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Consumers are unreasonable - but they're not stupid. We all like to think we make rational choices. But thirty years' of research has shown that what we actually do is make instinctive, 'gut' choices and then reverse engineer a set of rational criteria to justify that choice in order to fool ourselves into believing that we are not being unreasonable. The funny thing is that those gut choices consumers make are often better than the ones they make when they actively and rationally consider their options. In other words - consumers are sensibly unreasonable. The problem is that a lot of marketing is reasonable - but stupid. Why does every marketing brochure include a list of features and benefits that are based on the assumption that consumers are making a logical, cognitive choice? We know that they are not, but we keep doing it! By concentrating on providing cognitive solutions to emotional needs, marketing is trying to solve the wrong problem. What matters is how customers feel. You need to understand what makes consumers behave a certain way and then use that knowledge to shape the experience you deliver to the customer. This book is about Behavioral Economics and consumer psychology. Building on the work of Daniel Kahneman (Thinking Fast and Slow), Dan Ariely (Predictably Irrational) and others, Shaw and Hamilton unpack this new understanding of how people behave, explain what it means for organizations who really want to understand their customers, and show you what to do to create exceptional customer experiences.

Secondary lymphedema is a chronic condition that can develop after the treatment of cancer and can often lead to negative psychological and social impairments. When dealing with chronic illness, hoping and coping are interdependent. Previous research has assessed the outcomes of workshops designed to enhance hope but has not examined the workshop itself to determine how those outcomes were achieved. This study deconstructs the Living Hopefully with Lymphedema workshop to identify (1) what aspects of the workshop facilitated or interfered with therapeutic progress, (2) key aspects of facilitation that contributed to the functioning of the workshop, and (3) how participants responded to the workshop. Two three-day workshops were attended by a total of 19 participants. All sessions were audio taped and the recordings analyzed. Theoretical coding revealed a central theme focused on the importance of a safe environment within the workshop. Facilitators and participants worked together to co-create, maintain, and protect a safe space in which to engage in therapy. Findings are discussed in relation to key aspects of facilitation and the participants' response to the workshops. Recommendations for future workshop development are presented.

Abstract
One of the prominent pricing decisions a retailer can make is its choice of pricing strategy. Previous research investigating consumers' responses to stores with frequent, shallow price advantages relative to competitors (a frequency strategy) versus stores with infrequent, deep price advantages (a depth strategy) was all conducted by allowing people to simultaneously view prices from multiple stores, a setting that emphasized across-store comparisons. The present research finds that when a store's prices are evaluated separately, as opposed to simultaneously across stores, many of the prominent findings of previous research are reversed. The authors demonstrate that without simultaneous comparisons across stores, consumers shift from using across-store prices as reference points to using within-category reference prices. As a result of this shift, deep price advantages are easier to evaluate than frequent price advantages, and therefore more influential on consumers' formation of price image. When stores are evaluated separately, the result is most often a depth advantage, where stores with a HILO pricing strategy are evaluated as having a lower price image than EDLP stores, even when the average prices are the same. These results cannot be explained by prior work related to frequency and depth pricing strategies that relied on across-store comparisons.