Episode Overview

Ever buy something you couldn’t wait to get—and then let it sit in the box for days (or weeks)? You’re not alone. Guest host Morgan Ward joins Ryan Hamilton to explore why we often love the pursuit of products more than the possession of them.

From unopened tools and “someday” sweaters to the viral Stanley Cup craze, they unpack the psychology of anticipation, dopamine, and why the thrill fades once the package arrives.

This episode reveals what’s really driving that “add to cart” impulse—and how brands can design experiences that move customers from wanting to using.

“Apparently, the most appealing part of consumption for me is the buying—not the using.” — Dr. Morgan Ward

1. Anticipation feels better than ownership. Dopamine spikes during the chase, making the search itself deeply rewarding.
2. “Maybe later” kills momentum. Adding something to a wish list or cart often satisfies the craving—so we never come back to buy.
3. Trends have expiration dates. When products are tied to social signaling (like the Stanley Cup craze), they must be used now or lose their power.
4. Experience is the new product. Pop-ups, fittings, and even unboxing rituals add emotional value that can’t be postponed.
5. Design for immediacy. Products that promise instant results or gratification inspire customers to open—and love—them right away.

• The Stanley Cup phenomenon as a case study in social inclusion and urgency

• Discussion of anticipatory utility and the hedonic treadmill in consumer behavior

• Norton, Michael I., Daniel Mochon, and Dan Ariely. "The IKEA effect: When labor leads to love." Journal of consumer psychology 22, no. 3 (2012): 453-460.

About the Hosts

Ryan Hamilton is a Professor of Marketing at Emory University's Goizueta Business School and co-author of 'The Intuitive Customer' book. An award-winning teacher and researcher in consumer psychology, he has been named one of Poets & Quants' "World’s Best 40 B-School Profs Under 40." His research focuses on how brands, prices, and choice architecture influence shopper decision-making, and his findings have been published in top academic journals and covered by major media outlets like The New York Times and CNN. His work highlights how psychology can help firms better understand and serve their customers. Ryan has a new book called “The Growth Dilemma: Managing Your Brand When Different Customers Want Different Things” Harvard Business Press 2025

Follow Ryan on LinkedIn (https://www.linkedin.com/in/ryan-hamilton-49b3321/)

Morgan Ward is an adjunct marketing professor, weekly expert guest on The Take—11Alive’s in-depth news program that explores timely stories through expert insight—With over 20 years of experience advising clients ranging from start-ups to Fortune 500s and publishing in top academic journals, she’s passionate about decoding the symbolic and cultural forces that shape consumer behavior. Her work focuses on status, identity, and decision-making across sectors like luxury, retail, and tech. Beyond consulting, Morgan serves as an expert witness in branding and advertising litigation, bringing academic rigor to questions of perception, distinctiveness, and influence.

Follow Morgan on LinkedIn (https://www.linkedin.com/in/morgankward-phd/)

In this episode of The Intuitive Customer, Professor Ryan Hamilton is joined by guest host Ben Shaw to explore the high-stakes world of rebranding.

From Cracker Barrel’s logo backlash to Jaguar’s radical design overhaul, they unpack what happens when brands chase new audiences at the expense of their loyal customers.
The conversation dives into the tension between rebranding vs. repositioning, why heritage brands face special challenges, how politics and culture can hijack brand decisions, and practical lessons for leaders trying to grow without alienating their core base.

• Rebrand ≠ Reposition: A visual refresh is not the same as shifting your audience or your value proposition, conflate the two at their peril.

• Respect the Core Customer: Growth shouldn’t mean neglecting the customers who got you here; woo them as deliberately as you pursue new ones.

• Brand Stretch Matters: Broad idea-driven brands (e.g., Virgin, Crocs) can pivot more easily than heritage or status-driven brands (e.g., Jaguar, Burberry).

• Change Carries Political Luggage: In today’s climate, even aesthetic changes can be interpreted as taking sides so plan for backlash and communication.

• Experience vs. Marketing: Quietly improving the customer experience often triggers less resistance than highly visible logo or messaging changes.

• Segment Conflicts Are Real: Pursuing one segment often pushes you away from another.

• Sub-brands Can Create Safe Space: When segments clash, consider sub-brands or status tiers to reduce friction (e.g., Nike’s sport verticals, Burberry’s London/Brit/Brit Prorsum).

• Heritage is an Asset and a Trap: Brands built on nostalgia or legacy often risk losing their most valuable equity if they modernise too aggressively.

• Ryan Hamilton & Annie’s book: The Growth Dilemma – on managing relationships between customer segments.

• Brand case studies: Cracker Barrel, Jaguar, Burberry, Kohl’s, Nike, Crocs, Virgin, Michael Kors.