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The type of information (self-control or indulgence) that is currently active may influence a decision for the future," write Laran. "When information about self-control (indulgence) is currently active, decisions for the present will be virtuous (indulgent), while decisions for the future will be indulgent (virtuous). This result arises from people's need to balance behaviors performed in the present with behaviors that will be performed in the future

The type of information (self-control or indulgence) that is currently active may influence a decision for the future," write Laran. "When information about self-control (indulgence) is currently active, decisions for the present will be virtuous (indulgent), while decisions for the future will be indulgent (virtuous). This result arises from people's need to balance behaviors performed in the present with behaviors that will be performed in the future

The biggest challenge to better design isn't getting better designers. The problem is organizational, and the hub-and-spoke decision-making process that was originally created to slash bureaucracy--that is, to create more decentralized decisions and less hierarchy. But the overriding weakness, which design thinking makes manifest, is that good design is necessarily the product of a heavily centralized structure. Great design at places such as Apple isn't about "empowering decision makers" or whatever that lame B-school buzzword is. It's about awarding massive power and self-determination to those with the most cohesive vision--that is, the designers. Those are the people with the best idea of what customers want. That's the essence of "design thinking." If you were to summarize just how ugly--and self-defeating--the alternative can be, AA's Web site would be a smoking gun.

. Our User Experience Research team has found that people evaluate the search results page so quickly that they make most of their decisions unconsciously. To help us get some insight into this split-second decision-making process, we use eye-tracking equipment in our usability labs. This lets us see how our study participants scan the search results page, and is the next best thing to actually being able to read their minds.

More than anything, Google prefers to make design decisions based on what performs well. And as a company, Google cares about being fast, so we want our user experience to be fast. That's not just in terms of front-end latency-how long it takes the page to download-it's also about making people use their computers more efficiently. A lot of our design decisions are really driven by cognitive psychology research that shows that, say, people online read black text against a white background much faster than white against black, or that sans serif fonts are more easily read than serif fonts online.

What should marketers take away from this research? For one, marketers should be very suspicious of market research that claims to uncover the "why" behind a decision, such as "Why did you buy that Budweiser?" This isn't big news, but the research underscores why it might be difficult or impossible for a consumer to explain the thought process behind a purchase (since most of that process occurred subconsciously).

eyetracking can solve the problem of asking the conscious why because we can derive it looking at perception.

That's why we have a significant team of designers who bring unique skills to the teams they work with. Data informs decision-making but it's less useful for conceiving and building conceptually new directions. It's most useful for optimising and refining an established concept

That's why we have a significant team of designers who bring unique skills to the teams they work with. Data informs decision-making but it's less useful for conceiving and building conceptually new directions. It's most useful for optimising and refining an established concept

The harder the choice will be; and the harder the choice is, the more people make their decisions based on what choices are easiest to justify. In most cases, the easiest choice to justify is the one that favors function over form, frugality over luxury, and practicality over pleasure.

Even when you ignore environmental stimuli, your brain may still be sensitive to their content and store information that will influence subsequent decisions,

With a marketing person, 90 percent of the time is spent trying to do everything to shape the buying decision," said Earl Powell, director of the Design Management Institute, a forum for industrial designers and the businesses that use them. Designers are "more committed to the user experience. That experiential component has an emotional resonance: It sticks

Identify the gaps on your website with easy to understand Website Design, Branding, Targeting & Positioning Examples from AftertheNet. Will facilitate your business decisions for your website

What is fundamentally different about the recession, except for the ones we had in the 1930s, is that we're putting bookmarks in our brains. When icons that we defined as stable, like Lehman Brothers, fall apart, you are suddenly questioning everything around you. So consumers now, if things start to get better, will not run into the stores and start consuming like there had never been a recession. That will not happen. At the end of the day, consumers will want something practical that will enhance their lives in concrete ways. And that's really a fundamental change from the past, right?