Friction in purchasing
The ease or difficulty of completing a purchase can affect whether it occurs. In behavioral economics, friction refers to any obstacle—however small—between an intention and an action. Adding friction to purchasing processes can reduce unplanned purchases, while removing friction can increase them. This principle operates largely below conscious awareness. Modern commerce has systematically removed friction from purchasing. One-click ordering, saved payment information, fingerprint authentication, and auto-fill forms all reduce the number of steps between wanting something and buying it. Subscription models eliminate the purchase decision entirely after initial sign-up. Mobile payment systems allow purchases with a tap or a glance. Each reduction in friction lowers the threshold for completing a transaction. Friction can be intentionally reintroduced as a decision-making tool. Removing saved credit cards from online stores adds the friction of re-entering payment information. Implementing a waiting period before large purchases adds a time-based friction. Unsubscribing from promotional emails removes the triggers that initiate the purchase consideration in the first place. These are structural approaches that change the environment rather than relying on willpower in the moment. The effectiveness of friction depends on its type and degree. Too little friction, and purchases happen without deliberation. Too much friction, and necessary purchases become unnecessarily burdensome. The appropriate level of friction is individual and context-dependent. What counts as helpful friction for impulse purchases would be counterproductive friction for buying groceries. Digital environments are particularly relevant to friction because online retailers have invested heavily in minimizing it. Features like wishlists, saved carts, recommended products, and push notifications are all designed to reduce the distance between consideration and purchase.
Why It Matters
Friction affects the likelihood of completing transactions. Because friction operates largely at a subconscious level, its effects can be significant even when the amounts involved seem small. Understanding friction as a factor in purchasing behavior provides a structural rather than willpower-based perspective on spending patterns. The asymmetry between adding and removing friction is worth noting. Businesses invest significant resources in removing friction because it increases sales. Individuals who want to be more deliberate about purchases may need to consciously reintroduce friction that has been designed out of the purchasing process. Small structural changes to the purchasing environment can have outsized effects on spending behavior over time. Friction does not prevent purchases that are truly valued—it simply creates a pause that allows for more deliberate evaluation of whether a purchase aligns with current priorities and financial goals.
Example
Scenario 1: A 24-hour waiting period before completing any online purchase over $50 adds time-based friction. During the waiting period, some purchases still feel worthwhile and are completed; others lose their appeal and are abandoned. Scenario 2: Removing saved credit card information from three frequently used shopping sites means each purchase requires finding and entering the card number. After making this change, a person notices their monthly online spending decreases by roughly 30%. Scenario 3: Unsubscribing from all promotional emails eliminates the initial trigger for many browsing sessions that lead to unplanned purchases. Without the prompt of a sale notification, the desire to shop simply doesn't arise as frequently.
