# data[].attributes.body
The Harrods customer can be in between the ages of 25 to 55 considering the retailer offers many different brands and departments. The company targets upper-class customers who is interested in luxury, traveling and luxury designer labels. Harrods' target audience is both male and female equally. The majority of the Harrods customers are middle eastern and asian.

# data[].attributes.body
Female

# data[].attributes.body
Male

# data[].attributes.headline
Harrods and its positioning amongst the market.

# data[].attributes.subject
Harrods and its positioning amongst the market.

# data[].attributes.attachment_link.readable_text
The following essay incorporates the marketing strategy for the luxury department store Harrods to launch its first store in China and launch a new product. The purpose of this report is to support the establishment of Harrod's marketing objectives and amalgamate the use of social media platform and promotional activities in order to enhance their brand reputation and achieve these objectives. The plan includes company and competitor analysis using competitor analysis framework and SWOT analysis. Further, using concepts such as STP, Boston Matrix and Customer Relationship Management this report will illustrate how Harrods can achieve the proposed marketing objectives with great success.

Company

Harrods is one of the largest and most iconic department stores in the world, established in 1849 by Charles Henry Harrod (BBC News, 2010). With more than a million square feet of retail space, Harrods sells luxury and everyday products across seven floors and 330 departments. The store itself was bought by Qatar Holdings, part of the Qatar Investment Authority for a reported fee of £1.5 billion in May 2010 (Financial Times, 2018).

Competitor Analysis

Competitive analysis is a field of strategic research that specialises in the collection and review of information about rival firms (Leo, 1982). Harrods main competitors includes the like of Selfridges and John Lewis. Using the competitor analysis framework Harrods can identify key objectives and strategy of its main competitors and use it to gain competitive advantage. The competitor analysis framework is based on four key aspects of a competitor: competitor objectives, assumptions, strategy and capabilities (Porter, 1997). Firstly, knowledge of competitor objectives provides a better prediction of the competitors reaction to different competitive moves (Leo, 1982). In 2014, Selfridges invested over £300 million to revamp its London store in order to provide better customer shopping experience which Harrods is well known for. This allowed Selfridges to increase their total revenues to £1.4 billion in 2016 (Carnish, 2016). Secondly, competitor assumptions can help Harrods to define the next move that the competitors will consider. For example, John Lewis has recently reported plunge in their profits due to major consumer shift to online shopping (Kollewe, 2018). This means that Harrods can assume that John Lewis's next move will be investing more in e-commerce and social media presence. By anticipating competitors assumptions Harrods can gain key advantage by doing what their competitors failed to do so (Kotler and Armstrong, 2013). Thirdly, knowledge of competitor's strategy is vital for Harrods. However, there can be a key difference in what the competitor says and what it does. To identify what a competitor is saying about its strategy can be revealed in their annual shareholder reports (Porter, 1997). On the other hand, what the competitor actually is doing can be identified through their tangible actions such as capital investments and strategic partnerships (Porter, 1997). For example, Selfridges have invested on online shopping platform to make shopping more convenient for their customers. The final key component of the competitive analysis framework examines the competitor's resources and capabilities. In any competitive situations resources and capabilities determines a firm's ability to respond effectively (Leo, 1982). This can be analysed by conducting financial analysis or SWOT analysis. In terms of Harrods competitors, Selfridges can be considered as Harrods main rival as both Harrods and Selfridges market share has increased by 40% over the last four years (Retail Data, 2017). Further, other firms such as House of Fraser recently went through severe financial loss and had to close many of their stores showing that House of Fraser is less capable to compete with the likes of Harrods and Selfridges (Financial Times, 2017). Figure 1 shows increase in market share of Harrods from 5.3% in 2007 to 11.3% in 2017. House of Fraser market share has fell from 8.2% to 7.4%.

SWOT Analysis Harrods

Strengths: Harrods attracts consumers from all over the world and the Chinese are Harrods main consumer, spending over £200 million on high end fashion and accessories in 2016 (The Economist, 2014). This accounted for over 10% of Harrods £2 billion annual revenue in 2016 (Hancock, 2017). Further, being one store rather than multiple chains allows Harrods to generate higher exclusivity meaning excellent brand reputation and therefore increase in awareness amongst consumers. In addition, Harrods provide rewards scheme for their customers which includes of discounts and promotions allowing Harrods not only to keep their existing customers but also attracting new customers. This is beneficial for Harrods as keeping customers happy can lead to greater sales on the short run and healthy profit on the long run. Weaknesses: Harrods is well known for selling range of luxury brands such as Gucci and Louis Vuitton, but Harrods does not have their own specific luxury products or services. This means that majority of the revenues made by Harrods could go back to the individual brands such as Gucci itself. Another major issue is that not all customers that visit Harrods necessarily spend money to buy the products as they are expensive. This shows that Harrods main consumers are wealthy individuals and less of consumers with lower income (The Economist, 2014). Opportunities: Harrods operates as a single store which provides higher exclusivity but there are opportunities for Harrods to expand and open more stores overseas. For example, expansion into emerging economies such as China can help Harrods to increase customer base and potentially increase sales from rising middle class individuals in China who have greater disposable income (The Economist, 2014). Other opportunities for Harrods are, to increase social media presence and invest in sustainability in order to improve brand image. Figure 2 shows, Chinese nationals spent over 150 billion in 2013 illustrating their taste for expensive items. Threats: The department stores industry is highly saturated however, the main threat to Harrods is increase in e-commerce and online sellers that have low operating costs but have the ability to reach customers world-wide giving them a competitive advantage over Harrods. Higher maintenance costs and costs of training and paying wages can lead to greater costs for Harrods as oppose to online sellers who can avoid these costs. Further other threats include of economic factors such as Brexit uncertainty and higher inflation which can potentially affect the future of Harrods.

Marketing Strategy and Strategy Formulation - STP

As mentioned above on the opportunities section of the SWOT analysis Harrods have plenty to do in order to maintain competitive advantage over their rivals.

Marketing Objectives

1. To open up new stores in China, Harrods main consumer are the Chinese who spent over £200 million on luxury goods and accessories in 2016 (Tom Hancock, 2017).

2. Another main objective for Harrods is to launch their own luxury product rather than just selling items owned by other brands. Launching their own products can help Harrods to create new ways of making revenues and enhance the brand itself. In addition, use social media extensively to create awareness of the launch of their new product in order to boost sales and increase the brands online presence.

Strategy Development

Segmenting

Harrods target market segment is a combination of socio demographic and geographic segmentations. Socio demographic varies differently in different geographic locations (Kotler and Armstrong, 2013). The typical consumers for Harrods are high class individuals who have sufficient disposable income and are on the top of the social hierarchy. However, in China due to the recent surge in growth of middle-class society, it provides Harrods the perfect opportunity to quickly tap into the market as the Chinese middle-class consumers seek western made luxury goods. In addition, buyers from China will be up to date with the latest technology and means of social media such as Instagram and WeChat to follow the latest fashion trends and interact with the brand at the same time. In terms of the UK stores, the main store is located in central London where wealthy individuals are primarily the main customers of Harrods. In contrast to China and the growth of middles class, the UK economy is relatively different as UK has not seen an increase in rise of middle class, consumers within the UK do not have enough disposable income to spend on luxury items (The Economist, 2014). This illustrates the difference in socio demographic and consumer lifestyle in different geographic locations. Further, there are other alternative approaches to segment the market, for instance Harrods can target their very best consumers for sales and growth to become 'super consumers' (The Economist, 2014). This could be done if Harrods can successfully penetrate and establish their brand in the Chinese market.

Positioning

'Effective positioning involves an understanding of homogeneous products sold by competitors and the benefits that are obtained by your target market' (Kotler and Armstrong, 2013). Harrods is a high-end department store that prides itself on selling luxurious goods and providing customers a unique shopping experience. The majority of the products sold in Harrods are similar to other department stores such as Selfridges, however it communicates itself as providing better customer shopping experience and being highly exclusive (shown in figure 1) because of its single store. Higher exclusivity and strong customer loyalty are a key differential advantage for Harrods as they are set to enter the Chinese market and launch their own product (Leo, 1982). Figure 3 shows, perceptual map of department stores

Branding

'Brands are valuable and enduring assets as long as they are kept in good shape and continue to offer consumers the values they require' (Murphy, 1988). One of the aims of launching Harrods first store in China is to allow consumers to experience the brand meaning internal branding should be carefully planned and executed. The design of the stores will reflect on Harrods core values with a theme of luxury, stylish and sheer size in nature. Using the store aesthetics and layout as a brand application is potent due to its potential power in differentiating Harrods from competitors. Providing element of exclusivity leads to unique shopping experience for customers which Harrods thrives for. Further employees' performance within the organisation is critical in terms of executing internal branding objectives, meaning that employee training and motivation is vital in order to represent everything the brand stands for (Oktay, 2017). In addition, focusing on developing brand externally will be implemented through using social media platform and Harrods website. Social media platform helps company to enhance its brand image and credibility by meeting the audience's needs through dialogic or interactive exchanges (Kim and Ko, 2010). Utilizing use of social media and other external communications can generate excitement and awareness before pre-launch of Harrods new products as well as new stores in China. This will help Harrods to reach out new customers and generate sales, whilst strengthening brand loyalty with existing customers.

Tactics

Product

Using Boston Matrix framework, we can analyse portfolio of products sold by Harrods and identify which product has potential to increase market share and help Harrods to achieve market growth. Each product is categorised into four categories: Stars, Cash cows, Question marks and Dogs (Consulting Group, 2016). Stars are high growth products with lot of potential in the market and high market value. Example being luxury fashion products sold in Harrods. However, star products require great levels of investment to sustain growth which can be costly for firms. Cash cows are products with lower levels of market growth but have higher market share. Example include of necessities products such as food that are sold in Harrods. Cash cows requires low level of investment but generates strong cash flows. Question marks are products that have relatively low market share but operate in high growth markets. In order for them to be successful it will require substantial level of investment and management expertise. Finally, Dogs are products that operate in low growth market and have low levels of market share. These products are not worth investing in and are usually sold or closed. In order to avoid products that are categorised as 'DOG', Harrods needs to conduct a market research and identify the gap in the market and come up with products that will fulfil customer needs and demands. Figure 4 shows Boston Matrix model

Price

All products sold by Harrods will be the same price both online and in stores. Prices for products sold in Harrods are generally higher compared to other stores such as House of Fraser and John Lewis. Although products are expensive, shopping in Harrods is exclusive and the customer experience is greater compared to shopping elsewhere. Higher exclusivity and providing better customer experience could be used as a source competitive advantage for Harrods (Leo, 1982). Further, for the new products that are set to be launched by Harrods, price skimming strategy can be implemented. Using this strategy will help Harrods to charge higher prices to its customers as Harrods has a strong brand reputation and existing customers are loyal to the brand. After, the price can be lowered in order to avoid competition from new competitors. Further, this pricing strategy can help Harrods to cover up costs that are involved in R&D of the new product (Prasad, 1997).

Promotion

Within the past decades, many firms have adopted customer focus notion through a formal programme of Customer Relationship Management - CRM (Jones and Ranchhod, 2007). One of the CRM tactic that many firms have considered is to establish customer loyalty program. These programmes aim to increase sales revenue and build a closer bond between the brand and its customers (Kim and Ko, 2010). Harrods can use these tactics to boost sales, profits and maintain strong brand presence amongst customers. Therefore, on the day of the product launch and the openings of new stores in, the first 150 customers that visit the stores and shop online will receive 30% discount codes and free Harrods merchandise. Furthermore, every customer that shops in Harrods on the opening first week will receive a loyalty card with more than 50 points which can be spent later online or in store.

Budget

The total estimated cost of opening a store in China, R&D of new products and other promotional activities are approximately at £957.35 million. A breakdown of the budget is shown in figure 3 below.

Evaluation and Control

In order to monitor the effectiveness of the promotional strategies and the launch of new product and stores, various monitoring strategies will be implemented before and after the launch of the product and the store. Firstly, social media impressions, key trends and statistics will be analysed using analytical systems to get clear information on what promotional campaigns have been the most effective. Further, sales made in stores and online will be recorded and examined to assess and inform future promotional campaigns. Lastly Harrods will perform marketing audits to identify any potential problems and rectify it in order to meet the company's marketing objective.

References

BBC News. (2010). History of Harrods department store. [online] Available at: https://www.bbc.co.uk/news/10103783 [Accessed 13 Oct. 2018].

Carnish, C. (2016). Selfridges profits dip despite rise in sales | Financial Times. [online] Ft.com. Available at: https://www.ft.com/content/306878c2-9c4d-11e6-a6e4-8b8e77dd083a [Accessed 13 Nov. 2018].

Consulting Group, B. (2016). Modification of the Boston Consulting Group matrix in the strategic management of an enterprise. Technology audit and production reserves, 1(3(27), p.96.

England, A. (2018). Qatar spends £3bn as vote of confidence in post-Brexit Britain | Financial Times. [online] Ft.com. Available at: https://www.ft.com/content/9b5230fc-94a2-11e8-b747-fb1e803ee64e [Accessed 5 Oct. 2018].

Hancock, T. (2017). Chinese nationals overtake Brits to become Harrods' biggest spenders | Financial Times. [online] Ft.com. Available at: https://www.ft.com/content/9ea19ee2-d101-11e7-b781-794ce08b24dc [Accessed 11 Oct. 2018].

Hancock, T. (2017). Chinese nationals overtake Brits to become Harrods' biggest spenders | Financial Times. [online] Ft.com. Available at: https://www.ft.com/content/9ea19ee2-d101-11e7-b781-794ce08b24dc [Accessed 11 Oct. 2018].

Jones, S. and Ranchhod, A. (2007). Marketing strategies through customer attention: beyond technology-enabled Customer Relationship Management. International Journal of Electronic Customer Relationship Management, 1(3), p.279.

Kim, A. and Ko, E. (2010). Impacts of Luxury Fashion Brand's Social Media Marketing on Customer Relationship and Purchase Intention. Journal of Global Fashion Marketing, 1(3), pp.164-171.

Kollewe, J. (2018). Five reasons why John Lewis profits have dived. [online] the Guardian. Available at: https://www.theguardian.com/business/2018/sep/13/five-reasons-why-john-lewis-profits-have-dived [Accessed 9 Nov. 2018].

Kotler, P. and Armstrong, G. (2013). Principles of marketing. 6th ed. Pearson.

Leo, J. (1982). Competitive strategy: Techniques for analysing industries and competitors. Industrial Marketing Management, 11(4), pp.318-319.

Murphy, J. (1988). BRANDING. Marketing Intelligence & Planning, 6(4), pp.4-8.

Oktay, F. (2017). An Examination on the Impact of Internal and External Environment Strategies Oncorporate Branding. IOSR Journal of Business and Management, 19(04), pp.42-54.

Porter, M. (1997). COMPETITIVE STRATEGY. Measuring Business Excellence, 1(2), pp.12-17.

Prasad, B. (1997). Analysis of pricing strategies for new product introduction. Pricing Strategy and Practice, 5(4), pp.132-141.

Retail, G., Retail, G. and Retail, G. (2017). Harrods and Selfridges are winning department store market share. [online] Verdict. Available at: https://www.verdict.co.uk/harrods-department-store-market-share/ [Accessed 11 Oct. 2018].

The Economist. (2014). Doing it their way. [online] Available at: https://www.economist.com/briefing/2014/01/23/doing-it-their-way [Accessed 20 Oct. 2018].

# data[].attributes.attachment_link.title
Marketing Strategy for Harrods to Launch its first store in China

# data[].attributes.attachment_link.description
The following essay incorporates the marketing strategy for the luxury department store Harrods to launch its first store in China and launch a new product. The purpose of this report is to support the establishment of Harrod's marketing objectives and amalgamate the use of social media platform and promotional activities in order to enhance their brand reputation and achieve these objectives.

# data[].attributes.body
Harrods Limited is a department store located on Brompton Road in Knightsbridge, London, England. The Harrods motto is ''Omnia Omnibus Ubique'', which is Latin for "all things for all people, everywhere". Regarding their motto, I'm proposing Harrods an innovative branding strategy in collaboration with the Japanese brand Zozo.

# data[].attributes.body
Harrods is a luxury department store located on 87-135 Brompton Road, Knightsbridge, London, United Kingdom. Harrods was founded by Charles Henry Harrod in 1849 as a small store in Stepney, East London. Since its foundation Harrods’ ownership had changed for multiple times, lastly being sold to Qatar Holdings, the sovereign wealth fund of Qatar, in May 2010. The Harrods motto is Omnia Omnibus Ubique, which is the Latin for "all things for all people, everywhere”. Harrods has more than 330 departments that offer a wide range of products ranging from luxury fashion to electronic home appliances. Other than offering a wide range of shopping categories, Harrods is also home to more than 20 restaurants ranging from tea houses to high-end restaurants. Harrods flagship store in Knightsbridge occupies a 5-acre site and has over 90 thousand square meters and is the largest department store both in the UK and Europe.  Before the pandemic, Harrods had approximately 100,000 visitors daily, jumping to around 300,000 on peak days, especially during the Christmas season. Every night, Harrods’ façade is lit up by 12,000 light bulbs and 300 of these bulbs must be changed every day. This tradition began in 1959 when the store was decorated for the first time for Christmas. Harrods Group also offers its customers many other luxury services. These services range from Harrods Estates, Harrods Interior Design, and Harrods Aviation.

# data[].attributes.body
Political -
-COVID-19 related government policies are unpredictable and can change dramatically in short spans of time.

-The uncertainty of the Brexit deal could create more expenses for Harrods or EU based fashion brands.

-MPs from various parties called on the British government to take actions in order to tackle throwaway ‘‘fast fashion’’. (https://www.theguardian.com/fashion/2020/sep/15/mps-urge-government-fix-throwaway-fast-fashion-trend-sustainable)

Economical -
-Due to the ongoing COVID-19 pandemic lot of households are facing economic uncertainty and the demand for premium and luxury brands could decrease.
-Harrods can see a sharp decline as U.S. and Asia based tourists, which nearly account for 70 percent of the department store’s revenue, will not be eager to visit Britain during the pandemic. (https://www.retailgazette.co.uk/blog/2020/11/harrods-reorganises-terms-of-200m-credit-line-due-to-lockdown-2/)

Social -
-With the rising Black Lives Matter movement, lots of brands and corporations are looking to be more diverse than ever.

-People don’t want to spend money on luxury goods during the pandemic.

Technological -
-Being one of the most famous retailers in the UK, Harrods is expected to offer the best technological innovations to its customers to help increase their shopping experiences.

-With government restrictions Harrods and other retail stores are forced to improve their online shopping experience.

-Having multiple restaurants inside its store, Harrods can and will offer food delivery service as more and more people tend to order their food to their homes rather that visiting restaurants physically. (https://www.thegrocer.co.uk/online/harrods-launches-rapid-food-delivery-service-from-knightsbridge-store/650528.article)

Environmental -
-More and more fashion brands look to become more sustainable and environment friendly as the public becomes more and more conscious about the fashion industry’s effect on pollution.(https://www.sustainyourstyle.org/old-environmental-impacts)
-MPs from various parties called on the British government to take actions in order to tackle throwaway ‘‘fast fashion’’. (https://www.theguardian.com/fashion/2020/sep/15/mps-urge-government-fix-throwaway-fast-fashion-trend-sustainable)

Legal -
- Harrods is selling many international brands. Thus, is affected by international shipping laws and regulation changes caused by Brexit and Covid-19 pandemic.

# data[].attributes.body
The positioning map below illustrates the positioning of different fashion retailers in London. The brands were analyzed according to price, use of technology, and style. According to the map, Liberty, Selfridges and House of Fraser are selected as the 3 main competitors of Harrods.

# data[].attributes.body
Harrods has a ''more is more'' approach when it comes to decoration and display of the shop. The luxurious Egyptian gold aesthetic, the signature Harrods products that travel the world as souvenirs and the famous food court is represented in the moodboard below. These images show the essence and the brand DNA of Harrods.

# data[].attributes.headline
Mood boards of Research & Innovative Branding Campaign

# data[].attributes.subject
Mood boards of Research & Innovative Branding Campaign

# data[].attributes.body
A video of a YouTuber explaining her experience with the Zozo Suit

# data[].attributes.headline
Price/Exclusivity chart of London retailers

# data[].attributes.subject
Price/Exclusivity chart of London retailers

# data[].attributes.body
In the article below is Jackson Ryan's experience of the Zozo suit. The zozo suit offers a size-free world to the fashion idustry where everyone's included.

# data[].attributes.attachment_link.readable_text
That's my first thought as I wriggle into the black, skin-tight catsuit. I look ready to perform motion-capture for Lord of the Rings. I pull the leggings up over my waist, then I take a quick selfie to really check myself out.

The garment, known as a Zozosuit, clings to my skin without remorse. It shows everything. The chocolate gut. The pancake biceps. The junk in the trunk and the tucked family jewels.

This is a devastating self-burn. Why would I do this to myself?

The Zozosuit is the brainchild of Yusaku Maezawa, a punk drummer turned Japanese billionaire entrepreneur and founder of Japan's biggest online fashion retailer, Zozotown. He also happens to be a big fan of Jean-Michel Basquiat and, thanks to Elon Musk, he's set to be the first private citizen to go to the moon.

Having been struck by an inability to find clothes that fit him perfectly (he cites his short stature for that issue), Maezawa reasoned that others were surely having similar problems. Clothing isn't designed for all body types, but partitioned into sizes that change depending on which part of the world you live in. Of course, there are no fitting rooms when you buy clothes online, either, so you can't try before you buy.

Maezawa saw a gap in the market: easy-to-order, custom-fit clothing. The first seeds for the Zozosuit were planted.

Zozosuit promises a world where jeans aren't too long or too short or too baggy or too wide, and tees rest perfectly on shoulders bony, flat, crooked or slim.

But before all that, Zozosuit promises a different world. A world where my morale is destroyed.

Once I've slipped into the suit, I become immediately self-conscious. I look like a vacuum-sealed basketball. The first photo I take is so bad I laugh out loud and then consider throwing my phone into a volcano. Instead I readjust, pose in a more flattering stance and take another photo.
That's better.
I send my image off into the internet-ether forever and then I remember I have a half-eaten maple butter doughnut sitting on my desk. As parts of my body I didn't even know existed bulge against the soft, stretchy fabric, I feel guilty. Should I really be eating that?

I wonder if anyone else in the office wants the doughnut.

A size-free world

The Zozosuit is trying to shake up the online fashion industry and I'm giving it a test run. White polka-dots are spattered across the suit punctured by little holes. When combined with Zozo's dedicated phone app it can create a 3D model of your body. The suit is essentially an at-home measurement device -- not a fashion statement -- and once it has your measurements you can purchase clothing directly from the Zozo app, crafted to fit only one person: you.

The product that exists today, containing the uniquely patterned white dots, was created in-house by Zozo's research and development team.

It's hard to believe a stretchy, black-and-white catsuit and a phone can provide accurate measurements, but they did.

The 300 to 400 markers on the suit provided a new means to take measurements that allow Zozo to forego more expensive Bluetooth sensors, which are harder to produce and throw up a host of issues tied to connections and sensors. The white-polka-dot technology is so rudimentary that the Zozosuit can even be washed without doing any damage.

Zozosuit shipped over a million units to Japanese customers within the first six months of launch -- but Maezawa wanted to go bigger. His vision was for a size-free world, not a size-free country. So on July 4, Zozo announced it would launch in 72 countries including the US, the UK, Australia, Singapore, China, Brazil and India.

How it all fits together

The Zozosuit arrives in a simple, flat A4-sized parcel. Inside is a two-piece bodysuit and a foldable cardboard stand designed for your phone to sit on. Once you've downloaded the Zozo app you drop your phone on the stand and take a few steps back.

The process of taking the 18 body measurements is cued by audio with Zozo's voice user interface (VUI). It commands you to turn clockwise in a circle and takes 12 photos that it uses to build a 3D snapshot of your body.

Eventually you get a 3D readout that shows you exactly where all your junk is hidden. Once your measurements are taken, you can start shopping.

The selection of clothing from Zozo is currently limited to fashion staples: crewnecks, long sleeves, pocket shirts, v-necks, an oxford button-up and jeans. Alissa Gould-Simon, vice president of marketing, explains that the reason for that is to keep Zozo's offerings evergreen, rather than let them be "trend driven."

"Zozo is designed to embrace and support users to create a foundation for their wardrobe," she says.

These aren't your bargain basement basics (tees are listed at $22, jeans are worth $58) but some of the cost is offset on the consumer side by the fact that the Zozosuit is free of charge. Gould-Simon explains that the products are "designed and sourced in Japan" and adhere to the Japanese "attention to design," but that they are all manufactured in China, allowing for mass production.

In my order, I went for two staples. A pair of dark blue jeans and a simple grey crewneck tee. You can also customize the fit of your products to some degree -- add a few centimeters to the hem of your jeans or the waistline, should you please. And then you wait.

In general, shipping times will vary between three and four weeks, depending on the type of apparel you've ordered. Those are lengthy timelines, but what really matters is what happens on the other end. How do the clothes actually fit?

High-kick a piñata

My grey crewneck and dark blue jeans arrive just after two weeks. They have that rubbery, well-traveled-package smell, but I try them on immediately.

The tee is light, airy and wide. It fits well, has a good length and feels soft. It's not form-fitting. The jeans sit around my waist with a little give but the length is as expected. I'd hoped they'd taper off at the bottom a little more, hugging my ankles more closely, but they're not quite as skinny as I prefer. I feel snug, though comfortable and unrestricted. I feel like I could high-kick a piñata and the jeans would abide.

I'm no fashion icon. I wear the same winter cap five days a week, completely ignoring the worn and frayed stitching on top. My wardrobe is like staring at a drab afternoon -- all greys and blacks -- and predominantly consists of shorts. I don't like going into stores to buy clothes or being hassled in a changing room as I hop around trying to get my foot through a tight pant leg. That's why the Zozosuit works for me: I'm fashion-agnostic and it gives me access to basics that just fit, no fuss.

It's a new form of retail therapy: no sales assistants, no fitting rooms, no need for returns.

And I'm not alone. A quick glance at the #zozosuit hashtag on Instagram reveals tens of thousands of users posing and prancing in their Zozosuits and associated Zozo jeans, tees and button-ups. With an entrepreneurial, young founder capturing the attention and imagination of the public, Zozo has a powerful new billboard. Gould-Simon says that Maezawa dresses in his own label's clothes on most days, and at a recent press event for his moon adventure, he was head to toe in Zozo. He even created a bespoke collection for that outfit.

The intent of Zozo from Maezawa down, Gould-Simon says, is to empower people to look good and that remains a core aspect of Zozo's vision. For now, there are no plans to use the measurement technology in any way outside apparel, but there are obvious applications for weight management and tracking that would complement the already existing service. Still, Zozo is focused on getting the Zozosuit -- not just Maezawa -- in front of the world.

"It's a really exciting phase for us. It's a new experience and taking that directly to users around the world will allow us to keep improving," says Gould-Simon.

The data and the doughnut

Still, the Zozosuit had me worried. It had me thinking I should consider what I eat a little more often.

But that's not what the Zozosuit is designed for. It's an impressive piece of technology that accurately mapped the unusual, rotund contours of my body. The process is so simple that it's hard to believe a stretchy, black-and-white catsuit and a phone can provide accurate measurements, but -- judging by the clothes I'm wearing as I type this -- they did.

The self-burn was temporary. When the clothes arrived, they were the frozen peas I could apply to my psyche to ease the pain. A new form of retail therapy: no sales assistants, no fitting rooms, no need for returns. Just me and a tight bodysuit in an empty room.

But what of all that data?

Businesses are increasingly gathering biometric data, with the promise it can make our lives just a little bit better. Smartphones, social media giants and even Australian airports are already using such data as an identifier to unlock phones or get you through airport security faster. That raises questions about privacy -- and we've seen enough in the past year to know that the consumers are concerned about just who has access to their personal information.

Zozo's privacy policy documents how that basic information is used and states that the company "does not and will not sell, rent out or trade your personal data to any third parties." However, that data may be used or provided to third parties with your personal identifiable information scrubbed. Just as interesting is how Zozo is already using that data -- and the ramifications it has on the technology they've pioneered.

Zozo has now amassed so much data on its largely Japanese consumer base that Maezawa announced the Zozosuit would be phased out by March 2019. That data is so valuable to Zozo, because it allows the company to recommend your fit based solely on height, weight and other basic details -- without the need to produce costly Zozosuits. A spokesperson for Zozo insists that change is "being implemented in Japan, but other markets will continue to experience the measurement process using the Zozosuit."

Yet the logical endpoint -- provided with enough data -- means that an ill-fitting, vacuum-spandex suit may not be needed at all in the future.

And yeah, I ate the doughnut.

Black Friday 2018 deals at Walmart: Xbox, iPad, Google Home, TVs and more

CNET's Gift Guide: The best place to find the perfect gift for everyone on your list this season.

NASA turns 60: The space agency has taken humanity farther than anyone else, and it has plans to go further.

# data[].attributes.attachment_link.title
Zozosuit: The bizarre spandex bodysuit revolutionizing the fashion industry

# data[].attributes.attachment_link.description
That's my first thought as I wriggle into the black, skin-tight catsuit. I look ready to perform motion-capture for Lord of the Rings. I pull the leggings up over my waist, then I take a quick selfie to really check myself out. The garment, known as a Zozosuit, clings to my skin without remorse.

# data[].attributes.headline
The zozo suit offers a size-free world to the fashion idustry where everyone's included.

# data[].attributes.subject
The zozo suit offers a size-free world to the fashion idustry where everyone's included.

# data[].attributes.body
The Zozo suit is  a highly accurate 3D body measurement suit that generates your 3D model after a very simple scanning process done with your phones camera. Then it allows the customers to see their actual 3D body wearing the garments they want to purchase on their screens. First of all, this helps you to purchase the perfect fit outfits and saves people from the frustration of returns. Also, offers a size-free world to the fashion industry where no one’s labelled by numbers and everyone's included.

# data[].attributes.body
Zozo meets the things Harrods is lacking in the market; a CSR campaign and interpreting new technologies. Also, it hasn’t been done by any of the other retailers in the market. This innovation has the potential to enhance the brand presence, create WoM and be part of the body positivity action which is a hot topic in the fashion industry.

# data[].attributes.body
GET: Young females and males (GenZ) who are interested in technology and innovations.

TO: Shop online from the Harrods website during quarantine instead of other multi-brand online retailers.

BY: Offering a unique service and experience and carrying the exclusive Harrods experience to their homes.

# data[].attributes.body
The global net sales of Harrods in 2019 (Statista,2020) is 139.9 millions of pounds.
The innovative marketing strategy aims to increase sales by 1%.
Therefore, the budget for the campaign is 210,000 dollars which is the 15% of the innovation campaigns revenues.

# data[].attributes.attachment_link.title
ZOZOSUIT 2 ー ZOZO opens its measurement technologies for partnership. ZOZO MEASUREMENT TECHNOLOGY

# data[].attributes.attachment_link.readable_text
The New Standard For Retail

Since its launch in March 2020, ZOZOMAT has accumulated over 1.3 million orders and 1.2 million customer scans. This sizing solution allows customers to scan their feet in 3D with their smartphone to receive shoe size recommendations across various brands and models. ZOZOMAT is highly accurate: when compared to a 3D laser scanner, ZOZOMAT's average error is only 1.4mm.*3 Now supporting over 1,000 shoe models, ZOZOMAT offers a new way to shop for footwear online. *4
Order your ZOZOMAT on ZOZOTOWN here.

*3 The result of a 3D surface-to-surface comparison between a ZOZOMAT foot scan and a laser scanner under a specific, controlled environment determined by ZOZO.

*4Number of shoe models supported by ZOZOMAT size recommendation as of October 29th 2020.

# data[].attributes.attachment_link.title
Introducing ZOZO's Measurement Technologies - ZOZO, Inc.

# data[].attributes.attachment_link.description
ZOZO's proprietary measurement technologies are now available to third parties. From fitness and healthcare to fashion manufacturing, ZOZO is open to collaborating with partners from various industries to co-create new services that leverage ZOZO's 3D measurement solutions. Let's build something revolutionary together. This is the official website of ZOZO, Inc.

# data[].attributes.attachment_link.readable_text
Japanese retailer Zozo, which operates Zozotown, the country's largest online fashion marketplace, has developed a figure-hugging bodysuit featuring lots of uniquely patterned dots.

As you turn slowly round, your smartphone takes photos, building up a 360-degree image of your body shape. Then you can order clothes that really fit.

At least, that's what the company claims. But how well does it work?
Reporters: Chris Fox, Zoe Kleinman. Video journalists: Tracey Langford, Chris Fox.

# data[].attributes.attachment_link.description
Japanese retailer Zozo, which operates Zozotown, the country's largest online fashion marketplace, has developed a figure-hugging bodysuit featuring lots of uniquely patterned dots. As you turn slowly round, your smartphone takes photos, building up a 360-degree image of your body shape. Then you can order clothes that really fit.

# data[].attributes.attachment_link.readable_text
TOKYO (Reuters) - Online fashion retailer Zozo Inc on Thursday unveiled a successor to its "Zozosuit" body-measuring suit, one of a string of failed projects ahead of the exit of founder Yusaku Maezawa, promising greater accuracy through design and software changes.

The original polka-dot Zozosuit, which when scanned with a smartphone allowed users to upload their measurements and order custom-made clothes, received massive interest but failed to drive sales amid complaints of poor sizing.

Zozo, which is controlled by SoftBank's domestic internet business, says the new "Zozosuit 2" skintight suit has 50 times more markers, offering the higher resolution scans needed to recommend items like sportswear and underwear.

The fashion retailer said it is looking for partners and hopes to offer the suit within a year.

In offering its measurement technologies to third parties, ZOZO hopes to power revolutionary new services by combining its measurement intelligence with the technologies and unique expertise of brand partners from myriad industries.

ZOZOSUIT 2 is a highly accurate 3D body measurement suit that can generate precise 3D body models with a simple and intuitive scanning process, thanks to a new suit design and algorithm improvements.

Gathering precise body measurements typically requires expensive, specialized 3D laser scanners. When compared with a 3D laser scanner, ZOZOSUIT 2 has an average error of 3.7mm (*1).

Accurate and easy-to-use body measuring technology has become a holy grail for online fashion retailers trying to reduce returns. The industry been boosted by consumers shopping at home during the COVID-19 pandemic.

Zozo already distributes the "Zozomat", which can be used to measure feet for customised sizing recommendations.
(Reporting by Sam Nussey; Editing by Michael Perry)

# data[].attributes.attachment_link.title
Zozosuit 2 accurately measures your body for online clothes purchases

# data[].attributes.attachment_link.description
TOKYO (Reuters) - Online fashion retailer Zozo Inc on Thursday unveiled a successor to its "Zozosuit" body-measuring suit, one of a string of failed projects ahead of the exit of founder Yusaku Maezawa, promising greater accuracy through design and software changes.

# data[].attributes.attachment_link.readable_text
Total Visits 5.04M 69.96%

Avg. Visit Duration 00:02:57

Estimated Data Verify Your Website

Traffic Sources for harrods.com

Traffic Sources Find out which are the main sources of desktop traffic for harrods.com.
November 2020 analysis

harrods.com's marketing strategy is focused on Search with 62.95% of traffic coming from this channel, followed by Direct with 26.23%

On desktop

Get Full Comparison with SimilarWeb Pro

Outbrain has been using SimilarWeb for over a year and it's been instrumental for our ability to analyze our competitive environment, benchmark our performance, keep track of industry trends, and generate new leads.

Asaf Hochman, Senior Director of Product Marketing Outbrain

Benchmark yourself against your main competitors

Peek into the hidden marketing strategies of your competitors, across industries and countries

Keyword research made easy and based on actual traffic statistics

Discover new opportunities while reducing risk by learning from your competitor's mistakes

# data[].attributes.attachment_link.description
Total Visits 5.04M 69.96% Avg. Visit Duration 00:02:57 Estimated Data Verify Your Website Traffic Sources Find out which are the main sources of desktop traffic for harrods.com.November 2020 analysis harrods.com's marketing strategy is focused on Search with 62.95% of traffic coming from this channel, followed by Direct with 26.23% On desktop Get Full Comparison with SimilarWeb Pro Outbrain has been using SimilarWeb for over a year and it's been instrumental for our ability to analyze our competitive environment, benchmark our performance, keep track of industry trends, and generate new leads.

# data[].attributes.attachment_link.title
Naked Labs launches world's first 3D body scanner for consumers; raises $14 million Series A funding

# data[].attributes.attachment_link.description
Naked Labs, a Silicon Valley-based startup focused on 3D scanning, computer vision, and human-centered design, is revolutionalizing the fitness tracking market. The company just launched the world's first home body scanner that enables you to see your body like never before. ...

# data[].attributes.attachment_link.title
‘True Gen’: Generation Z and its implications for companies

# data[].attributes.attachment_link.description
Generation Z characteristics center around the search for truth as the influence of the first generation of true digital natives is now radiating outward. For companies, this will bring both challenges and equally attractive opportunities.

# data[].attributes.attachment_link.provider_name
Pew Research Center's Social & Demographic Trends Project

# data[].attributes.attachment_link.readable_text
One-in-ten eligible voters in the 2020 electorate will be part of a new generation of Americans - Generation Z. Born after 1996, most members of this generation are not yet old enough to vote, but as the oldest among them turn 23 this year, roughly 24 million will have the opportunity to cast a ballot in November. And their political clout will continue to grow steadily in the coming years, as more and more of them reach voting age.

Unlike the Millennials - who came of age during the Great Recession - this new generation was in line to inherit a strong economy with record-low unemployment. That has all changed now, as COVID-19 has reshaped the country's social, political and economic landscape. Instead of looking ahead to a world of opportunities, Gen Z now peers into an uncertain future.

There are already signs that the oldest Gen Zers have been particularly hard hit in the early weeks and months of the coronavirus crisis. In a March 2020 Pew Research Center survey, half of the oldest Gen Zers (ages 18 to 23) reported that they or someone in their household had lost a job or taken a cut in pay because of the outbreak. This was significantly higher than the shares of Millennials (40%), Gen Xers (36%) and Baby Boomers (25%) who said the same. In addition, an analysis of jobs data showed that young workers were particularly vulnerable to job loss before the coronavirus outbreak, as they were overrepresented in high-risk service sector industries.

Aside from the unique set of circumstances in which Gen Z is approaching adulthood, what do we know about this new generation? We know it's different from previous generations in some important ways, but similar in many ways to the Millennial generation that came before it. Members of Gen Z are more racially and ethnically diverse than any previous generation, and they are on track to be the most well-educated generation yet. They are also digital natives who have little or no memory of the world as it existed before smartphones.

Still, when it comes to their views on key social and policy issues, they look very much like Millennials. Pew Research Center surveys conducted in the fall of 2018 (more than a year before the coronavirus outbreak) among Americans ages 13 and older found that, similar to Millennials, Gen Zers are progressive and pro-government, most see the country's growing racial and ethnic diversity as a good thing, and they're less likely than older generations to see the United States as superior to other nations.

A look at how Gen Z voters view the Trump presidency provides further insight into their political beliefs. A Pew Research Center survey conducted in January of this year found that about a quarter of registered voters ages 18 to 23 (22%) approved of how Donald Trump is handling his job as president, while about three-quarters disapproved (77%). Millennial voters were only slightly more likely to approve of Trump (32%) while 42% of Gen X voters, 48% of Baby Boomers and 57% of those in the Silent Generation approved of the job he's doing as president.

Gen Z is more racially and ethnically diverse than previous generations

Generation Z represents the leading edge of the country's changing racial and ethnic makeup. A bare majority (52%) are non-Hispanic white - significantly smaller than the share of Millennials who were non-Hispanic white in 2002 (61%). One-in-four Gen Zers are Hispanic, 14% are black, 6% are Asian and 5% are some other race or two or more races.

Gen Zers are slightly less likely than Millennials to be immigrants: 6% were born outside of the U.S., compared with 7% of Millennials at the same age. But they are more likely to be the children of immigrants: 22% of Gen Zers have at least one immigrant parent (compared with 14% of Millennials). Even as immigration flows into the U.S. have diminished in recent years, new immigrants will join the ranks of Gen Z in the years to come. As a result, this generation is projected to become majority nonwhite by 2026, according to Census Bureau projections.

In some regions of the U.S., Gen Z has already crossed this threshold. In the West, only 40% of Gen Zers are non-Hispanic white. Just as many are Hispanic, while 4% are black, 10% are Asian and 6% are some other race. In the South, 46% of Gen Zers are non-Hispanic white. Minority representation is lowest in the Midwest, where more than two-thirds of Gen Zers (68%) are non-Hispanic white.

Gen Z on track to be the best-educated generation yet

A look at older members of Generation Z suggests they are on a somewhat different educational trajectory than the generations that came before them. They are less likely to drop out of high school and more likely to be enrolled in college. Among 18- to 21-year-olds no longer in high school in 2018, 57% were enrolled in a two-year or four-year college. This compares with 52% among Millennials in 2003 and 43% among members of Gen X in 1987.

These changing educational patterns are tied to changes in immigration especially among Hispanics. Gen Z Hispanics are less likely than Millennial Hispanics to be immigrants, and previous research has shown that second-generation Hispanic youth are less likely to drop out of high school and more likely to attend college than foreign-born Hispanic youth.

Gen Zers are also more likely to have a college-educated parent than are previous generations of young people. In 2019, 44% of Gen Zers ages 7 to 17 were living with a parent who had a bachelor's degree or more education, compared with 33% of Millennials when they were the same age. Both of these trends reflect the overall trend toward more Americans pursuing higher education.

Perhaps because they are more likely to be engaged in educational endeavors, Gen Zers are less likely to be working than previous generations when they were teens and young adults. Only 18% of Gen Z teens (ages 15 to 17) were employed in 2018, compared with 27% of Millennial teens in 2002 and 41% of Gen Xers in 1986. And among young adults ages 18 to 22, while 62% of Gen Zers were employed in 2018, higher shares of Millennials (71%) and Gen Xers (79%) were working when they were a comparable age.

Gen Zers and Millennials have similar viewpoints on many major issues of the day

The views of Gen Z mirror those of Millennials in many ways. Still, survey data collected in 2018 (well before the coronavirus outbreak) shows that there are places where this younger generation stands out as having a somewhat different outlook.

For example, members of Gen Z are more likely than older generations to look to government to solve problems, rather than businesses and individuals. Fully seven-in-ten Gen Zers say the government should do more to solve problems, while 29% say government is doing too many things better left to businesses and individuals. A somewhat smaller share of Millennials (64%) say government should do more to solve problems, and this view is even less prevalent among older generations (53% of Gen Xers, 49% of Boomers and 39% of Silents).

For the most part, however, Gen Zers and Millennials share similar views on issues facing the country. These younger generations are more likely than their older counterparts to say the earth is getting warmer due to human activity: 54% of Gen Z and 56% of Millennials say this, compared with smaller shares of Gen Xers, Boomers and Silents (48%, 45% and 38%, respectively).

When it comes to race relations, Gen Zers and Millennials are about equally likely to say that blacks are treated less fairly than whites in this country. Roughly two-thirds of Gen Zers and Millennials say this, compared with about half of Gen Xers and Boomers and smaller shares among the Silent Generation.

Younger generations also share a different view of the U.S. relative to other countries in the world. Gen Zers (14%) and Millennials (13%) are less likely than Gen Xers (20%), Boomers (30%) or Silents (45%) to say the U.S. is better than all other countries. Still, pluralities of every generation except the Silent Generation say the U.S. is one of the best countries in the world along with some others.

Within the GOP, Gen Zers have sharp differences with their elders

Among Republicans and those who lean to the Republican Party, there are striking differences between Generation Z and older generations on social and political issues. In their views on race, Gen Z Republicans are more likely than older generations of Republicans to say blacks are treated less fairly than whites in the U.S. today. Fully 43% of Republican Gen Zers say this, compared with 30% of Millennial Republicans and roughly two-in-ten Gen X, Boomer and Silent Generation Republicans. Views are much more consistent across generations among Democrats and Democratic leaners.

Similarly, the youngest Republicans stand out in their views on the role of government and the causes of climate change. Gen Z Republicans are much more likely than older generations of Republicans to desire an increased government role in solving problems. About half (52%) of Republican Gen Zers say government should do more, compared with 38% of Millennials, 29% of Gen Xers and even smaller shares among older generations. And the youngest Republicans are less likely than their older counterparts to attribute the earth's warming temperatures to natural patterns, as opposed to human activity (18% of Gen Z Republicans say this, compared with three-in-ten or more among older generations of Republicans).

Overall, members of Gen Z look similar to Millennials in their political preferences, particularly when it comes to the upcoming 2020 election. Among registered voters, a January Pew Research Center survey found that 61% of Gen Z voters (ages 18 to 23) said they were definitely or probably going to vote for the Democratic candidate for president in the 2020 election, while about a quarter (22%) said they were planning to vote for Trump. Millennial voters, similarly, were much more likely to say they plan to support a Democrat in November than Trump (58% vs. 25%). Larger shares of Gen X voters (37%), Boomers (44%) and Silents (53%) said they plan to support President Trump.

Younger generations see family, societal change as a good thing

Across a number of measures, Gen Zers and Millennials stand out from older generations in their views of family and societal change. Roughly half of Gen Zers (48%) and Millennials (47%) say gay and lesbian couples being allowed to marry is a good thing for our society. By comparison, only one-third of Gen Xers and about one-quarter of Boomers (27%) say this is a good thing. Pluralities of Boomers and Gen Xers say it doesn't make a difference. Members of the Silent Generation are the most likely to view this as a bad thing for society.

There is a similar pattern in views of people of different races marrying each other, with larger shares of Millennials and Gen Zers saying this is a good thing for our society, compared with older generations. Very few across generations say this is a bad thing for society.

Gen Zers and Millennials are less likely than older generations to say that single women raising children on their own is a bad thing for society. Still, relatively few in both generations say this is a good thing for society, while about half say it doesn't make much difference (roughly similar to the shares among older generations).

When it comes to their own home life, the experiences of Gen Z reflect, in part, broad trends that have reshaped the American family in recent decades. According to a Pew Research Center analysis of Census Bureau data, about three-in-ten (29%) live in a household with an unmarried parent while 66% live with two married parents. A roughly comparable share of Millennials (69%) lived with two married parents at a similar age, but the shares among Gen Xers and Boomers were significantly larger (72% and 86%). Of those Gen Zers who are living with two married parents, in most cases both of those parents are in the labor force (64%). This compares with a slightly higher share of Millennials who were living with two parents at a comparable age (66% had two parents in the labor force) and a slightly lower share of Gen Xers (61%).

Generations differ in their familiarity and comfort with using gender-neutral pronouns

Ideas about gender identity are rapidly changing in the U.S., and Gen Z is at the front end of those changes. Gen Zers are much more likely than those in older generations to say they personally know someone who prefers to go by gender-neutral pronouns, with 35% saying so, compared with 25% of Millennials, 16% of Gen Xers, 12% of Boomers and just 7% of Silents. This generational pattern is evident among both Democrats and Republicans.

There are also stark generational differences in views of how gender options are presented on official documents. Gen Z is by far the most likely to say that when a form or online profile asks about a person's gender it should include options other than "man" and "woman." About six-in-ten Gen Zers (59%) say forms or online profiles should include additional gender options, compared with half of Millennials, about four-in-ten Gen Xers and Boomers (40% and 37%, respectively) and roughly a third of those in the Silent Generation (32%).

These views vary widely along partisan lines, and there are generational differences within each party coalition. But those differences are sharpest among Republicans: About four-in-ten Republican Gen Zers (41%) think forms should include additional gender options, compared with 27% of Republican Millennials, 17% of Gen Xers and Boomers and 16% of Silents. Among Democrats, half or more in all generations say this.

Gen Zers are similar to Millennials in their comfort with using gender-neutral pronouns. Both groups express somewhat higher levels of comfort than other generations, though generational differences on this question are fairly modest. Majorities of Gen Zers and Millennials say they would feel "very" or "somewhat" comfortable using a gender-neutral pronoun to refer to someone if asked to do so. By comparison, Gen Xers and Boomers are about evenly divided: About as many say they would feel at least somewhat comfortable (49% and 50%, respectively) as say they would be uncomfortable.

Members of Gen Z are also similar to Millennials in their views on society's acceptance of those who do not identify as a man or a woman. Roughly half of Gen Zers (50%) and Millennials (47%) think that society is not accepting enough of these individuals. Smaller shares of Gen Xers (39%), Boomers (36%) and those in the Silent Generation (32%) say the same.

Here again there are large partisan gaps, and Gen Z Republicans stand apart from other generations of Republicans in their views. About three-in-ten Republican Gen Zers (28%) say that society is not accepting enough of people who don't identify as a man or woman, compared with two-in-ten Millennials, 15% of Gen Xers, 13% of Boomers and 11% of Silents. Democrats' views are nearly uniform across generations in saying that society is not accepting enough of people who don't identify as a man or a woman.

Teens and technology

Looking at the relationship American teens have with technology provides a window into the experiences of a significant segment of Generation Z. According to a 2018 Pew Research Center survey, 95% of 13- to 17-year-olds have access to a smartphone, and a similar share (97%) use at least one of seven major online platforms.

YouTube, Instagram and Snapchat are among teens' favorite online destinations. Some 85% say they use YouTube, 72% use Instagram and 69% use Snapchat. Facebook is less popular with teens - 51% say they use this social media site. Some 45% of teens say they are online "almost constantly," and an additional 44% say they're online several times a day.

Some researchers have suggested that the growing amount of time teens are spending on their mobile devices, and specifically on social media, is contributing to the growth in anxiety and depression among this group. Teens have mixed views on whether social media has had a positive or negative effect on their generation. About three-in-ten (31%) say the effect on people their own age has been mostly positive, 24% say it's been mostly negative, and 45% say it's been neither positive nor negative.

Many teens who say social media has had a positive effect say a major reason they feel this way is because it helps them stay connected with friends and family (40% of teens who say social media has a mostly positive effect say this). For those who see the effect of social media as negative, the most common reason cited is that it leads to bullying and rumor spreading (27% of teens who say social media has a mostly negative effect say this).

# data[].attributes.attachment_link.title
On the Cusp of Adulthood and Facing an Uncertain Future: What We Know About Gen Z So Far

# data[].attributes.attachment_link.description
Born after 1996, the oldest Gen Zers will turn 23 this year. They are racially and ethnically diverse, progressive and pro-government, and more than 20 million will be eligible to vote in November.