NUdge theory at 30,000 ft

As summer draws to a close and many of us return from holidays abroad. Memories of sunny days slip by as we head into a new season and that familiar “back to school” feeling begins to stir.

As I touched down into London last week I was reminded of my chosen airline’s careful application of nudge—and how airlines have long used nudge technique to influence our behaviour.

Take the safety briefing. Airlines ‘ask’ us to watch, listen, and review what is, in truth, crucial life-or-death advice. Yet rather than commanding us, they invite us—nudging us—to pay attention. Safety becomes a choice we consider, not simply an order we must obey.

This approach mirrors other public policy moments. Remembering the time of the Pandemic of five years ago, the government used similar tactics when encouraging mask-wearing. Compliance was framed less as a mandate when we were asked to ‘consider wearing a mask’, felt like it was your own decision.

We are now luckily beyond the times of COVID. Though flying itself carries layers of a certain nostalgia. Think of the days when airlines sold an experience—glossy brochures, polished service, and the quiet thrill of air travel. Today, airline marketing still leans into this sense of occasion. We are a captive audience, yes, but one being courted as a valued guest where safety is something you’re encouraged to adopt voluntarily, rather than enforced at every turn.

Of course, there are firm non-negotiable—no smoking, no wandering about when the seatbelt sign is lit, no blocking the aisles, etc. In many ways, the cabin and the airport for that matter is one of the most tightly regulated spaces a free citizen can occupy. Yet even here, you’re offered choices: what to eat, what to drink, which films to watch, and how to interpret safety guidance.

Airlines have mastered this “concierge” approach—balancing control with comfort, rules with freedoms. I couldn’t help but notice the choice architecture made available to the customer.

1. Safety Briefings – Crucial instructions framed as helpful guidance rather than commands.

2. Mask-Wearing & Health Compliance – Encouraged as a matter of personal choice, not coercion.

3. Food & Drink Service – Options create a sense of control, reinforcing the passenger’s autonomy.

4. Marketing the Journey – Selling not just travel, but an experience, heightens engagement.

5. Rules vs. Choice – Even in a tightly regulated environment, perceived choice makes compliance easier.

1. Where “nudge” marketing came from and why

The idea of a “nudge” comes from behavioural economics — particularly the work of Richard Thaler (economist) and Cass Sunstein (legal scholar) in their 2008 book Nudge: Improving Decisions About Health, Wealth, and Happiness. They built on insights of how small changes in choice architecture can steer people toward better decisions without restricting their freedom of choice.

A “nudge” helps people overcome these biases in a subtle, non-coercive way.

Governments adopted nudge theory to encourage socially beneficial behaviour without heavy-handed mandates.

Pre-COVID examples

• UK Behavioural Insights Team (“Nudge Unit”):

• Changed tax letter wording to say “90% of people in your area have already paid their taxes” — increased compliance.

• Made organ donation “opt-out” instead of “opt-in” — dramatically boosted donor registration.

• US & other countries:

• Changing default retirement plan enrolment to “automatic” — increases participation without forcing it.

2. How businesses can apply nudge marketing

Businesses can borrow the same approaches from governments’ playbook, but tailor nudges to sales, loyalty, and customer engagement. By creating social proof, perceived scarcity in a service or product and framing choice to help customers cut through the noise of what’s on offer - it’s the art of simplification, curation and choice - there is a feeling of freedom. This works because it builds trust and also helps with conversion - important in competitive market.

3. Where nudge marketing works well

Nudges thrive when three conditions are met:

The “better” choice is genuinely in the person’s interest

→ The nudge feels supportive, not manipulative.

The decision is low-stakes or habitual

→ People are less likely to overthink it.

The choice environment is simple

→ Small design tweaks have a clear impact.

It boils down to:

• Trust in the source → People accept guidance from those they see as credible and aligned with their interests.

• Friction reduction → If the nudge removes effort, it works better.

• Goal alignment → If the “best” choice benefits both sides, acceptance is higher.

• Visibility of the nudge → If it’s too obvious, it can feel manipulative; if it’s too hidden, it might be missed entirely.

These options are all pertinent, especially in relationship marketing and the work of B2B.

4. Quick “Pre-Nudge Checklist”

Before you roll out any marketing or BD campaign, ask:

Does my audience trust me enough to believe this?

Is the choice architecture clear and simple?

Am I framing this as what others like them already do?

Is the action as easy as possible?

Am I delivering the nudge exactly when they’re deciding?

Implementing the nudge theory is not magic and only works if it falls within this criteria. And in the world of business to business marketing, nudge theory can be a powerful way to build further trust with our clients and customers.

I am interested to hear what tactics you might have come across, either on holiday or elsewhere. You might consider how this works on you next time you upgrade your handset or broad band deal or taking that next holiday!

#B2BMarketing #NudgeTheory