QUEST: A Killer App for Attention—A Solution for AdWaste (Part 6)

More Mechanics – 1

I worked with ChatGPT to build on the inputs from Claude.

While traditional quiz shows rely on appointment viewing, charismatic hosts, and live tension, QUEST is pioneering something new: an inbox-native game show delivered via AMP, designed to reclaim daily attention in the email inbox. It doesn’t just borrow from TV—it redefines quiz show mechanics for the asynchronous, interactive, and mobile-first world of modern email.

To succeed, QUEST must be built around principles that respect email’s nature while maximising its emerging potential. Here are the inbox-native design factors that will be critical to its breakthrough.

  1. Progressive Play, One Question at a Time

QUEST breaks from the typical quiz email structure of listing all questions in one scroll. Instead, AMP technology powers a step-by-step experience: users see only one question at a time. Once they answer (or skip), the next appears—no going back, no jumping ahead.

This structure introduces:

  • Suspense and narrative flow
  • Protection against cheating or crowd-sourced sharing
  • A rhythm of engagement similar to live shows, yet playable anytime

The progression format makes QUEST feel less like a newsletter and more like a game—a crucial shift to drive inbox addiction.

  1. Smart Scoring for Mass Participation

Unlike high-stakes elimination formats, QUEST encourages everyone to finish all 10 questions. Its scoring model is optimised for inclusivity, fairness, and competitive tension:

  • +4 for correct answers
  • –2 for incorrect answers
  • 0 for skips

This framework:

  • Encourages thoughtful play without penalising caution
  • Prevents mindless guessing
  • Keeps every participant in the game till the end

Winners are determined by total score, with ties broken by total response time and number of correct answers—a subtle but effective nod to knowledge and instinct.

  1. Fast, Focused Gameplay with Built-In Time Pressure

Each question comes with a 10–15 second timer, enforced via AMP, to simulate the real-time tension of TV quizzes while keeping gameplay snappy and honest. This:

  • Deters answer lookups
  • Rewards fast, intuitive thinking
  • Keeps the entire game under five minutes

This balance between pace and playability makes QUEST ideal for quick breaks and daily rituals—perfect for a lunchtime burst or a commute distraction.

  1. Gamified Micro-Rewards and Recognition

Rather than rely on massive jackpots, QUEST deploys a Mu-based micro-reward system. Players earn Mu points based on performance, streaks, and milestones. This:

  • Enables personal progress tracking
  • Builds streak compulsion (“Don’t break your 7-day run!”)
  • Powers in-game achievement badges (e.g., “5/5 Fast Five,” “Perfect 40,” “Comeback Champ”)

Recognition doesn’t end in the inbox. Leaderboards, hall of fame shoutouts, and shareable scorecards create an ecosystem of light competition and social currency.

  1. Cultural Connection Through Thematic Design

QUEST isn’t just trivia—it’s a reflection of shared cultural memory. Each day can feature a mini-theme—“Throwback Thursdays,” “Women in History,” “Indian Inventions,” “Bollywood Blockbusters”—giving the game rhythm and relevance.

These curated themes:

  • Spark conversations and community
  • Allow users to anticipate and emotionally connect with the content
  • Increase chances of virality through screenshots and word-of-mouth

Trivia becomes more than knowledge—it becomes identity.

  1. Visual Theatre in the Inbox

Great quiz shows don’t just inform; they perform. QUEST brings “inbox theatre” to life with a consistent visual identity—distinct colour palettes, dynamic headers, playful animations, and celebratory confetti on perfect scores.

This makes QUEST instantly recognisable in a crowded inbox and turns each email into a stage. Even without real-time video, the email feels like a show—and over time, becomes something users look forward to opening.

  1. Appointment Play Meets Social Gravity

Unlike most emails that sit idly in the inbox, QUEST arrives at a fixed daily time—for example, exactly 12:30 PM. This consistent rhythm creates what traditional broadcasters call “appointment viewing,” reimagined for the inbox. Over time, it anchors a daily ritual: a midday dopamine hit that users start anticipating.

This shared delivery time amplifies QUEST’s social dimension:

  • Everyone plays the same quiz at the same moment
  • Friends and coworkers can compare scores right after
  • Leaderboards feel fair and time-bound
  • Memes and screenshots trend in real time

By combining predictable timing with instant engagement, QUEST replicates the “tune-in” effect of live TV—without needing a livestream or video. It’s daily presence without pressure, giving the inbox a heartbeat and brands a reliable window for high-value customer attention.

**

The Inbox Advantage

By embedding smart design choices into the very fabric of the email experience, QUEST avoids the pitfalls that doomed app-based quiz shows (like tech fragility, short attention spans, or user fatigue). It doesn’t just mimic TV—it reinvents engagement for the inbox.

Each of these success factors turns QUEST into more than a quiz. It becomes a daily dopamine hit, a social nudge, a learning moment, a routine. Most importantly, it becomes a reason to check email again—with anticipation, not indifference.

Thinks 1693

NYTimes: “When I write, the process is full of risk, error and painstaking self-correction. It arrives somewhere surprising only when I’ve stayed in uncertainty long enough to find out what I had initially failed to understand. This attention to the world is worth trying to preserve: The act of care that makes meaning — or insight — possible. To do so will require thought and work. We can’t just trust that everything will be fine. L.L.M.s are undoubtedly useful tools. They are getting better at mirroring us, every day, every week. The pressure on unique human expression will only continue to mount.”

WSJ: “[Anduril’s Brose] lays out an “emerging taxonomy” of systems. On one end of a spectrum are traditional fighter jets such as the recently announced F-47: “You’re going to use it for decades.” On the other end are “expendable stuff—once you launch it, you’re not expecting to get it back. You’re going to fly it into the target, you’re going to ditch it in place, whatever.” Then there’s “the interesting space” where Anduril is spending most of its time. These systems are “increasingly defined as attritable—in the sense of, I am willing to lose it. . . . I launch an autonomous fighter jet. I’d really love to recover it, send it out for another operation. But under certain circumstances, if I have to lose it, I’m prepared to. And I can afford to, because they don’t cost that much per copy.””

McKinsey: “The biggest gap between Strategy Champions and stragglers is actually in mobilization—the crucial phase of translating strategic choices into organizational readiness.”

Alex Tabarrok: “The looming danger is thus the zero-sum trap: the more people believe that wealth, status, and well-being are zero-sum, the more they back policies that make the world zero-sum. Restricting trade, blocking immigration, and slashing science funding don’t grow the pie. Zero-sum thinking leads to zero-sum policies, which produce zero-sum outcomes—making the zero sum worldview a self-fulfilling prophecy.”

Aravind Srinivas: “You want this one interface that the agent and the human can both operate in the same manner: their logins are actually seamless, client-side data is easy to use, and controlling it is pretty natural, and nothing’s going to truly be damaging if something doesn’t work. You can still take over from the agent and complete it when you feel like it’s not able to do it. What is that environment in which this can be done in the most straightforward way without creating virtual servers with all your logins and having users worry about privacy and stuff like that? It’s the browser. Everything can live on the client side, everything can stay secure. It only accesses information that it needs to complete the task in the literal same way you access those websites yourself, so that way you get to understand what the agent is doing. It’s not like a black box. You get full transparency and visibility, and you can just stop the agent when you feel like it’s going off the rails and just complete the task yourself, and you can also have the agent ask for your permission to do anything. So that level of control, transparency, trust in an environment that we are used to for multiple decades, which is the browser — such a familiar front end to introduce a new concept of AI is going and doing things for you — makes perfect sense for us to reimagine the browser.”

QUEST: A Killer App for Attention—A Solution for AdWaste (Part 5)

  1. Lifelines Create Strategic Depth

Millionaire’s lifelines include “50:50: Remove two incorrect options,” “Ask the Audience: Poll the virtual audience,” and “Phone-A-Friend: Call a virtual friend for their advice.” HQ Trivia used “a referral code mechanic, where every user could use a unique referral code to invite friends to the game. For each friend successfully converted, the referrer gets an extra ‘life.'”

QUEST Application: Limited lifelines (streak freezes, hint reveals, friend assists) add strategic depth whilst encouraging social sharing and return engagement.

  1. Social and Competitive Elements Drive Engagement

HQ Trivia “incites public group play” with “shared moments” where everyone faces identical challenges simultaneously. Ken Jennings emphasises that trivia creates “the cultural literacy that everyone shared: the songs, the historical references, the symbols” that “bound us together as a people.”

QUEST Application: Shared questions create water-cooler conversations and social comparison, whilst leaderboards and achievements gamify the experience.

  1. Personalised Yet Universal Content Strategy

Mastermind’s format allows contestants to choose “a specialised subject of the contestant’s choice” whilst maintaining “general knowledge round” that tests universal cultural literacy. HQ Trivia’s questions were “engineered” with “a surprisingly well-honed process” involving “a growing team of writers and researchers.”

QUEST Application: Questions that blend universal knowledge with niche interests, ensuring everyone has moments of confidence and challenge.

  1. Psychological Reward Mechanics

HQ Trivia’s success stemmed from “cash prizes with no entrance fee” split among winners, though “split between a few dozen winners, each person may only get a few dollars.” The real reward was “bragging rights” and the satisfaction of intellectual achievement.

Mastermind offers only “a large glass bowl” to the ultimate winner, yet “Mastermind champions practically become minor celebrities in their own right, particularly in the quiz circuit, because it proves that you’re really that damn smart.”

QUEST Application: Micro-rewards (Mu points), achievement badges, and social recognition create meaningful psychological satisfaction beyond monetary prizes.

  1. Technical Excellence Under Pressure

Developing scalable live trivia brings “two important challenges: providing low latency video to millions of players, and syncing the trivia game in real-time so that everyone is served each question and answer at the same time.” HQ Trivia sometimes suffered from “lag and overloaded servers” which hurt user experience.

QUEST Application: Email’s asynchronous nature eliminates real-time scaling issues whilst AMP technology enables rich interactivity without infrastructure complexity.

  1. Format Flexibility with Core Consistency

HQ Trivia experimented with “special modes of gameplay including formats such as ‘Winner Takes All’ and ‘The 100′” and “HQ Tunes” for music questions, whilst maintaining core mechanics. Mastermind has expanded into “Celebrity Edition,” “Junior Mastermind,” and sport-themed versions whilst preserving the essential format.

QUEST Application: Core 10-question format remains constant, but themes, difficulty curves, and reward structures can adapt for different audiences and occasions.

The QUEST Synthesis

These insights reveal why quiz shows create such powerful engagement: they combine intellectual stimulation with social competition, achievable challenges with meaningful stakes, and predictable structure with variable content. Most importantly, they transform individual knowledge into shared cultural experiences.

As Ken Jennings notes, “in an age of disinformation, it’s more important than ever that we have this little carved-out space where knowledge matters and where facts are facts and errors are errors.” QUEST aims to create exactly such a space—one that arrives daily in the inbox, making email the vessel for cultural literacy and intellectual growth.

The research validates QUEST’s core premise: a daily, timed, multiple-choice quiz with social elements and meaningful rewards can indeed become the “killer app” that transforms email from marketing wasteland into appointment viewing destination.

Thinks 1692

WSJ: “Many modern farms already use GPS-guided tractors and digital technology such as farm-management software systems. Now, advances in artificial intelligence mean that the next step—the autonomous farm, with only minimal human tending—is finally coming into focus. Imagine a farm where fleets of autonomous tractors, drones and harvesters are guided by AI that tweaks operations minute by minute based on soil and weather data. Sensors would track plant health across thousands of acres, triggering precise sprays or irrigation exactly where needed. Farmers could swap long hours in the cab for monitoring dashboards and making high-level decisions. Every seed, drop of water and ounce of fertilizer would be optimized to boost yields and protect the land—driven by a connected system that gets smarter with each season.”

SCMP: “With the December 2024 launch of DeepSeek’s free-for-all V3 large language model (LLM) and the January release of DeepSeek’s R1, an AI reasoning model that rivals the capabilities of OpenAI’s o1, the open-source movement started by Chinese firms has sent shock waves through Silicon Valley and Wall Street. The trend has not only unleashed a wave of AI applications in China, but also redefined the global AI landscape, winning the support of developers worldwide. Chinese open-source models present a viable alternative to the closed-off systems championed by US tech giants like OpenAI and Google.”

NYTimes: “For a certain slice of tech start-up, cultivating a reputation as the “best of breed” — a term that’s been around for at least a couple of decades — is the goal. Such companies, in their early days, focus on dominating a niche. Think: Zoom, Dropbox, Slack and other product leaders that created software meant to be used alongside other specialized applications. These companies exist in contrast to the Googles and Microsofts and Adobes of the world, which sell product bundles. Best-of-breed companies often make bold attempts to grab market share from a dominant incumbent in an established industry, according to Andy Wu, an associate professor at Harvard Business School who focuses on strategy. Positioning oneself as best of breed, he explained, is “an entry strategy” that can serve start-ups. But because it can be tough for such focused companies to sustain long-term growth, the marker is almost by definition temporary. Eventually, if a company integrates with a larger platform, or matures into a sprawling software firm, it will lose its best-of-breed bragging rights.”

Bob Higgs: “A nation that contains firms that are operating (as a whole or to some extent) only because they are protected by tariffs from competing foreign sellers is a nation that is misallocating its productive resources and impoverishing itself. This is not really a debatable proposition; it’s as basic as basic economics can get. Using resources to produce outputs that have a lesser free-market value than the outputs that could have been produced by those same resources in an alternative use sacrifices wealth; the opportunity cost is greater than the value created. That’s waste.” [via CafeHayek]

QUEST: A Killer App for Attention—A Solution for AdWaste (Part 4)

Success Factors – 1

I asked Claude to study successful quiz shows and list out their success factors.

Here are the successful quiz game shows I studied for the QUEST analysis:

Primary Shows Analyzed:

  1. HQ Trivia (2017-2020) – Mobile live trivia game that reached 2.18 million concurrent players
  2. Who Wants to Be a Millionaire (UK: 1998-2014, US: 1999-present) – The international franchise with 130+ versions worldwide
  3. Mastermind (BBC, 1972-1997, 2003-present) – “The ultimate test of memory and knowledge”
  4. Jeopardy! (US, 1984-present) – Where Ken Jennings won 74 consecutive games in 2004
  5. Les Douze Coups de Midi (The 12 Strokes of Noon) (France, TF1) – Where Émilien won 647 games over 21 months

Secondary Shows Referenced:

  1. 2 Minute Drill (US, 2000-2001) – Used modified Mastermind format
  2. Greed (US) – Part of the game show renaissance inspired by Millionaire
  3. The Weakest Link – Another format that gained syndication success
  4. Are You Smarter Than A Fifth Grader? – Where Ken Jennings won $500,000
  5. The Chase (UK/US) – Features Mastermind champion Shaun Wallace as a “Chaser”

Shows Mentioned in Context:

  • University Challenge (UK)
  • Call My Bluff (UK)
  • Deal or No Deal
  • The Voice (mentioned for interactive app development)
  • 1 vs 100 (Xbox Live)

The core analysis focused on the first 5 shows as they represent different successful approaches: mobile live streaming (HQ), traditional TV with lifelines (Millionaire), specialist knowledge + general knowledge (Mastermind), daily appointment viewing (Jeopardy), and long-running champion streaks (12 Strokes of Noon).

These provided the foundational insights for QUEST’s 10 success factors.

  1. Appointment Timing Creates Ritual

HQ Trivia games aired “like clockwork at 3 p.m. and 9 p.m. E.T. on weekdays,” with hundreds of thousands logging on within minutes of notification, even after another game had just ended. Similarly, France’s “The 12 Strokes of Noon” broadcasts daily at noon, creating what the French media calls “appointment television.”

The psychological principle: predictable timing transforms casual viewing into habitual behaviour. Ken Jennings observes that “Jeopardy! at this point is not even a TV show anymore. Really, it kind of functions as a cultural institution and almost a point of ritual in people’s daily lives.”

QUEST Application: Daily delivery at the same local time creates the psychological anchor that makes inbox checking habitual rather than random.

  1. Escalating Difficulty with Strategic Safety Nets

Who Wants to Be a Millionaire features “15 consecutive multiple-choice questions” with “cash prize increases as they tackle questions that become increasingly difficult,” but includes crucial safety nets at £1,000 and £32,000 where contestants can’t fall below certain amounts.

HQ Trivia’s “wild swings between reward and disappointment make playing almost feel like gambling, minus the monetary risk.” The questions range “from mind-numbingly easy (Which of these is NOT part of Disney’s Magic Kingdom? Answer: Cleveland) to the esoteric and obscure.”

QUEST Application: Start with 2-3 accessible questions, escalate to challenging ones, then finish with 1-2 moderate questions to maintain confidence and encourage return.

  1. Short Response Windows Prevent Gaming

HQ Trivia gave players “only 10 seconds to answer” each question, which “prevents players from finding the answer online.” Mastermind gives contestants “usually two minutes” for specialist subjects and “two and a half minutes” for general knowledge, but within continuous questioning that maintains pressure.

QUEST Application: 10-15 seconds per question eliminates search engine consultation whilst allowing genuine thinking time.

  1. Multiple-Choice Format Democratises Participation

HQ Trivia’s “multiple choice questions engage a wider range of users, even those with limited trivia knowledge” and cover “a wide range of topics, including science, history, literature, entertainment, current events.”

Who Wants to Be a Millionaire’s format “twists on many game show genre conventions” by ensuring “contestants are given the question before deciding whether to answer and have no time limit to answer questions,” but the multiple-choice structure provides hope even when knowledge is incomplete.

QUEST Application: Four options give a 25% baseline chance whilst rewarding genuine knowledge, making the experience accessible yet meaningful.

Thinks 1691

McKinsey: “Create a CEO-led leadership factory—at industrial speed and scale. Building a leadership factory, which involves taking a systematic approach to identifying, nurturing, and empowering future leaders, is a group activity. But its lessons are more likely to stick, and growth opportunities are more likely to emerge, when CEOs, working closely with their leadership teams, take an active, hands-on role in building the factory. To begin creating a leadership factory, CEOs and their teams should focus on the following critical actions and support them with enabling technologies and detailed metrics to ensure that leadership development efforts are having the intended impact…Take the pen and outline the traits and attributes you want future leaders to have.”

BCG (newsletter): “Building a Dynamic Revenue Model. You can’t forecast what you do not understand. By developing a digital, continuously updated driver tree, you can analytically capture and monitor key revenue factors, margins, costs, and forward-looking indicators. This work will enable faster, smarter responses to market changes…To keep your planning nimble, integrate a rolling forecast that continuously tracks forward-looking indicators and other variables. If an indicator flags a move to the lower bound of the base case forecast, you can reduce variable costs rather than shrinking operating margins. If an indicator suggests you will exceed the base case, you can expand margins. These indicators can also help CEOs pivot if an alternative scenario is poised to displace the base case.”

Economist: “Over time market forces should encourage more companies to make serious use of AI. As with previous new technologies, such as the tractor and the personal computer, innovative firms ought to outcompete the holdouts and eventually put them out of business. Yet this process will take a while—too long, perhaps, for the big AI companies, which need to make huge profits on their investments in data centres. The irony of labour-saving automation is that people often stand in the way.”

The Verge: “Delta Air Lines is leaning into dynamic ticket pricing that uses artificial intelligence to individually determine the highest fee you’d willingly pay for flights, according to comments Fortune spotted in the company’s latest earnings call. Following a limited test of the technology last year, Delta is planning to shift away from static ticket prices entirely after seeing “amazingly favorable” results. “We will have a price that’s available on that flight, on that time, to you, the individual,” Delta president Glen Hauenstein told investors in November, having started to test the technology on 1 percent of its ticket prices. Delta currently uses AI to influence 3 percent of its ticket prices…and is aiming to increase that to 20 percent by the end of this year. “We’re in a heavy testing phase,” said Hauenstein. “We like what we see. We like it a lot, and we’re continuing to roll it out.””

QUEST: A Killer App for Attention—A Solution for AdWaste (Part 3)

On Quizzing

General knowledge quiz game shows have been around for a long time. My favourites through the decades: Bournvita Quiz Contest on radio, Mastermind on BBC, Quiz Time on Indian TV, Jeopardy (US), and of course, KBC. Most were on radio or TV, and in recent times, appointment listening or viewing is something that only happens for live sports.

I came across the fascinating story recently in New York Times:

For the past 21 months, fans of a popular French game show have lived by a simple, ironclad certainty. Tune in at noon on any given day, and without fail, there he was: a soft-spoken young man named Émilien, with wiry round glasses and an astonishing depth of trivia knowledge.

Just as reliably, Émilien beat the other contestants. Again, and again, and again.

Although he has declined to reveal his last name for privacy reasons, Émilien is now a celebrity of sorts in France for his record-breaking winning streak on a show called “Les Douze Coups de Midi,” or “The Twelve Strokes of Noon.” Starting on Sept. 25, 2023, he competed 647 times and netted 2.56 million euros, about $3 million, in cash and prizes.

But it came to an end on Sunday, when a single defeat ended his reign.

… Broadcast on the TF1 television network, each day’s show has four contestants compete in a series of trivia quizzes. The winner — le Maître de Midi, or Master of Noon — defends that title the next day.

… “I’m just someone who likes to answer questions,” [Émilien] said. “If that helps some people broaden their horizons, that’s all I could hope for.”

Ken Jennings in New York Times recently:

Trivia to me is not trivial, and it bugs me that we call it trivia. That’s our word for unimportant things. But if you were to watch “Jeopardy!” tonight, or play pub quiz in your local bar with friends, there would be questions about nontrivial things. There would be questions about the great heroes of history, about important scientific breakthroughs, about cultural masterpieces.

…It’s general knowledge; it’s cultural literacy. It’s the stuff that used to bring us together as a people. And I feel like in an age of disinformation, it’s more important than ever that we have this little carved-out space where knowledge matters and where facts are facts and errors are errors.

… So many of us are siloed in our particular niches of specialized knowledge, and what we now call trivia used to be the cultural literacy that everyone shared: the songs, the historical references, the symbols, the artistic and cultural masterpieces.

These were the things that everybody used to know, and it bound us together as a people. There was a canon that defined what you could expect your neighbor to know, and I think that’s going away.

… “Jeopardy!” at this point is not even a TV show anymore. Really, it kind of functions as a cultural institution and almost a point of ritual in people’s daily lives. One thing I’ve heard for 20 years talking to “Jeopardy!” viewers is that they love the show so much, they plan their evening around it.

Ken Jennings famously won 74 consecutive games on Jeopardy! in 2004, earning $2.52 million and setting records that still stand today. After Alex Trebek’s death in 2020, Jennings transitioned from record-holding contestant to the show’s current host.

More from him: “Facts may seem faintly old-timey in the 21st century, remnants of the rote learning style that went out of fashion in classrooms (and that the internet search made obsolete) decades ago. But societies are built on facts, as we can see more clearly when institutions built on knowledge teeter. Inaccurate facts make for less informed decisions. Less informed decisions make for bad policy. Garbage in, garbage out…Etymologically, the word is linked to the trivium of medieval universities, the three fundamental courses of grammar, rhetoric and logic. And much of today’s so-called trivia still deals with subjects that are fundamentally academic.”

Thinks 1690

Akash Prakash: “India Inc spends less than 1 per cent of sales on R&D. Despite lower labour costs and minimal R&D, its margins are no higher than those of global peers. We generate fundamentally lower gross margins, linked to lower value addition. India has the possibility of creating an environment similar to that of the US, where investors are willing to look through initial losses as companies build new businesses. The payoffs in India for building a new business or acquiring global scale are enormous. Markets reward success disproportionately. Given its robust private and public market ecosystem, India has a chance to be the only other market besides the US that is willing to value loss-making businesses and take a longer-term view in evaluating success. We can convert our high valuations into an environment where risk-taking is encouraged. We are probably the only large market that can realistically hope to emulate the US, as we have a similar payoff profile where markets reward success disproportionately.”

NYTimes: “China is not looking back and mourning its lost manufacturing prowess. It is focusing instead on the key technologies of the 21st century. Contrary to a strategy built on cheap labor, China Shock 2.0 will last for as long as China has the resources, patience and discipline to compete fiercely. And if you doubt China’s capability or determination, the evidence is not on your side. According to the Australian Strategic Policy Institute, an independent think tank funded by the Australian Department of Defense, the United States led China in 60 of 64 frontier technologies, such as A.I. and cryptography, between 2003 and 2007, while China led the United States in just three. In the most recent report, covering 2019 through 2023, the rankings were flipped on their head. China led in 57 of 64 key technologies, and the United States held the lead in only seven.”

WSJ: “It helps to have a basic understanding of Costco economics. The company stocks fewer items than traditional retailers and makes up for smaller margins with absurdly large volumes. It sells branded products at no more than 14% above cost, even if that means leaving extra profit on the table. For Kirkland products only, Costco makes an exception and permits a markup of 15%. The mere existence of a new Kirkland item can warp a product’s entire category. It means less space for suppliers, more negotiating leverage for Costco’s buyers—and much greater value for its members…Kirkland alone brought in $86 billion last year—more than all of Procter & Gamble…The store brand now accounts for roughly a third of Costco’s revenue—and it’s growing faster than the company as a whole.”

SaaStr: “If you’re managing a sales team, start identifying your top and bottom performers now. Invest heavily in making your A-players even better with AI tools. For your C-players, you have roughly 12 months to help them level up or transition them out.”

QUEST: A Killer App for Attention—A Solution for AdWaste (Part 2)

Past Writings

Email Inbox Attention:

Unlike traditional emails that extract users from their inbox, NeoMails transform the inbox itself into a destination. They are delivered free to senders through innovative economics—monetised entirely through ActionAds rather than traditional sending fees. They leverage AMP technology for rich interactivity and harness AI for unprecedented personalisation. Most importantly, they solve the fundamental “killer app” problem by creating daily rituals users actively anticipate.

…Perhaps most importantly, NeoMails addresses the core attention recession problem through systematic value creation. Instead of competing for attention through increasingly desperate tactics, the format makes attention naturally gravitate toward the inbox by ensuring every interaction provides genuine benefit.

The cumulative effect creates “inbox gravity”—a psychological pull that makes users instinctively reach for their email throughout the day.”

10 Innovations to Transform Emails into Profit Engines:

While Microns deliver passive consumption value, Magnets create active participation opportunities directly within emails. These interactive elements—puzzles, games, polls, quizzes—transform the inbox from a consumption channel into an engagement platform.

Magnets harness powerful psychological principles:

  • Completion tendency: The natural human drive to finish incomplete tasks
  • Curiosity gap: The compelling urge to resolve uncertainty
  • Cognitive challenge: The satisfaction derived from solving moderately difficult problems
  • Social comparison: The desire to see how one’s answers compare to others

Effective Magnet implementations include:

  • Daily crossword mini: A simplified 3×3 or 4×4 grid with brand-relevant clues
  • Prediction challenges: Forecasting outcomes of sporting events, market movements, or product launches
  • Visual puzzles: Spot-the-difference challenges or optical illusions
  • Trivia progression: Sequential knowledge-building quizzes where each correct answer unlocks new levels
  • Opinion polls: Quick-vote questions with results revealed in the next day’s email

Brain Rot to Brain Gain: Can Microns in NeoMails be the Answer?:

What makes NeoMails’ microns particularly powerful is their format. Unlike traditional brain training apps that require dedicated time and attention, these brief mental workouts arrive in a space people already visit multiple times daily. The 15-30 second format makes them accessible and non-intimidating, while gamification through Atomic Rewards (Mu) creates positive reinforcement for daily engagement.

The interactive format of microns taps into the brain’s reward system differently than social media. A quick puzzle completion, a solved word challenge, or a correct quiz answer provides an instant sense of achievement that comes from active engagement rather than passive consumption. These touchpoints within NeoMails are embedded with smart design choices—reward mechanics that further gamify engagement and create routine engagement.

Most importantly, these microns are cumulative in their impact. While each individual puzzle or mental exercise might seem small, the daily habit of active cognitive engagement creates a meaningful defence against brain rot. Over time, this consistent practice of focused problem-solving and active thinking can help rebuild attention spans and strengthen mental resilience.

Quizzing in Email: An Innovation in the Inbox:

What if we combined the power of AMP in email with the attraction of quizzing? Imagine getting a few questions daily in the inbox and answering them – all in a matter of seconds. Could it bring back the excitement we all felt as casual quizzers in the early years of our lives?

…Quizzes satiate our curiosity to learn and be tested – either individually or against others.

…Quizzes have had some part in our lives – and for some, they probably still do. They educate and entertain, are teaching and learning moments, bring social recognition, and work as filters in recruitment. How can we bring them into our inboxes daily – to fill life’s empty moments and also the know-now ones?

**

PS: Interested in quizzing? Try QShots.

Thinks 1689

FT: “Until recently, the main advantage Chinese EV manufacturers had over Tesla was that their products were significantly cheaper. But in February, BYD’s founder Wang Chuanfu stood on stage in Shenzhen and unveiled “God’s Eye”, an advanced driver-assistance system that is a precursor to fully autonomous vehicles. A month later, Lian, who now heads BYD’s automotive engineering research institute, was on stage with Wang to announce a new battery charging system capable of adding a driving range of about 470km in five minutes — a fraction of the time it would take a Tesla to charge to that level. The startling technological advances made by BYD and others have sparked panic among legacy carmakers, who have responded by partnering with Chinese rivals to learn how to build vehicles faster and cheaper, and with better software.”

Toto Wolff on creativity [in the context of running a Formula One team]: “It means being able to reflect. Because we spend our life being busy: We have meetings, we respond to communications, we have our calls. We have the analogy of being on the dance floor and on the balcony. My role on the weekend is being on the dance floor: I’m actively involved in what’s happening. But then in my role as a CEO, I need to also step onto the balcony and look at what’s going on on the dance floor down there.”

National Review: “Argentina’s economy is growing at 7.7 percent, according to the latest year-over-year data. It grew by 1.9 percent in April, the most recent month for which data are available. The Chinese economy is growing at a rate of about 5 percent per year (if you believe the official statistics, which there are good reasons to doubt). Argentina is achieving this growth not through a strategic industrial policy or a mercantilist trade policy. It’s achieving it by rolling back the overextended public sector, slashing the government budget, controlling the money supply, and removing price controls. Milei eliminated rent controls in Buenos Aires, and the apartment market was flooded with new properties and the average real price went down. He turned a budget deficit into a surplus in his first full year in office. He eliminated half of the country’s cabinet departments. When Milei took office in December 2023, inflation was 25 percent per month. In May, it was 1.5 percent…Milei knows that these are not miracles. They may feel miraculous for people who have been suffering, but they are exactly what economic principles suggest would happen when government controls are removed and people are made free to buy, sell, produce, and consume as they see fit. People have known about this since at least the time of Adam Smith, yet they continue to be surprised when it works.”

Arnold Kling: “Across countries, institutional differences matter. For example, compare Communist countries with non-Communist neighbors. Cuba before Castro was richer than Mexico. Now their situations are reversed. Taiwan is far more prosperous than mainland China. The difference between Communist North Korea and non-Communist South Korea is especially stark, with South Koreans almost 20 times richer on average. For the forty years when the Berlin Wall separated Communist East Germany from non-Communist West Germany, East Germany fell far behind. There are important institutional differences within the non-Communist world. For example, as of 2000 it took an average of four days to obtain a business license in the United States. In Kenya or Egypt, it took over 50 days. More recently, a World Bank study found that the cost of starting a business was 1 percent of average income in the U.S., but 11 percent in India and 26 percent in Nigeria.”