Wind turbines standing still, silhouetted against a dramatic sunset sky, are lined up along a coastal shoreline reflecting on calm water.

Overwhelmed by Choice (1/2): Consumers and Green Energy

read time - icon

0 min read

Aug 20, 2018

Over the last few decades, growing liberalization and the emergence of new technologies has allowed for the production of cheaper and easily scalable renewable energy. This has radically changed the rules of the game in the global energy market, where consumers are now free to choose any provider they like, or even produce and sell their own energy as “prosumers”. As a result, every one of us must consider an overwhelming number of options when it comes to decisions about energy providers.

Whilst the companies in the energy sector could always benefit on a commercial level from learning more about how people choose their providers amongst all available options, the growing pressures of climate change present a new avenue that could benefit from analysis. If we want to enable the transition to cleaner energy on a wider basis, we need to understand what drives people’s energy choices, and subsequently learn to create conditions that would make consumers more likely to opt for greener energy providers over all other active competitors, green or not.

The Dangers of Satisficing

To this end, what can behavioral science tell us about how people choose from a wide sample of energy providers? Studies show that when choosing amongst a wide variety of options, people can be prone to what is known as “satisficing”, where consumers choose the first satisfactory option they have, rather than the best one for themselves and for society [1].

From the point of view of evolutionary psychology, this manner of thinking is a good survival strategy, and an economically efficient way of assessing available courses of action. Rather than spending a lot of time and brain power on “optimizing” between these considerations (by choosing the very best option and closely considering all option’s benefits and pitfalls), choosing the first satisfactory one instead saves a lot of cognitive resources. Behavioral science tells us that the brain is wired to take short-cuts, and prioritizes quick and efficient decision making over fully considered and conscious choices.

Unfortunately, in the modern world this often leads to individual decisions that may be harmful on a global scale. For example, consider the leverage that consumers have in their hands to enable energy transition. If the majority of people decide to switch to the energy providers specialized on the sustainable energy (and in many countries this option is widely available), this would immediately bring a lot of resources to cleaner energy sources. However, most consumers prefer to stick to their current provider or choose the first acceptable option without researching comparable green alternatives to minimize the time and effort spent on this decision [2].

The world’s richest and largest providers therefore receive the largest subscriptions, by merit of their prominence and primacy in the eyes of potential consumers, rather than out of any inherent benefits for the consumers themselves, the wider community, or the planet. However, the good news is there are other ways to compensate for the ill-effects of satisficing and use it to the advantage of greener energy providers.

In this article we will explore how the effects of satisficing can be minimized when it comes to consumers choosing their energy provider and how greener options can be promoted. In the next article we will look at the issues facing prosumers, specifically problem of satisficing in decisions about household own energy generation and suggest the behavioral research-based solutions that can help tackle it.

References

[1] Simon H. A. (1956). Rational choice and the structure of the environment. Psychological Review, 63(2), 129-138

[2] Frederiks E., Stenner K., Hobman E. (2015). Household energy use: Applying behavioral economics to understand consumer decision-making and behavior. Renewable and Sustainable Energy Reviews 41, 1385-1394

[3] Jamasb T., Pollitt M. (2005). Electricity Market Reform in the European Union: Review of Progress toward Liberalization & Integration. The Energy Journal 26, pp. 11-41

[4] Leibenstein H. (1950). Bandwagon, Snob, and Veblen Effects in the Theory of Consumers’ Demand. The Quarterly Journal of Economics, 64 (2), 183-207

[5] Cornwall together phase 2 research report, 2013

About the Author

A woman, slightly smiling, is facing the camera while wearing a light-colored shirt, with straight hair and a neutral background.

Anastasia Gavrilova

University of Amsterdam · Economics

Anastasia is currently working as a Finance Analyst in the energy sector. She focuses on improving process efficiency and reducing costs. Her previous experience includes working as a management consultant, where she delivered various strategy and process improvement projects in the energy industry in Russia and Kazakhstan. Anastasia holds the BSc degree in Economics from the Higher School of Economics, Moscow, and an MSc in Business Strategy from the University of Amsterdam. She strives to combine her industry experience with behavioral economics insights to analyze how governments, companies, and consumers can enable the transition to sustainable energy.

About us

We are the leading applied research & innovation consultancy

Our insights are leveraged by the most ambitious organizations

Image

I was blown away with their application and translation of behavioral science into practice. They took a very complex ecosystem and created a series of interventions using an innovative mix of the latest research and creative client co-creation. I was so impressed at the final product they created, which was hugely comprehensive despite the large scope of the client being of the world's most far-reaching and best known consumer brands. I'm excited to see what we can create together in the future.

Heather McKee

BEHAVIORAL SCIENTIST

GLOBAL COFFEEHOUSE CHAIN PROJECT

OUR CLIENT SUCCESS

$0M

Annual Revenue Increase

By launching a behavioral science practice at the core of the organization, we helped one of the largest insurers in North America realize $30M increase in annual revenue.

0%

Increase in Monthly Users

By redesigning North America's first national digital platform for mental health, we achieved a 52% lift in monthly users and an 83% improvement on clinical assessment.

0%

Reduction In Design Time

By designing a new process and getting buy-in from the C-Suite team, we helped one of the largest smartphone manufacturers in the world reduce software design time by 75%.

0%

Reduction in Client Drop-Off

By implementing targeted nudges based on proactive interventions, we reduced drop-off rates for 450,000 clients belonging to USA's oldest debt consolidation organizations by 46%

Read Next

Notes illustration

Eager to learn about how behavioral science can help your organization?