How Companies Use Psychology to Design and Sell Technology: Insights from Ms.Sukriti Kakkar, SHARP.

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When people think about electronics companies, they usually picture engineers building new features. What I learned from interviewing Ms. Sukriti Kakkar, Senior Manager in Marketing and Product Management at SHARP, is that psychology plays just as big a role as technology. Many product and marketing decisions across the tech industry are based on how people think, choose, and react- often without even realizing it.

One important idea is making the “right” action feel easy. For example, with interactive displays in the professional technology space, companies like SHARP design the interface so people can walk up and start using it immediately. There is no complicated setup, which encourages teachers or office workers to actually use the technology instead of avoiding it. This is an example of a behavioral “nudge”- small design choices that guide behavior without forcing it.

The same thinking applies to digital signage. Instead of overwhelming viewers with too much information, tech companies use brightness, motion, and layout to direct attention to the most important message. Interestingly, it has been found that adding more content sometimes reduces engagement. Simplifying the message actually makes people notice it more. This shows that more information is not always better.

Another key idea is how products are described. Instead of calling displays “screens,” companies often present them as collaboration tools or engagement platforms. This shift in wording changes how customers understand the product’s value, especially in business and education settings. Companies also simplify choices by organizing products into clear categories, so customers don’t feel overloaded with options.

Several psychological triggers influence how customers make decisions. One of the strongest is loss aversion- businesses want to avoid problems like downtime or system failure, especially in environments like control rooms. Reliability and long lifespan are therefore major selling points across the industry. Default bias is another factor. Customers often stick with pre-set a setting, so companies put a lot of thought into getting those defaults right. Social proof also matters, which is why reference projects, case studies, and certifications are used to build trust.

Different triggers work for different products. For premium professional technology, customers focus on performance, reliability, and long-term cost savings. For more affordable options, ease of use and value for money are more important. These ideas are tested through pilot projects, product demos, customer feedback, and usage data. Cognitive biases also affect how people respond to new technology. One common example is status quo bias- many customers stick with older systems simply because they are familiar, even if better options exist. To deal with this, companies present upgrades as improvements that fit into existing workflows instead of completely new systems that feel disruptive. Internally, companies also try to avoid their own biases by relying on customer feedback and data rather than assumptions.

In terms of market trends, several long-term changes are shaping the industry. Hybrid work has increased demand for interactive meeting spaces. Control rooms rely more on data visualization. Digital signage is replacing traditional printed signs, and energy efficiency is becoming more important. Because technology development takes time, product planning often begins years in advance.

Innovation is important, but only if it improves usability. Some advanced features have been underused in the past because customers were not ready to change their habits. This is why tech companies focus first on core needs like clear visuals, easy interaction, and reliability before adding more complex features.

Understanding customer pain points is another major part of product design. Feedback comes from integrators, businesses, schools, and service teams. Common issues include difficult setup, inconsistent image quality, and challenges with managing content. These problems are prioritized based on how often they occur and how many customers they affect.

Marketing also changes depending on the region and use case. While companies like SHARP keep a global focus on quality and reliability, the message shifts depending on whether the product is used in a control room, a retail store, or an office. Campaigns that work well in advanced markets sometimes need to be simplified in regions where customers need more basic product education.

Finally, tech companies compete with lower-priced brands by focusing on long-term value rather than just cost. Products emphasize durability, consistent performance, and strong after-sales support. Online reviews and customer feedback also play a role in shaping future messaging and marketing strategies.

For students interested in business, economics, or product management, this interview shows how important it is to understand human behavior along with technology. Knowing how people make decisions, how to communicate value clearly, and how markets evolve over time are skills that apply across many industries- not just electronics