try and expose a different perspective to see if I can push the conversation a little bit into a different direction. I want you to push back however way you feel necessary. What you just said makes a lot of sense. All of us are making way more decisions than we even know that we’re making. When we think about the buyer of consulting services and advisory services, this is not somebody that is just making a decision on something that is for $10, $100, or even $1,000. In most cases, it’s going to be $10,000, $50,000, $500,000, or multiple millions of dollars. These bigger decisions typically require more thought.
When I try and think about, “How do I apply what Melina just said in terms of speaking to more of the subconscious?” is that as necessary in your mind when a consultant is reaching out to a buyer of these services or whatever it is that they’re buying, that does require more thought? I would imagine that if I’m going to be investing $100,000 or $500,000, I’m not going to let my subconscious make that decision for me. I need to be very thoughtful.
Wouldn’t it be nice if that was how it really worked because we want it to be that way? Fortunately or unfortunately, no. It’s not how it is. There’s been lots and lots of research into something, large spaces where this all comes into play. One study that comes to mind is one when it comes to buying homes. We would like to think, “If I’m picking what latte I’m going to get, I don’t worry about it too much.” When I’m buying a home, I’m using all my logical rational resources on that thing. No, it doesn’t happen that way. Yes, you have some of that conscious evaluation, but there’s still other stuff that’s coming into play and different concepts. One of them being anchoring, and the way that we’re presented information.
Framing is how you say something matters more than what it is that you are saying. Click To TweetI’m going to move to a different purchase to make the anchoring and relativity example here. Imagine you’re going to buy a couch, which is another thing that potentially you don’t buy all that often as something. Not as big as a house, but the same things still apply to various examples. You go into the store, and you see a couch that you like, and you think, “This is a great couch.” You ask them, “How much is this?” They say, “It’s $900. I’m sorry. My mistake. It’s $700.” We feel a certain way about the couch now. This is an example for my friend Brian Ahearn.
The other example is you walk in on the same couch and say, “I love this couch. How much is this?” The sales rep says, “It’s $500. Sorry. My mistake. It’s $700.” We feel very differently about the couch in both scenarios. It was never $500 or $900, but the anchor that was given to us in the relativity of those examples makes a difference. When you’re going out and buying houses, you say you have an $800,000 budget, and your real estate agent knows that that’s going to be really difficult. They show you some million-dollar houses, and then they show you the $800,000 one, and you say, “This is a piece of garbage. I don’t want that.” You’re maybe willing to nudge up a little bit because of something that you saw. Whereas if they had shown you a $500,000 house first, then the $800,000 looks worse.
All sorts of things also were very triggered by social proof because we are a herding species. Even with multimillion-dollar decisions and the way that we’re selling ideas or concepts within organizations, you still have humans with brains making choices, and they are influenced by what other people have done before them, what they’ve always done, and a love of the status quo, because that’s how our brain makes decisions. I’ve had students and clients from Google and whatever, where they’re saying, “I’m selling these big things.” It’s surely not coming down to this one thing.
You could have an entire team that’s bought in. Everybody gets it, they’ve all signed off, and then there’s one user way down the line who’s the super user of whatever the thing is that says, “I don’t like, and I’m not going to do that thing because,” and they’re rooted in their status quo and endowment effect of the thing they love and have used before. If they nixed the idea, it’s just out for everybody. It would be great if that wasn’t the way that worked.
I’m glad that you’re giving these examples because I’m sure there are some people who would be reading what you said originally and thinking, “Maybe that doesn’t apply as much to bigger decisions or a buyer of consulting services.” We’ll illustrate further through our conversation how so much of this applies to everything in our lives, whether on the personal side or the business side, and certainly to the world of consulting.
What I’d like to maybe do next would be to go through a few of the key concepts that I know you’re very familiar with and that you talk a lot about in your first book, and you could maybe define what the concept is and what it means. If there’s an example or a story that you want to attach to each one, you can try and gear as much as possible in a way that would be really valuable for a consultant. That would be wonderful. Does that sound okay?
I already gave a couple in anchoring.
Start with framing. I have a bit of a list. Can you define what is it and give an example of it?
Framing is how you say something matters more than what it is that you are saying. My favorite example for this one is to imagine that you need to pick up some ground beef, maybe you’re making spaghetti tonight. You go to the store, there are two stacks, almost identical. One is labeled as 90% fat-free and the other is 10% fat. Which one do we want to buy? What feels better to you? I’ve given this example to thousands of people from around the world. Overwhelmingly, everyone says 90% fat-free is the one that they want, they feel better about. Logically, we know it’s the same, but it’s hard to convince ourselves to get that other thing.
If we try to apply this to the world of consulting, how could we apply this concept of framing?
The way that you are going to present the information makes a difference. The example that came to mind immediately as this goes is something that I had advised one of my clients that were more for their own marketing initiative. The thing that is so jargon that comes up a lot is bad framing. In this case, for a financial institution wanting to have an ad about their rates on what they were offering, they wanted to have ads that said, “You earn 1.26% APY on up to $25,000 in balances.” That is not motivating anyone to take action. I got them to reframe it as a question and say, “Did your checking account pay you $315 last year?” They quickly say, “No, it didn’t. That’s valuable to me. Who’s talking about that? I’m curious now. I want to take the next step.”
In that case, they didn’t spend anymore and advertise in any different areas, but they had a 60% month-over-month increase in checking account openings in launching that campaign. In the case of pitching and conversations with people, ending in a question instead of a statement is something that can make a huge difference when you’re pitching and doing consulting. If you think about how many times you’ve ended an email with, “Please let me know if you have any questions. I’m here if you have questions,” the end. You’ve got it in a statement. “Please select a time that works for you. Let me know the time that works for you. I’ll get back to you.”
Confidence is a problem that people have when it comes to pricing and putting your information out there. Click To TweetEnding in statements doesn’t motivate us to do anything. It’s easy to set that aside for later. Whereas when there’s a question that is asked, we feel more motivated to take our next step to do something with that. If you present all the information and say, “Did I miss anything? Is this everything you were expecting to see?” and then someone feels like they want or need to respond. If you lay out some options for a time to meet and say, “Which of these works best for you? Is one of these a good option for you? Do you want to look at something else?” people can say, “Tuesday doesn’t work, but I could do that same time on Thursday.” Ending in a question is a very simple frame that can help you be more successful.
The other point that I’m taking from what you mentioned that I want to highlight is how every single one of us communicates information to clients our perspectives, our recommendations, and our observations even. The example you highlighted there with the financial institution is that you’re talking about the exact same thing. Nothing changed, but you were able to put a spit on it and shine a different light on it which made it a lot more attractive. The takeaway for everybody here is just to ask yourself. As you’re writing an email or presenting something to a client, is there a way to take whatever you’re already thinking about, but put a more positive spin on it where it’s more exciting and more compelling? Next one, priming. What is that concept?
Priming is that whatever happens just before a decision has a lot of impact on the choice that is going to be made. All of our senses are impactful in this. In the chapter in the book on priming, I talk about them in more detail. Some that you might not think about can be very impactful. An example is a gas station that wanted to be selling more coffee. You want people to come in and buy a cup of coffee, and you could put a bunch of ads up. You can have information about some sale you’re running or whatever it is, and they may or may not have an impact. What this study did is they had the scent of coffee beans roasting, grinding, and coming out at the pumps. By pumping the coffee bean smell, they increased the sales of coffee by 300% without anything else.
You’re there, get the whiff, and you go, “I’ve got a long drive. Maybe I want to pop in and grab that.” You don’t even notice. For people who don’t drink coffee, it doesn’t do anything. For someone who’s not wanting to buy it, you don’t have to. That’s in behavioral science. We work in nudges, so you’re not forcing anyone to do anything, but just a little something to maybe appeal to the brain differently. That’s an example of a prime. In the case of consulting, here’s the thing that I see a lot. I do a lot of work in pricing strategy. Confidence is a problem that people have when it comes to pricing and putting your information out there. Especially, when we’re setting our own prices, and it’s not something we would pay for because we’re the expert, it can feel very uncomfortable.
Maybe you recently raised your prices, and you go out to somebody and say, “It’s going to be $5,000. I know that sounds like a lot. If you aren’t ready for that, I totally get it. I could do this grandfathered-in pricing. I just switched to it. I know it can be difficult. I have payment plans, and there are other options.” Way longer than I’ve stopped myself here, but you know you’ve been through that pitch either as a pitcher or a pitchee.
Hearing that information, I might have had a $5,000 budget and thought that was a good price, but the way you’re talking about it feels like something feels off. You’ve primed me to think that it’s expensive, that this isn’t something I’m going to want, and that I don’t want to move forward. If you can instead prime with that confidence, you want to be able to talk about your pricing as if it’s the weather or the time of day. Something very simple that you can say and just own can really be helpful so you’re not priming for it being too expensive.
What would that look like in terms of language that you’ve seen work or maybe how you apply it in your own business? When you’re talking about pricing, what would be a best practice from a priming perspective to introduce pricing?
This incorporates some of the relativity and anchoring that I already talked about as well. Another thing that people tend to do is when we lay out prices, we feel like we need to ladder step our way up to the highest price. Often, the thing that someone wants you to buy is the most expensive thing that they offer. You come in and say, “We’ve got stuff for as little as $500. I’ve got a course that’s available for you for $500. We also have a package that’s $2,500 a month. That’s something that you can do. There’s this $5,000 a month option that’s a good retainer if you’re interested.” $5,000 sounds really expensive when we started at $500 and we worked our way up, it’s like the couch again.
Instead, you want to start high. If the $5,000 thing is what you’re trying to sell, then you need to make something bigger than that. If you were to say, “We’ve got a $10,000 a month package that is something for if you need our team to be doing hands-on work for you, lots of excess, and all these things that we’ve got going on for this big expensive thing. We also have a $5,000 option, which is best for most people. We’re a herding species, so we like to hear about what most people do. We have a $5,000 option that has X, Y, and Z, which aligns with what you’ve been talking about.”
“We also have something that’s at the $2,500 level. That’s really intro as an option. Which of those sounds best for you?” $5,000 feels much more reasonable because we started at $10,000 more likely to get that on the way down. We talked about our herding and social proof. We’ve primed and anchored with that other. We’ve framed with our question. Lots of tips along the way.
That three-option strategy is one that we talk a lot with our clients about and help them around to develop. If you know that the number one thing you want to offer or sell is that $5,000 package, creating the $10,000, people get stuck on, “I don’t even know what to offer for $10,000.” Again, these numbers could be $100,000 or $1,000,000. It doesn’t matter. The idea is you know and the research shows the majority of people will not buy the highest level package.
It’s that anchoring that brings you down, and then all of a sudden the $5,000 seems so much more reasonable. The way you lay that out is really good. Let’s do one more, and then we’ll move on. Loss aversion. This could be very interesting, especially for consultants and decision-makers. What is loss aversion? From a buyer’s perspective and consulting perspective, what would that look like?
Humans don't like to lose or give up things. The problem is that we, as a society, have set up this gain-riddled experience. If you're never at an opportunity where you might lose something, it's less motivating to take action. Click To TweetHumans, believe it or not, and probably not that surprising, don’t like to lose or give up things. The problem is that we as a society have set up this gain-riddled experience, and people like things, we should give them more things. If you’re never at an opportunity where you might lose something, it’s less motivating to take an action. What research has shown over and over again is that the pain felt by a loss is twice as painful as the joy we feel by a realized or potential gain. If we lost $20, we would need to get $40 to feel equal, maybe, because we don’t like to lose stuff. I know here, this is where people will say, “Melina, I don’t want to be negative,” like you were talking about in the framing.
The nice thing is it doesn’t have to be. There is some value in it. Even though you’re a conscious writer, you don’t want the negative space. The elephant may be motivated by it. Our brains take ownership of things far before we realize it. Our senses come into play here a lot as well. Especially, if you can touch something or you get to experience it, you have someone imagine what it would be like if this we are triggering an endowment effect that makes it so we don’t want to lose whatever it is that’s being presented here.
An example that I love to use for thinking about this in a way that’s not negative is an overnight test drive with a car. If you’ve ever bought a car and had even a single test drive, you’re more likely to buy the car once you drive it than if you don’t, which is why the sales team wants to get you in the car, but perhaps, you went and tested something out, and they gave you the opportunity for an overnight test drive. Maybe they gave you a gift card to take your family out to dinner. It’s like, “Go put the car seats in, see it in the garage, deal with this all, whatever.”
If you don’t want it, no obligation, but we’ll go from here. Your brain is taking ownership of that very quickly. Very soon, your old car, which was fine on the drive-in, you’re seeing all the crushed-up Cheerios in the backseat and how faded things are, and don’t like that compared to this new item. We’re very loss averse, not wanting to give it up when we’ve been presented with the information in this way.
Let’s take the example of a consultant who is talking to a buyer, and the consultant gives the buyer a lot of valuable information without any charge. It’s free. They’re spending some time. They’re sharing insights, perspectives, ideas, and opportunities. What does that signal to the buyer? Is there any potential loss aversion going on there with the buyer? I’m just playing through this a little bit where the buyer might think, “This person could be an amazing partner and could be a great advisor. They’re giving so much information and so much value. I don’t want to lose access to that person.” Is there anything of that going off from a loss aversion perspective? Do you think there might be some other concept at play there?
There’s some of that. That’s playing a little bit more in the reciprocity space. When we give things to people, they feel like they want to give back to us. This is where with a lead magnet, you may have a loss leader as something you’re putting work into to give someone for free or at a discount, to make it more likely that they’re going to want to buy with you down the line, which could be. If you’ve already given them the plan and the vision of what it may look like, and what they could get on the other side and they’re seeing how much work it would be for them to do, it’s so much easier. You already know what it’s going to be, “I don’t want to miss out on what’s there.” We have some loss aversion tied in there, which is I think a little bit of what you were getting at.
That’s the thing about any behavioral science and behavioral economics. It would be great if you were able to say, “You always use this one thing, and this is the only thing that’s happening in this case.” You pull this lever, and it works, and that’s how it goes. Our brains are complex. The situations we’re working in are complex. There are a lot of things moving at any given time. The concepts are proven scientifically. They work in many different areas, but you always want to make sure you understand the problem that you’re working on, the behavior that people are doing, and what you want them to do.
In my book, I talk about the small steps to help people get from A to B, knowing what B is before you talk to them in A, and how you can be nudging them using these concepts when you’re trying to have a very narrow focus of A to B instead of, “We want them anywhere in the alphabet, and we’re just going to be throwing stuff.” It’s not going to work out very well.
I’m looking at our time now, and there’s so much more that we could go into around behavioral economics. We haven’t even touched on all the details of your business. What we’re going to need to do is encourage people to go to your website, learn more, and see what you have going on. Before we wrap up, I want to go over and ask you a couple of additional questions. The first is when you look at your day-to-day and what you feel contributes most to your success, performance, focus, and energy, are there any habits that you have that are part of your day-to-day that you feel are critical to the performance, focus, and success that you’ve created in your business?
Yes. I would say being in a habit of generosity and looking to others first in a give-first space. Using that reciprocity tactic is something for me where the podcast has over 220 episodes of free content that I spend many hours a week producing and putting out there, but it makes it so I have lots of warm leads that find me. I don’t have to be pitching people because I’m putting that out into the world. Also, sharing other people’s stuff generously first instead of saying, “Once someone’s done something for me, I’ll do something for them.” All sales and business is a really long game, and it’s good to just be generous and know that it’s going to come back in some way somehow down the way.
I’m very aligned with that. It’s amazing how hard it is for people. I guess it’s not really amazing when you know how the brain works. For people who are earlier staged in their business, it can feel very hard to give generously without expecting any kind of return because you want to generate cash and you want to get validation that you’re on the right track. That long-term mindset always wins out. Business is a long-term game. It’s all about relationships. The more value you can add and deliver, the more value you’re going to overall create. We’ve seen that as well at the show.
Final question, and then I want to make sure we can guide people to the best place for them to find out everything that you have going on in the branding business, check out your podcast, and your books. Speaking of books, within the last several months, what is one book that you have read or listened to, which could be fiction or non-fiction that you have really enjoyed and recommend to others?
All sales and business is a really long game, and it's good to just be generous and know that it's going to come back in some way, somehow down the road. Click To TweetI get to read a lot of books and things in setting up my own podcast, interviews, and things. The book that I enjoyed I would say is How Minds Change by David McRaney. He also wrote You Are Not So Smart and has a podcast by the same name. He’s fantastic. He also wrote a book called You Are Now Less Dumb, which is a great title. In How Minds Change, he’s investigating just that, and he talks to people that have been in cults and people that are getting people to change opinions that have been very strongly rooted and figuring out some of the science behind it. I’ve had him on the podcast talking about too. Just a great book.
This is such a big area. I wrote The Elite Consulting Mind several years back because I saw, and I still have this belief, that people can know what they need to do. You can have all the tactics and strategies. You can have all the answers and the information, but you could still not be successful. The question that I wanted to answer in that book was, “Why is that from a consulting perspective?” The real idea and the reason it’s called The Elite Consulting Mind is because it’s mindset and how you think about things.
That’s why I want to encourage everyone to make sure that they check out, Melina, the work that you do, as well as your podcast, and the book that you mentioned, as well as just other books on the topics of psychology, behavioral economics, or all this stuff. When you better understand how people think and make decisions, you’re going to be able to apply so much of that to your marketing, pricing, promotions, or anything that you do and how you engage with people. This is such an important aspect of business that I know people often focus on just sales, marketing, or social media. Not enough time is actually spent trying to understand how the mind works.
When you understand that, not only will you understand more about yourself, but the relationships that you have with different people and the relationships that you want to have with your ideal clients and dream clients. With that, where should people go? Where can they learn more about your podcast? You have a new book coming out very soon. I’m sure you’ll have a lot more information about that on your website. Where should they go to learn more?
Thank you for all of that. I agree with all of what you’re saying. It’s very much in sync with my thoughts. TheBrainyBusiness.com has information on my podcast, consulting, speaking, and books. What Your Customer Wants and Can’t Tell You has been out for some time now, which is a little bit more of what we were talking about. The new book is What Your Employees Need and Can’t Tell You, which is going to be out by the time the episode comes out. For everyone who’s reading, if you go to TheBrainyBusiness.com/ConsultingSuccess, and you think you’re on the fence and excited to learn a little more, you can get a first chapter of either or both of those books for free, so you can read a little, see if it’s a fit, and using that reciprocity we were talking about here, and if you want to jump in, check out, and learn more.
Melina, thank you much for coming on. I really enjoyed our conversation. I was swept away a bit just exploring these concepts with you that we didn’t get into some of the other stuff that I had planned, but we may look to continue our conversation on that soon.
Sounds great. Thanks for having me.
Important Links
- The Brainy Business
- How Minds Change
- You Are Not So Smart
- You Are Now Less Dumb
- The Elite Consulting Mind
- The Brainy Business Podcast
- The Brainy Business Podcast Speaking Tab
- Books – The Brainy Business
- What Your Customer Wants and Can’t Tell You
- What Your Employees Need and Can’t Tell You
- TheBrainyBusiness.com/ConsultingSuccess
About Melina Palmer
Melina Palmer is an applied behavioral economist with a passion for helping everyone from around the world to understand what behavioral economics is and how it can be applied to help the world communicate more effectively.
She is happiest on a stage or working with corporate teams, enlightening them about the brain and how easy it can be to apply behavioral science to have amazing impact on projects and initiatives.
Her award-winning podcast has downloads in over 170 countries. She teaches applied behavioral economics through the Human Behavior Lab at Texas A&M University. She has written two books, and has contributed research to the Association for Consumer Research, Filene Research Institute, as well as writing a column for Inc.
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