There’s a famous story in business lore about Betty Crocker’s first cake mixes. Originally, they were designed to be as easy as possible. Just add water and bake. But sales lagged.
When the company reformulated the mix so that consumers had to crack in a fresh egg, suddenly sales took off. The extra step was not necessary from a baking standpoint. But psychologically, it made the experience more meaningful. People wanted to feel like they contributed something, that the cake was theirs.
Fast forward to today, and the dominant mantra is “frictionless.” Seamless checkouts, one-click ordering, instant delivery. No doubt, convenience matters. But does removing every ounce of friction risk removing some of the meaning?
In fact, a number of philosophers, psychologists and authors, ranging from Nietzsche to Brene Brown, have suggested it’s often through struggles, even tiny ones, that we feel connection, ownership, pride.
This opens up an intriguing challenge as we seek to understand what consumers really want. If human beings derive meaning not just from outcomes but from the effort invested along the way, how should we think about the “consumer journey”? Should every barrier be eliminated, or might some friction actually enrich the experience, anchoring identity and memory in ways that matter for brands?
Market researchers play an important role in helping brand stakeholders balance the tension between convenience and meaning. By understanding not only what consumers say they want (ease, speed, convenience), but also what makes an experience feel like theirs (effort, involvement, small but meaningful struggles), we can help brands design products and services that resonate with their customers more deeply.