Post by: Nir Eyal | Fast Company | Published on: 09/08/2016 5:00 am


Larry Page, CEO of Alphabet, has a quirky way of deciding which companies he likes. It’s called the “toothbrush test.” According to the New York Times, when Page looks at a potential company to acquire, he wants to know if the product is, like a toothbrush, “something you will use once or twice a day.”

Page clearly understands habits. Frequently used products form “sticky” customer habits. But what if your product doesn’t pass Page’s toothbrush test? Perhaps you’d like people to use your product or service frequently, but it just doesn’t make sense for them to do so. Is your business dead in the water?


A few months ago, I was hired to present at a gathering of 700 real estate agents. The master of ceremonies made a gracious introduction, saying, “Now we’ll hear from Nir Eyal, an expert on consumer habits. Nir is going to teach us how to make home buying and selling into a habit!”

The breath went out of me like I’d been punched in the solar plexus.

I trudged on stage and gripped the podium. “I’m sorry,” I said. “There must have been some misunderstanding.” I paused to catch my breath. “There is no way I am going to teach you how to make home buying and selling into a habit, because it has no chance of ever becoming a habit.”

I glanced over my shoulder, trying to find the woman who’d introduced me, hoping she’d save me, but she was already slinking off the stage. I was stuck. I hadn’t prepared another talk, so I gave the planned presentation, based on my book.

I explained that home buying and selling doesn’t occur nearly often enough to become a habit. Furthermore, the very definition of a habit—a behavior done with little or no conscious thought—is the antithesis of the kind of overthinking that real estate transactions inspire.

As I finished my talk, I expected crickets. Instead, I received a generous round of applause, and a small mob of real estate agents gathered around me as I got off the stage. As the lights came up and the convention adjourned for a break, the agents peppered me with questions. They all had ideas to share.

“I know home buying and selling can’t be a habit,” one woman spoke up. “That’s fine. But what if I make a habit of doing something else related to home buying and selling?”

I was intrigued.

Soon, other agents chimed in and built upon each other’s ideas, coming up with all sorts of ways to keep potential customers engaged. Their ideas helped me realize that even rarely used products and services can keep customers hooked.

There are at least two ways to build a habit around an infrequently used product: content and community. But there’s an important caveat to make: Not every business needs to be habit forming. There are lots of ways to bring customers back, and many companies succeed without relying on customers’ habits. They buy advertising, spend money on search engine optimization, or open a storefront to capture customers’ attention as they walk by.

But traditional methods of keeping customers engaged force businesses to rent space on someone else’s website, search engine, or street corner. By contrast,owning a customer’s habit is an asset that pays you. Here’s a look at two companies that have figured this out, through two different yet effective means.


“Every time someone in my neighborhood has personal finance questions, I want them to come to me,” one real estate agent told me after my talk. Her plan was to create a site and app full of articles, videos, and financial calculators to form a content habit with potential home buyers and sellers. “What if I write new articles or post the ones I find online about topics I know people have on their minds?” she asked.

I nodded in agreement. If she could build potential customers’ habits of consulting her site, she could increase the odds of them doing business with her when it finally did come time to buy or sell their homes. She’d stumbled upon a tactic used by the renowned startup accelerator Y Combinator. Though it’s sealed its reputation at the top of its industry, Y Combinator was once a newcomer competing for attention with traditional venture capital funds and angel investors. Even today, its success depends on finding the best founders, which means staying top of mind. But founders don’t apply to Y Combinator frequently enough for it to be a habit.

How does the startup accelerator stay connected to the tech community? The answer is content. Hacker News, a content aggregation site owned by Y Combinator, was visited 18.6 million times in July 2016. Hacker News went online in 2007, less than two years after Y Combinator’s founding, and has been a fixture of the Silicon Valley tech scene ever since. Though it’s not Y Combinator’s core business, Hacker News has successfully drawn attention to the accelerator by forming a content-consumption habit.



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