Heuristics in marketing – silver bullet or overused buzzword?

If you work in marketing, it’s likely that you’ve heard the term ‘heuristics’ being banded around. You’ve probably also heard about the magic of using them – after all, they are quick, powerful shortcuts to consumer decision making. But are we over-relying on them? Are they the silver bullet that they’re often made out to be, or just another overused buzzword?

Put simply, heuristics are mental shortcuts that we, as humans, all use to simplify problems, make decisions and avoid cognitive overload. Because these shortcuts are things that we use day in, day out, they have a major impact on our decision-making. These shortcuts mean we sometimes ignore information or fixate on information, both consciously and unconsciously. Regardless of how our brain processes these heuristics, they are there to help us make faster decisions, whether it’s based on availability, price anchoring or social proof – each playing a crucial role in shaping consumer behaviour.

Why are heuristics seen as a silver bullet?

Nowadays we have multiple heuristics, with there being around 20-30 common ones that are used more regularly. However, back in 1974, Tversky and Kahneman deep-dived into this topic, specific to decision making and called out a number of heuristics that are most common. This research showed that as humans, when we’re deciding and are unsure, we rely on a small number of shortcuts.

It's no secret that these heuristics are effective. Several researchers have developed the findings from 1974, showing they are a proven psychological principle and can work well when applied correctly. ?There are a few examples of how brands have successfully leveraged these heuristics, including:

• The representativeness heuristic is a mental shortcut where we judge the probability of an event, decision or situation based on how well it fits into a stereotype or pre-determined notion that we have. Apple use this heuristic in how they market their products. They have a reputation for producing sleek, high-quality and innovative tech, meaning when the latest product is announced, consumers will automatically assume it fits into this stereotype. ?
• The anchoring heuristic says that the thing that we see first impacts everything that we do afterwards, affecting how we perceive things. This often impacts pricing, where our calculation of what is a ‘fair’ price for something is often based on the first price we’ve seen for this – as this becomes our reference point. IKEA use this in their advertising, often comparing their products to a more expensive version, making the less expensive option seem like a much better deal.
• The availability heuristic is when, as consumers, we rely on readily available information, which is often what is most recent or vivid. We use this in decision making, as opposed to broader more accurate data, meaning our decisions are based on what comes to mind most easily. Coca-Cola leverage this effectively, through advertising, sponsorship and being around high-profile events, making them a go-to choice for many.

Heuristics allow marketers to quickly create persuasive campaigns without overcomplicating the decision-making process, making it a strength for campaigns on tight budgets or with time constraints.

Is there a dark side to using them?

Heuristics are the ultimate shortcut. However, there is a risk that when they are used excessively or incorrectly, they can undermine trust and lead to decision fatigue.

Take the classic ‘limited-time offer’ that lots of brands do. The challenge with this is that consumers see it everywhere now, and when something like this is used too often, it can lose its potency and create scepticism as opposed to urgency – will consumers believe that something is really that limited?

There are also times where limited stock (or time!) can be used to add pressure which might not be best placed. Consider when booking a flight. There are often messages about time left to book and number of seats left. When you’re doing something that is a big purchase (and comes with naturally a lot of stress), these messages can often pile more stress onto an individual, turning an experience into something more negative.

Heuristics can also sometimes backfire or feel manipulative. If consumers feel like they are constantly being nudged, they can develop a resistance to certain cues like social proof or scarcity, meaning that instead of them engaging with an offer, they’ll choose not to engage at all.

The beauty of human behaviour is that it isn’t always logical or rational. Whilst heuristics can be helpful in some contexts, not every decision should be simplified. Heuristics aren’t always suitable for all types of decisions, particularly those more complex or with high involvement. Take the flight booking example above – consumers may want to feel informed and deliberate in their choices, rather than being rushed by simple heuristics like scarcity.

There is also an argument, as shown in the examples above that the more common heuristics become, the less effective they might be. Overuse can desensitise consumers, diminishing their persuasive power.

How can you strike the balance and use heuristics wisely?

Heuristics are best used in careful consideration, rather than relying on them as the answer to all problems. The application of heuristics needs to be considered on a case by case and campaign by campaign basis to ensure effectiveness. For example, social proof can be powerful when launching a new product and having early feedback and proof points for other consumers, but it might not work so well in a saturated market where authenticity is important.

Heuristics have long been associated with quick tricks which can encourage a sale at the final stage of the journey. However, they should be integrated in ways that align not only with brand value, but also what a consumer is looking for. If we can use heuristics to align with decision-making, we can make it easier for our consumers and in-turn, we look good, as opposed to taking advantage at that final stage. An example of this could be that instead of anchoring on price, you can focus on building long-term trust through transparency and open communication.

Heuristics are also only one part of behavioural science, so it can be valuable to integrate these with other sources of behavioural data and insights to avoid over-reliance on them. Every human is different and by having a deep understanding of them, you can speak to them more effectively. Not every human is driven by the same heuristics, so understanding this makes it easier to consider what might work.

Where does this leave us?

It’s easy to see why heuristics are considered as a silver bullet, but dig into them and you’ll also see how they can quickly turn into being overused and ineffective. We can all be guilty of falling back on heuristics too much, so it can be useful to stop and take stock of where you are using them to make sure you are driving maximum impact from them.

There’s no doubt that heuristics play a critical role in influencing consumer behaviour, but they are only one part of a larger marketing puzzle. Overusing them can dilute their power, so the key is balance – leveraging them when they make sense, but never at the expense of authenticity and long-term strategic building.

Is there a heuristic that’ll capture your attention every time? How do you balance supporting decision-making with thoughtful application in your campaigns?