What Psychologists Have Discovered About Buying the Product

Understanding consumer behaviour is crucial for businesses to effectively market and sell their products. Psychologists have developed various theories and models to explain the complexities of consumer decision-making processes. This essay will explore some of the key psychological insights into why consumers buy, including the Theory of Planned Behaviour, the Black Box Model, and the Consumer Decision Model, examining how these theories explain purchase decisions and the factors that influence them.

Theory of Planned Behaviour (Ajzen, 1991)

The Theory of Planned Behaviour (TPB) is a widely recognised framework for understanding consumer behaviour. It posits that the intention to perform a behaviour, such as purchasing a product, is the most significant predictor of whether that behaviour will occur. The stronger the intention, the more likely the purchase. For example, a consumer experiencing a cracked phone screen will have a strong intention to purchase a new phone.

According to Ajzen (1991), three key factors influence intention: attitude, subjective norms, and perceived behavioural control.

• Attitude refers to the consumer's overall evaluation of the product or brand. A positive attitude, shaped by perceived benefits like sleek design or advanced features, makes the purchase more likely.
• Subjective norms reflect the perceived social pressure to engage in the behaviour. Seeing positive online reviews or observing friends using a particular brand can sway a consumer towards purchase.
• Perceived behavioural control refers to the individual's belief in their ability to perform the behaviour. Factors like product availability, affordability, and ease of purchase all contribute to this perception.

Consider a consumer considering buying a new laptop. They may have a positive attitude towards a specific brand known for its reliability. They see positive reviews online (subjective norm), and they have the financial means to purchase the laptop (perceived behavioural control). These factors combined create a strong intention to purchase, making the actual purchase more likely.

Black Box (Stimulus-Response) Model

The Black Box Model simplifies the consumer decision-making process by focusing on the relationship between stimuli and responses. It suggests that consumers respond to various marketing stimuli, such as advertising, pricing, and in-store displays. The "black box" represents the consumer's mind, where internal processing occurs, but the model doesn't delve into the complexities of this process.

Retailers can leverage this model by creating a stimulating retail environment. Appealing product displays, enticing promotions, and persuasive sales techniques can act as stimuli that trigger a positive response, ultimately leading to a purchase. For example, strategically placing impulse-buy items near checkout counters can encourage unplanned purchases.

Consumer Decision Model

The Consumer Decision Model offers a more detailed, step-by-step understanding of how consumers navigate purchase decisions. This model typically outlines five stages:

1. Need or Problem Recognition: Recognizing a need or a problem acts as the starting point. This could be as simple as needing new shoes or realizing the desire for a more advanced smartphone.
2. Information Search: Once a need is identified, consumers often engage in information searches, both internally (recalling past experiences) and externally (reading reviews, comparing products online, or seeking recommendations).
3. Evaluation of Alternatives: Consumers weigh the pros and cons of different product options. This might involve comparing features, prices, brands, or even considering factors like sustainability and ethical production.
4. Purchase Decision: After evaluating alternatives, the consumer decides to purchase. The decision might be influenced by factors like promotions, product availability, or the perceived value offered by a particular brand.
5. Post-purchase Reflection: After the purchase, the consumer evaluates their satisfaction. Positive experiences lead to brand loyalty and repeat purchases, while negative experiences can lead to regret and negative word-of-mouth.

For example, consider someone purchasing a coffee machine. They realize their old one is faulty (need recognition), research different models online (information search), compare features and prices (evaluation of alternatives), choose a model and make the purchase (purchase decision), and then enjoy their coffee while feeling satisfied with their choice (post-purchase reflection).

Influences on these Decisions

It is crucial to recognize that consumer decisions are not made in isolation. They are influenced by a complex interplay of individual and environmental factors.

Environmental Influences: Cultural norms, social class, reference groups, family, and even situational factors like time pressure or store ambiance can all sway purchasing behaviour. For instance, a consumer might feel pressured to buy a particular brand of clothing because it is perceived as trendy within their social circle.

Individual Differences: Factors like a consumer's resources (financial and time), motivation, knowledge, pre-existing attitudes, personality traits, values, and lifestyle also play crucial roles. A consumer with strong sustainability values might be willing to pay a premium for eco-friendly products, even if cheaper alternatives are available.

Conclusion

Understanding the psychology behind consumer purchasing decisions is an ongoing area of exploration. The Theory of Planned Behaviour, the Black Box Model, and the Consumer Decision Model provide valuable frameworks for understanding the complexities of why consumers buy. By considering the interplay of intentions, environmental cues, individual processing, and external influences, businesses can develop more effective marketing strategies that resonate with their target audiences and ultimately drive sales.

**References**

Ajzen, I. (1991). The theory of planned behavior. _Organizational behavior and human decision processes_, *50*(2), 179-211.