Less is increasingly more, at least in the minds of customers, according to nearly every respondent to this month's column. However, some cite product complexity as the cause of rising real and psychological consumer "costs" while others point to the proliferation of choice as the cause. F. Chircu helped frame the discussion by writing that "When producers want to differentiate themselves, up to a point the safest and quickest way . . . is to add features or increase product complexity. . . . Choice complexity is usually brought about by . . . ‘me-too' producers that want to capitalize on the first-movers' research and development. . . . Regardless of the type of complexity, whether product- or choice-related, the consumer is ultimately overwhelmed."
Addressing the issue of product complexity, K. Root commented, "The difference is when consumers know what they want and when they don't. . . . In the case of a new cell phone, I don't know what I want. . . . Here's where companies make the mistake of competing on technical features for short-term gains instead of providing customers with solutions to their problems. More is just too much."
Typical of comments regarding the issue of choice were those by Mehmet Genc, who said, "As choice increases, search costs increase . . . [and] it takes longer to make a decision. At the same time, due to social changes, we have even less time to make choices. . . ." Marino Dacco commented: "I think we should find the answer in consumer psychology rather than in geographical markets, segmentation, and so on. . . . Too much choice is like having no choice, and buyers will start to feel that."
What to do about all of this evoked a wide range of opinions. Respondents had advice for both customers and producers. After pointing out that "Less is more is probably a great way to be a consumer. If you practice it, you will drill down into your purchase thinking and determine real needs versus discretionary needs," Michael Schwartz asked, "Do you really need those $1,200 Testoni loafers?" Peter Vajda advises, "In our culture, the difference between ‘have' and ‘happy' is a most difficult lesson to learn indeed, and the psychological impact is great." As for producers, Richard Eckel suggests that "Manufacturers should stop trying to develop these marginal differentiators and expend their creative efforts on new products and processes that create value, instead of slapping a new coat of paint on shopworn goods." Sandi Edgar wrote, "Instead of trying to weed out new products, focus on promoting the best of the new products. The consumers will determine which are successful and which are not."
But just how is "less" achieved? As Martin Reveli points out, "To artificially restrict choice eliminates some elements of competition. . . . Long live the long tail." Can one organization take the initiative without endangering its competitive position? Or does the answer lie in increasing levels of disruptive competition, the strategy of providing less for much less? What do you think?