Forget stars and numeric ratings: a review's language offers better clues to a product's quality and likely success
Ever had a great meal at a restaurant rated four out of five stars, but then had a lackluster meal at another restaurant with the exact same rating?
If so, you might have fallen victim to what Kellogg School researchers have dubbed “the positivity problemâ€: the vast majority of online reviews are positive, but those favorable reviews don’t always translate to real-world quality. “You can have two products with four-and-a-half stars, but they’re not equally good, nor are they equally successful in the marketplace,†explains Derek Rucker, a professor of marketing at Kellogg.
Luckily, the researchers developed another way to help parse apart products that appear similar based on ratings. In a new paper, Rucker—along with coauthors Loran Nordgren, a professor of management and organizations at the Kellogg School, and Matthew D. Rocklage of the University of Massachusetts Boston—finds that the emotionality of the written text in a review is a much better predictor of success than the numeric or star rating that goes with it.
Emotionality is different from valence—whether a feeling is positive or negative—and from extremity—how positive or negative the feeling is. Rather, it’s the extent to which a reaction is rooted in emotion. “‘Awesome’ is a very positive word that also conveys a lot emotion with it,†Rucker explains. “‘Perfect’ is also a very positive word, but it doesn’t have a lot of emotionality.†The same goes for “fantastic†as compared with “perfect,†or “terrible†as compared with “dumb.â€
Through computational analysis of hundreds of thousands of online reviews, the researchers discovered that positive star and numerical ratings didn’t reliably correlate with how well products and businesses ultimately fared. But the emotionality of the accompanying written reviews did. (Though rarer, negative ratings are actually more useful; a one-star restaurant is probably both genuinely bad and doomed to failure.)
[This article has been republished, with permission, from Kellogg Insight, the faculty research & ideas magazine of Kellogg School of Management at Northwestern University]