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They spend 2 hours 45 minutes everyday on their phones.

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Representing 3 in 10 internet users globally, Generation X (aged 37-55 years old) consists of individuals born between 1964-1982.

They're considered a difficult group to reach, mistakenly defined by millennial and baby boomer characteristics.

Quite often dismissed simply as busy professionals, with considerable spending power and family-oriented values, this generation saw the technological revolution hit its stride with the likes of 0G cell-phones, MTV and the birth of the internet.

Our data reveals the truth behind this 'forgotten' generation by highlighting the facts and breaking the common misconceptions about their online habits, sure to give you the upper hand when targeting them.

1. They're quickly catching up on social media.

Despite arriving late to the social media scene, they're rapidly catching up with the millennial and Gen Z audiences that preceded them to these platforms.

Gen Xers average just over 2 hours a day on social media, with those in MEA and LatAm being the heaviest users (at around 3 hours). Of this audience, female Gen Xers spend the longest amount of time here, clocking an average of 2 hours 15 minutes a day, a quarter of an hour ahead of males.

Despite spending less time on social media each day than millennials, by roughly 36 minutes, this difference is gradually shrinking, having fallen from 48 minutes in 2018.

While they spend more time on social media, Gen Xers preference for different platforms is also widening.

Facebook might see the highest membership from this audience outside of China, but, since late 2015, Instagram and Snapchat membership has almost doubled. Meanwhile, TikTok, though far more popular among Gen Zs, is also beginning to take off.

One of the reasons why Gen X's social media time is still on the rise is because they're less keen than their younger counterparts to jump on the digital detox bandwagon.

While younger audiences are actively trying to regulate their digital activity - nearly 3 in 10 millennials and Gen Zs track their screen time each month - only 1 in 5 Gen Xers have done the same.

Another possible reason is that, compared to Gen X, younger age groups are now using social media more passively.

When on these sites, 4 in 10 Gen Zs fill up their spare time or search for funny content, while Gen Xers still flock to their social accounts with a greater emphasis on socializing.

Over 6 in 10 Gen Xers agree the internet makes them feel closer to people.

This is also evident from their most important reasons for using social media.

These sites allow them to stay in touch with friends (35% say this), network with others (28%) and share their photos (27%). In fact, 1 in 4 say they use social media simply because a lot of their friends are active on it.

So how can brands target them on these platforms?

Given the influence active users can have on other like-minded individuals, Gen X are an important audience for brands - with over 1 in 3 following brands they like on social media.

While they spend significantly less time on social media than Gen Z, the likelihood of them discovering new brands via comments or recommendations on these platforms shows little difference (24% of Gen Z and 22% of Gen X typically learn of new brands in this way).

Sharing near-equal methods of brand discovery on social media, Gen X and Gen Z brand interactions here are beginning to catch up too - 18% of Gen Zs clicked on a promoted social network post in the past month, compared to 15% of Gen Xers.

But social media serves two functions here: brand discovery and brand advocacy.

In general, just under 6 in 10 Gen Xers say they regularly inform friends and family about new products. As such, social media makes the perfect space to do this - just shy of 1 in 5 Gen Xers used a "share" button on a website in the past month.

As Gen X further encroaches on the online space formerly dominated by younger audiences, realizing the potential of their influence here is crucial.

But they're not replacing these audiences, they're carving out a reputation as digital individuals, following brands and each other with the intention of spreading the word wherever they can.

2. They're shifting to digital media fast.

Just as they've caught up with the social media revolution, they're making strides toward new media and devices in general, giving marketers the chance to reach them in new places.

In 2015, Gen Xers spent just under 4 hours a day using PC/laptops, 35 minutes ahead of Gen Zs. But now, despite being the first generation to experience these devices as the norm, their use of these devices has fallen to around 3 hours and 18 minutes and on a par with Gen Zs.

Instead, they've flocked to smartphones. Since 2015, the average time spent on this device by Gen Xers has climbed from 1 hour 52 minutes, to 2 hours 45 minutes everyday - a far cry from the 4 hours a day Gen Z's spend here, but enough to disrupt their PC/laptop usage greatly.

Given the ubiquity of smartphones, this is to be expected. But it does demonstrate that they're far from being a traditional audience, having embraced mobile just like their younger counterparts. It's their time spent reading press that highlights a readiness to disregard offline media in favor of digital.

Today, they spend around 47 minutes reading physical press, falling behind online press, where they spend just over an hour everyday.

It's younger audiences, however, that are turning to physical press.

For example, Gen Zs are now reading this form of media for at least an hour a day, 10 minutes more than Gen Xers and more than 20 minutes more than they were in 2015.

But that's not to say they're moving on to digital media entirely.

Gen Xers looked to TV as the go-to device for almost everything entertainment in their youth, which is why they're now spending over 2 hours a day watching linear TV, 23 minutes more than millennials and 45 minutes more than Gen Zs.

Moreover, 36% of Gen Xers discover brands via ads seen on TV - more so than younger generations and second only to baby-boomers (43%) - making this an important touchpoint for media planning.

Online TV, however, is yet to take off with this audience, who spend 1 hour 12 minutes a day here, compared to around an hour and a half for Gen Zs. But, given the rate at which Gen Xers are edging toward this form of media, this is likely to change in the future.

For example, though time spent watching linear TV remained stable since 2015, online TV has risen by 30% in the same timeframe.

Generally, smartphones have opened the door to watching online TV - over 1 in 3 internet users watch subscription services via mobile. But Gen Xers are yet to catch up here, with 1 in 4 watching online TV in this manner, still preferring traditional TV sets to watch online TV (34%).

Watching TV on smartphones has surpassed the use of PC/Laptops for Gen Xers. Given the manner in which mobiles have overtaken PCs across the 36 online activities we track for Gen Xers, the gap is expected to widen in the future.

Gen Xers are a generation with intrigue toward the new, exemplified by their increasing use of social media, smartphones and online press, and with this level of digital flexibility comes the opportunity for brands to reach them in far more places.

3. They're no technophobes.

Generally speaking, it's common to associate new technology with younger audiences. Over two-thirds of Gen Zs agree they are constantly connected online (69%), compared to only 44% of baby boomers who say the same.

However, this is a classic example where Gen X is misappropriated with these neighbouring generations. Following closely behind Gen Zs, 6 in 10 Gen Xers say they're constantly connected online (62%).

We've already seen how quick they've adopted social media and online shopping into their purchase habits, but they're the generation who's first to look to the internet when they need information in general (80% say this).

Gen X are, in fact, engaged with new technology more than you might think, with over 4 in 10 (45%) sharing a general interest in technology and half agreeing that its very important for them to have the latest technological products - a figure that only rises slightly for Gen Z's (54%).

In a world where tech angst is rising, Gen Xers are yet to experience the same problem as younger audiences, being relatively unfazed by technology's rapid advancement; while 39% of Gen Zs claim technology makes life more complicated, 36% of Gen Xers share the sentiment.

For this generation, technology is a vast improvement in day-to-day life and they're keen to invest in tech that can improve it further.

Take smart home products as a prime example of this; 3 in 10 smart home product owners are Gen X - with the most popular product being smart speakers, used by over half of those who own a smart home product.

Though these devices are relatively niche, Gen Xers prove that older audiences are willing to adopt new technology if it can provide value in their daily life.

This is where smart utility and security devices factor in. Owned by over 3 in 10 Gen Xers with smart home products, these devices can assist them with controlling thermostats, lights and other household fittings.

However, there are some examples where this audience, tech-oriented as they might be, are actually still fully cemented in their ways.

4. A multi-device approach is important in reaching them.

As the generation who championed mobile phones and PCs in their earliest iteration, they've no trouble using either of the two devices to accomplish an array of online tasks.

Smartphones are the go-to device globally for all internet users, and Gen Xers are no different, using the devices more than PCs to perform all of the online activities we track.

But compared to younger internet users, despite adapting to using the smartphone for more activities than PCs/laptops, they still spend more time online using PCs everyday than mobiles (around half an hour longer).

Gen Xers have yet to reach the mobile tipping point and strategies should be in place for both smartphones and PC/laptops.

Having witnessed the first home computers in the 1970's/80's, Gen Xers are more comfortable using computers for certain activities, the majority of which are commerce related.

For example, just under half of this group search for new products on PCs/laptops, with a further 41% saying they purchased a product online here. This is 13% more likely than other internet users, and their second most-distinctive online activity on this device.

If we split across the world regions, the picture is significantly different. Generally, mobiles have the lead in APAC, LatAm and MEA regions, where consumers are typically more mobile-centric - over half of Gen Xers in APAC purchased a product online via smartphone against just over 1 in 3 in Europe.

The majority of Gen Xers in Europe and North America, where internet penetration is higher, are still more likely to reach for a desktop for these activities in the consumer journey - 54% of Gen Xers in Europe, and 58% in North America purchased products on this device.

Are they really forgotten?

Gen Xers, despite having wasted no time in adapting to modern technology, ecommerce and social media are disregarded in favor of millennial and Gen Z audiences, who have been key in impacting digitally-forward consumer trends.

As with any generation, the deal-breaker is to understand the needs of Gen X without generalization, preparing for online and offline engagement equally.

With a social mindset and varied range of methods to discover, advocate and purchase products, Gen X's interaction may prove just as rewarding as the other audiences we spotlight.

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Representing 3 in 10 internet users globally, Generation X (aged 37-55 years old) consists of individuals born between 1964-1982. They're considered a difficult group to reach, mistakenly defined by millennial and baby boomer characteristics.

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How Generations shopping behaviours are different.

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How Generations shopping behaviours are different.

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63% of Generation Xers saying they will cut back on buying luxury items.
One in five Gen Xers (21%) will go for a branded item over non-branded.

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Millennial Online Shopping Habits - eCommerce Trends by Age

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We surveyed 1,000 consumers from ages 18-75 about their buying preferences & behaviors. Learn about shopping trends among Millennials, Generation Z & more.

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Over 75 percent of Gen Xers and Baby Boomers agree that online fashion serves younger consumers better.
Gen X comes out on top when it comes to annual spend, spending over $2,300 on fashion.

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For my consumer profile

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Describing how females make most purchasing desicions.

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Women buying power is really important for most business, with many more women leading home economies than ever before. Women purchasing decision power is very important to many industries.

Although it is reported that In the past year, men have reported spent 28% more than their female counterparts online. Before starting any marketing or advertising campaign, it would be crucial to take a look at the women's shopping habits and buying power to understand your target audience better.

Housing, electronics and holidays are among the top elements which women buy more

First, let's take a quick look at the most relevant women shopping statistics:

1. Women account for 81% of all purchases.

2. 91% of new homes and holiday-related purchases are done by women.

3. 75% of women identified themselves as the primary shoppers for their households.

4. Women's purchasing power in the United States would be somewhere between $5 trillion and $15 trillion annually.

5. Women control over 60% of all personal and household wealth in the states. (Source: Federal Reserve, MassMutual Financial Group, BusinessWeek, Gallup).

6. Women purchase over 50% of traditional male products, including automobiles, home improvement products, and consumer electronics. (Source: Andrea Learned, "Don't Think Pink").

7. 93% of women admit having a major influence on what financial services that their family buys (Source: Harvard Business Review, Boston Consulting Group Survey).

8. 61% of electronic purchases were either initiated by a woman or one was involved during the purchase process (Source: "Tip for Valentine's Day: Women Want Electronics", Laura Hubbard).

9. 60% of moms believe that organic foods are better for their health. (Source: Food and Drug Administration).

10. 69% of Millennial Moms learn about new products on blogs whereas 64% discover products on social platforms (Source: Influence-Central).

11. Mobile shopping is dominated by men.

12. According to Bridget Brenna on her book When She Buys, women make 70% of all travel decisions. (Source: Bridget Brennan, "Why She Buys").

13. 14 minutes is the average time a woman takes to make a purchase as opposed to 10 minutes for men.

# 29% of women online purchase involved clothing or fashion accessories
Statistic - Fact

# women account for 81% of all purchases
Statistic - Fact

Women purchase decision power and money expenditure account for 81% of all total purchases. Women decision making over-purchase in a household represents over 90%. And they are usually involved in most purchases related to homes, holidays.

It is really important to take women interests and decision-making processes when planning and creating both an advertising and marketing campaign as it could make a big difference in the campaign's impact.

# 91% of new homes and holiday-related purchases are done by women
Statistic - Fact

When it comes to buying a new home and choosing a holiday destination including flights and hotels, women purchase decision increase up to 91%. Real Estate agents and home builders should take women into account when designing their next customer capture strategy for their business as it is proved that they take the most important role in the decision process of buying a new property.

# 74.9% of women identified themselves as the primary shoppers for their households
Statistic - Fact

Most women are primary shoppers or decision-makers for purchases in most homes. In around 75% of homes, women have the main purchase decision. I remember how my mom used to manage all the home finances while my dad worked, she managed the home and all the domestic finances which made her the primary decision-maker.

Women shopping power is probably the main driving force behind most markets and industries. And some like beauty, it is actually the main and only purchasing driving force.

Just in the European Union, there are 10 million more women than men
Statistic - Fact

Needless to say that Millennials rely a lot on social media and reviews before making a purchase online. 60% of millennials resort to any form of social media advice in order to make a purchasing decision. And most women believe that organic foods are better for their health. 60% of moms believe that organic foods are better for their health. (Source: Food and Drug Administration).

#93% of women admit having a major influence on what financial services that their family buys
Statistic - Fact

According to Harvard Business Review, women's opinion over purchases have a lot of weight. They consider that 93% of women views on purchases have a substantial influence on the final decision. Once again female shopping power is very important and having a deep understanding of their purchasing triggers would give you an edge over your competitors.

# 61% of electronic purchases were either initiated by a woman or one was involved during the purchase process
Statistic - Fact

Most electronic purchases are made by women. According to Laura Hubbard, actually, 61% of all the consumer's electronic purchases are initiated by women. This could sound a bit, as traditionally men are considered fonder of technology and gadgets than women - which it could still be true - however, women carry more weight when it comes to making the actual purchase.

# 69% of Millennial Moms use blogs to learn about new products, while 64% use other social platforms
Statistic - Fact

The way women discover products these days differs widely as they did 3 decades ago when television, word-of-mouth and print mail were major driving forces behind brand recognition.

In a digital economy, social media has become an online version of word-of-mouth and blogs and YouTube influencers have taken over a chunk of television and print advertising.

Recommendation and product storytelling have become huge recently as influencers are gaining more recognition and social shopping keeps growing.

Men shop more online than women. So if you are planning an e-commerce advertising campaign, you might want to optimize your selling channels to be more effective. Considering the chart above, if you are selling consumer electronics, tickets and computer equipment, you might plan two different campaign for your mobile e-commerce customers.

When it comes to digital content and consumer electronics and tickets, men are much more likely to purchase those items online than women. According to Statista, the only category which women outspent online men's health and beauty.

#14 minutes is the average time a woman takes to make a purchase as opposed to 10 minutes for men.
Statistic - Fact

It seems like women take longer time on average to make a purchase. This figure is actually very revealing and crucial when planning a marketing campaign. What is this telling us? It is telling us that either men are more prompt to make faster shopping decision or just easier to convert than women.

All in all, men conversion process is shorter therefore it would be appropriate to implement fast and smooth online checkout to avoid cart abandonment, for example.

Engaging female customers

1. Customer Experience & Brand Storytelling

Customer experience is moving towards customer delightfulness. Modern female shoppers are more interested in experiences than materialistic possessions. Thanks to the internet, there is no need to go to shops anymore, we can buy almost anything from the comfort of your home. So why do consumers go to shops?

Millennial female customers are driven to shop because of their experiences. Many shops are turning into more fun and visually appealing places in order to drive and engage customers more often. Along with storytelling and in-store experiences, it is driving

2. Keep up With Pop Culture or Lose Relevance

Luxury brands know this and for the last few years, they have been making a lot of progress towards getting closer to younger generations. If you take a look at luxury brands such as Louis Vuitton, you will notice that they do not appeal exclusively to rich and they have a new modern and fresh look that have gained the attention and customers from all social levels. Most younger customers today are aiming at owning a pair of Gucci loafers or Louis Vuitton Bag.

3. Positive friction is engagement

Friction in marketing has become one of the top priorities recently especially due to the fact that most brands want to reduce digital purchasing friction to a minimum. Friction refers to the amount of work a consumer's needs to do before making a purchase, applied to a digital environment, this would refer to the number of clicks a users does before finishing a purchase or the amount of field needs to be filled to make a transaction online.

However there is such a thing as positive friction, it is what today we are calling engagement, unique and exclusive offers to your customers, personalized services and emails could be considered as an example of positive engagement. These days consumers want to feel unique and brands need to live up to those expectations.

Generating positive and personal engagement with female consumers would make your brand stand out from your competitors.

Sources:

1. https://girlpowermarketing.com/statistics-purchasing-power-women/

2. Nielsen Consumer

3. Personal Shopping London

4. Academia de Ingles Madrid

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Female Shopping Statistics (online and offline) | Top Media Agency

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Women buying power is really important for most business, with many more women leading home economies than ever before. Women purchasing decision power is very important to many industries. Although it is reported that In the past year, men have reported spent 28% more than their female counterparts online.

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Women drive 70-80 percent of all consumer purchasing, through a combination of their buying power and influence.

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Women Drive Majority of Consumer Purchasing and It’s Time to Meet Their Needs

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Women spend more time than men each day making purchasing decisions for their families. Why don’t more businesses, large and small, think of women first when creating new products and services?

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This shows how men and women both equally buy online. This is interesting as most instore purchases are made by women.
Suggesting how marketing online and instore may have to differ for the audience.

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This statistic shows a timeline of online purchasing penetration in Great Britain from 2008 to 2020, by gender. Of women, 87 percent made online purchases in 2020. This is a higher share than the 82 percent of women who acted similarly in 2019.

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Online purchasing penetration in Great Britain by gender 2020 | Statista

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This statistic shows a timeline of online purchasing penetration in Great Britain from 2008 to 2020, by gender. Of women, 87 percent made online purchases in 2020. This is a higher share than the 82 percent of women who acted similarly in 2019.

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Video meeting the need recognition section of the EKB Model. It shows the desire for Generation Xers to show their money.

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Emma Willis Collection at Next: Spring 2020 | Mauritius Beaches | Next

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Disposable income, peak of career.

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It may be fitting that the group nestled between baby boomers and millennials is labelled 'generation X'. This generation is like the middle child in the family, under-appreciated and underserved. Their elders - the boomers, have virtually owned popular culture and their successors - the millennials are obsessed with technology, social consciousness and entrepreneurial gusto.

Gen X grew up at a time of very significant social change. They were expected to contribute to the workforce in numbers totalling 65.8 million by 2018. This generation marks the period of birth decline after the baby boom and is significantly smaller than previous and succeeding generations, but it is expected to outnumber Baby Boomers - those born between 1946 and 1964 - by 2028.

Gen X came into world between 1965 and 1982 and by all accounts got a pretty raw deal in their youth. Xers also came of age in an analog world, and then had to scramble to catch up at the dawn of the digital age.

Xers started their career at a time when pensions were disappearing, jobs were heading offshore, and stock market crash of 1987 recession. This generation grew up cynical angry and profoundly insecure goes the common perception.

Gen X and financial services

Gen X has been underserved in the financial industry. They are the generation that blends demand for old school in person services with new digital services. Boomers built the old industry and milennials are shaping the new one. But as we have seen Gen X follows many of the wants and habits of millennial.

This generation is also the biggest earners. While constituting just 25 per cent of the population, they are responsible for 31 per cent of the wealth creation. This makes sense as they are currently at their peak earning potential and investments made during the financial crisis of 2008 have rebounded nicely.

By 2050, Gen Xers and Millennials will be part of the 50+ age group, contributing to the Longevity Economy. Between 2015 and 2050, the 50-plus cohort is projected to grow by 45 per cent, while the under-50 population expands by just 13 per cent.

This illustrates the importance of serving the Millennial and GenX segments, but also highlights the importance of building a strategy to serve older, increasingly diverse and economically important segments.

So, the question for financial institution executives is simply. Gen Xers will experience the highest increase in the share of wealth, growing from under 14 per cent of total net worth to 31 per cent by 2030.

1. What can you do to attract this challenging yet lucrative demographic?

2. What is your 50+ strategy to tackle the following:

1. Gen Xers are entering their prime earning years

Many Gen Xers already have climbed to the top of the corporate ladder. They hold 51 per cent of leadership roles globally and will continue to move into more senior positions. And considering Gen X makes up 33 per cent of the workforce, they are in a unique situation to take on more senior leadership roles - with potentially higher paychecks.

2. Gen Xers need help managing their debt

While Gen Xers are being promoted and making more money, their financial obligations make them prime for your services. The average Xer has debt of $125,000, far higher than the national average of $88,313.3 to make things more complicated, a recent study finds nearly a quarter of Gen Xers believe they cannot save for retirement until they pay off their credit cards.

3. Gen Xers and their goals

Despite the amount of debt they are carrying, Gen X has goals of reaching financial freedom. Members of this generation are thinking about retirement. 73 per cent of them cite retirement planning as their top financial concern. And another 37 per cent say they would like to "fully retire" someday, but do not believe that goal is attainable. Of course, considering this generation has lived through not one but two significant recessions, their gloomy outlook makes sense. With your help, they can turn their financial goals into financial reality.

4. Gen Xers are balancing a lot

Generation X has a lot on their plates, not the least of which is caregiving. While more than 52 per cent have children living at home, many Xers are caught off guard when they are also expected to take care of aging parents. Financial planning and retirement decisions often get put on the back burner to take care of more immediate needs.

After years of feeling overshadowed by Baby Boomers and millennials, Gen X are finally taking center stage.

The author is the Founder, MD and CEO at Waterfield Advisors

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Understanding Generation X And Financial Services

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It may be fitting that the group nestled between baby boomers and millennials is labelled 'generation X'. This generation is like the middle child in the family, under-appreciated and underserved. Their elders - the boomers, have virtually owned popular culture and their successors - the millennials are obsessed with technology, social consciousness and entrepreneurial gusto.

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This is an interview with a Generation X Consumer.

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Explaining each section of the EKB Model and how consumers make purchase decisions.

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Framework designed in 1968 for organizing growing knowledge of consumer behavior.

A key feature of the EKB model is the differences between high and low involvement as part of the buying process.

High involvement correlates with high-risk purchase.

Low involvement correlates with low-risk purchase.

Consumers are seen as active agents following rules of behavior, fairly easy to follow and implement because they require only a limited amount of information and capability of elaboration. For instance, a consumer, being aware of a certain need, and believing a certain good product satisfies it.

Many of the elements of the model are similar to the Howard-Sheth Model but the structure of presentation and relationship between the variables is somewhat different.

Overall, the model is categorized into 4 major components as follows:

Information Input

Information processing

Buyer Decision Process

External influences

At this stage, the consumer gets information from marketing and non-marketing sources, which also influences the problem recognition stage of the decision-making process. If the consumer still does not arrive at a specific decision, the search for external information will be activated in order to arrive at a choice. In some cases, the consumer might experience cognitive dissonance because the selected alternative is less satisfactory than expected.

Information processing comprises of the following stimuli, related to product or brand from marketing or non-marketing sources.

In the presence of multiple alternatives, the buying decision process can be described as a cost-benefit analysis that outlines before, during, and after steps in the purchase of goods or service.

Although decision making is a psychological construct that can not be seen, observational actions can be inferred that can impute commitment to action.

This problem-solving process occurs in five steps as follows:

Need recognition

Search

Evaluate Alternatives

Purchase Decision

Post Purchase Assessment

Need recognition
Need A purchase cannot take place before the arrival of the need, triggered by either internal stimuli(e.g. hunger, thirst) or external(e.g. word of mouth, advertising).

When a need is recognized, the desire to search for a product or type of product that could fulfill the need occurs.
Search
When the buyer searches to fulfill the recognized need, the buyer pursues the search for information regarding the product by gathering sources for evaluation that might satisfy the recognized need.
Evaluate Alternatives
As sources of information are gathered for different products, their legitimacy is evaluated based on desired attributes that can deliver benefits. amongst products are evaluated.

These evaluations are made based on the buyer's attitude and various other criteria. Also, a higher number of sources for evaluation is required when involvement is higher.
Purchase Decision
After assessing all the alternatives, consumer forms the intension for purchase that can only be sabotaged by negative reviews from friends and peers or unforeseen circumstances such as financial losses.
Post Purchase Assessment
The buyer decision process helps in understanding purchase decisions made. Also, it provides validation if the purchase was actually needed, with Cognitive Dissonance.

Cognitive dissonance: post-purchase doubt that questions the decision made by creating a Cognitive dissonance if the need doesn't match with the purchase.

External variables influencing the Decision Process consists of individual and environmental influences that affect all five stages of the decision process.

Individual characteristics include motives, values, lifestyle, and personality; the social influences are culture, reference groups, and family. Situational influences, such as a consumer's financial condition, also influence the decision process.

If you want to understand everything about Consumer Behavior, please read:

This article provided an overview of two of the most fundamental consumer behavior models and highlighted key areas of their attributes.

Hope it helps.

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Basic Consumer Behavior Models You Should Know About.

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Framework designed in 1968 for organizing growing knowledge of consumer behavior. A key feature of the EKB model is the differences between high and low involvement as part of the buying process. High involvement correlates with high-risk purchase. Low involvement correlates with low-risk purchase.

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Americans born between the mid-1960s and the early-1980s.

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Americans born between the mid-1960s and the early-1980s.

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Describing how Gen X became the 'in-between' and silent generation. Due to overlapping with the Sandwich Generation.

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What Is Generation X (Gen X)?

Generation X, which is sometimes shortened to Gen X, is the name given to the generation of Americans born between the mid-1960s and the early-1980s. The exact years that comprise Gen X vary. Some researchers-demographers William Straus and Neil Howe, for example-place the exact birth years from 1961 to 1981, whereas Gallup places the birth years between 1965 and 1979. But all agree that Gen X follows the baby boom generation and precedes Generation Y or the millennial generation.﻿﻿ ﻿﻿

Understanding Generation X

The name "Generation X" comes from a novel by Douglas Coupland, Generation X: Tales for an Accelerated Culture, published in 1991. Though it's more useful for marketing than sociology, generational theory-the assumption that people born within the same time frame can be considered a group with similar views, values, tastes, and habits-and the idea of a generation gap has gained broad acceptance in the U.S.﻿﻿

The American generations covered in the theory are:

Greatest Generation (born circa 1901 to 1924)

Silent Generation (circa 1925 to 1945)

Baby Boomers (circa 1946 to 1964)

Generation X (circa 1965 to 1985)

Millennial Generation (circa 1985 to 2000)

Those born after 2000 are considered Generation Z or post-millennial.

Gen X numbers around 65 million, while the baby boomers and the millennials each have around 72 million members. Gen X is also sometimes referred to as the "latchkey generation" as they were often left unsupervised at home after school until their parents came home from work. ﻿﻿

Like the silent generation, Generation X has been defined as an "in-between" generation. The group's earning power and savings were compromised first by the dotcom bust, and second by the financial crisis of 2008 and the Great Recession. In terms of social and political power, Generation X is sandwiched between the baby boomers, who came of age during the Vietnam and Reagan eras and the millennials of the Obama era.

Gen X vs. Baby Boomers and Millennials

The 20th Annual Transamerica Retirement Survey of Workers, published in 2020, compares Gen X, baby boomers, and millennials. Among its findings:﻿﻿

Gen Xers believe that they will have a much harder time achieving financial security than their parents (80%), compared to millennials (77%) and baby boomers (73%).

Across the three generations, Generation X is significantly more likely to be carrying credit card debt (52%), millennials are more likely to have student loans (26%), and boomers are more likely to be debt free (25%).

Gen X is the least likely to use a financial advisor (37%), compared to millennials (42%) and baby boomers (45%).

Gen X's Financial Situation

Over the next few decades there will be a major transfer of wealth-collectively, around $30 trillion-from baby boomers to younger generations including their Gen X children. And they're going to need it. ﻿﻿

Gen X accounts for just 16% of the nation's wealth, while baby boomers hold more than half (56%), an analysis of Federal Reserve data by economist Gray Kimbrough shows. In 2008, at a median age of 35, Gen Xers owned just 9% of the nation's wealth, less than half of what baby boomers had when they were 35.﻿﻿

Retirement Savings

Almost 60% of Gen X respondents to the Transamerica survey "strongly agree" or "somewhat agree" that they are creating a sizable enough nest egg. Gen X has an average of $64,000 in retirement savings. Not surprisingly baby boomers have the most, $144,000, and millennials the least, $23,000. Nine percent of Gen Xers have no retirement savings at all.﻿﻿

This falls far short of what the generations each expect they will need to retire. Gen X and baby boomers estimate that to feel financially secure they will need $500,000, and millennials $300,000. ﻿﻿

Effects of Market Timing on Gen X

On average, Gen X households began working, saving, and investing during a period of lower investment returns than the baby boomers. Many Gen X households began building their savings in periods of high market valuations, such as the technology bubble and dotcom bubble of the late-1990s and in the run-up to the global financial crisis of 2008. The effects of the ensuing bear markets still weigh heavily on their portfolios.

Only 44% of Gen X workers said they have fully recovered or were not impacted by the Great Recession, compared to 50% of baby boomers, according to the Transamerica survey.﻿﻿

Additionally, today's especially low-interest-rate environment has also had an adverse impact on their ability to increase financial assets. Meanwhile, the early experiences of Gen X investors with major market declines seem to have made them more risk averse.

Other Challenges Faced by Gen X

Gen Xers' relatively lower levels of wealth will make it difficult for them to maintain their parents' consumption patterns, rising costs of education, healthcare, and property. And then there's the sandwich syndrome-the fact that this generation has reached the age when they are supporting and educating children while also providing care for aging parents.

Gen Xers now have the highest average debt of any generation, according to research by LendingTree. They increased their average debt by about 10%, or $11,898, between 2016 and 2019 reaching $136,869. Mortgage debt accounted for the highest proportion (62%), followed by student debt (10.7%), car loans (13%), credit cards (8.6%), and personal loans (5.7%).﻿﻿

Reinventing Retirement for Gen X

The retirement landscape is different for Gen X than for their parents. Once common, pension plans in the private sector are rare and have been replaced by defined-contribution plans, such as a 401(k). And Gen Xers aren't counting on Social Security to fund their retirement either.

Baby boomers (37%) are much more likely to expect Social Security to be their primarysource of retirement income, compared with just 26% of Gen X, according to the Transamerica survey. In fact, 41% of Gen X "strongly agree" that Social Security might not be around when they retire, while 26% of baby boomers feel the same."﻿﻿

Transamerica found that, overall, workers across the three generations share financial and healthy aging-related reasons for working past age 65. But baby boomers are more likely than the other generations to do so because they want the income. Generation X will continue working as they can't afford to retire because they haven't saved enough. ﻿﻿

Financial Planning for Gen X

The potential for financial duress can be substantial, but steps can be taken to reduce stress, balance budgets, and mitigate the effects of unplanned life events. Here are some recommendations for Gen X to get their financial lives in order and deal with all layers of that generational sandwich: Children, parents, and themselves.

Make an Estate Plan

This is vitally important if you have dependent children and do not yet have a will or other necessary documents. You do not want the fate of your dependents or your belongings to be decided by a judge in probate court. So, now is the time to make an appointment with an estate planning attorney to get your will, living will, medical, and durable powers of attorney-and perhaps a living trust-created to ensure the smooth and quick transference of all of your dependents, possessions, and responsibilities to your heirs.

And because estate settlement can be an emotionally delicate process, doing this now can allow you and your family to think through how this should be done from a calm, logical perspective.

Get a Comprehensive Financial Plan

When you were in your 20s, managing your finances was a fairly simple matter of getting into good financial habits, such as saving and budgeting. Now you are at the point where your finances are probably a bit more complicated and one financial variable, such as the amount that you contribute to your company's 401(k) plan, can affect several other areas in ways that are becoming difficult to compute or predict with any accuracy.

This variable impact probably means that it is time to enlist a professional financial planner or financial advisor who can plug your cash flow, balance sheet, risk tolerance, investment objectives, time horizon, and tax bracket into a sophisticated financial-planning program. This can give you at least some idea of where you really are financially and what you need to do going forward to get where you want to be by retirement age. Just be prepared to see some unpleasant numbers at the end, numbers that may indicate that you will not be able to retire as soon as you hoped.

Manage Your Debt

If you are thinking about buying a house, it will probably be wise to look first at a 15-year fixed-rate mortgage. Interest rates may never be this low again, at least in a Gen Xer's lifetime, and a 15-year loan only charges a third as much interest as a 30-year mortgage. If your debt load has become unmanageable, find one of the legitimate debt-management firms that will help you get it under control.

Get a Head Start on College Planning

Although most experts warn parents about diverting retirement savings into their kids' college funds, this is the time to open a Coverdell Educational Savings Account or a 529 plan fund if none exists. Your kids can contribute to these funds as well as you, and money that you inherit from deceased parents or other relatives can also be college-funding sources. Opening an individual retirement account for them can be another good choice, as long as you're confident that they will not withdraw the contributions for other purposes.

Get a Financial Picture From Parents

Granted, conversations about money between parents and their children can be awkward. But if you have not spoken with your parents about the state of their health and finances, then it's probably time to get the ball rolling in this area. If your parents' health is failing and they have no estate plan in place, then it may be wise to fork over the cash yourself to pay to have this done if they consent.

Consult an elder law attorney for advice if you need help dealing with managed-care issues and choose a designated sibling to be the point person for dealing with these matters. A common mistake the children of aging parents make is the overestimation of Medicare, Medigap, and Medicaid coverage. Having an understanding of what needs to be paid for out-of-pocket can determine if purchasing long-term care insurance (if that's still feasible) and supplemental insurance policies may be beneficial.

Have Returning Children Contribute

The pressure of caring for aging parents can be multiplied by the expense of supporting grown children. Requiring offspring who return home after college to help with household expenses- including paying rent, buying groceries, or assisting with the elders' care-can relieve some of the pressure associated with supporting multiple generations. It can also provide children with some life lessons in financial and fiscal responsibility.

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Generation X, which is sometimes shortened to Gen X, is the name given to the generation of Americans born between the mid-1960s and the early-1980s. The exact years that comprise Gen X vary. Some researchers-demographers William Straus and Neil Howe, for example-place the exact birth years from 1961 to 1981, whereas Gallup places the birth years between 1965 and 1979.

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Graphs and results showing the differences between Baby Boomers and Gen X.
Race & Ethnicity by Generation, as well as particular views on subjects.

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Pew Research Center - U.S. Politics & Policy

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At the center of the Pew Research Center's mission is a commitment to measuring public attitudes on key issues and documenting differences in attitudes between demographic and political groups.

An individual's age is one of the most common predictors of differences in attitudes and behaviors. On issues ranging from foreign affairs to social policy, age differences in attitudes can be some of the widest and most illuminating. Age denotes two important characteristics about an individual: their place in the life cycle - whether a young adult, middle-aged parent or retiree - and their membership in a cohort of individuals who were born at a similar time. The nature of age as a variable allows researchers to employ an approach known as cohort analysis to track a group of people over the course of their lives.

Age cohorts give researchers a tool to analyze changes in views over time; they can provide a way to understand how different formative experiences interact with the life-cycle and aging process to shape people's view of the world. While younger and older adults may differ in their views at a given moment, age cohorts allow researchers to go further and examine how today's older adults felt about a given issue when they themselves were young, as well as to describe how the trajectory of views might differ across age cohorts.

Generations are one way to group age cohorts. A generation typically refers to groups of people born over a 15-20 year span, such as the Millennial generation, currently the youngest adult generation. Generational analysis is an important tool used by Pew Research Center and other researchers. This report aims to describe the basic approach of generational analysis at the Pew Research Center and some of the key insights it provides into understanding public attitudes and behaviors.

Defining Generations

The Pew Research Center's approach to generational analysis involves tracking the same groups of people on a range of issues, behaviors and characteristics. Setting the bounds of generations is a necessary step for this analysis. It is a process that may be informed by a range of factors including demographics, attitudes, historical events, popular culture, and prevailing consensus among researchers. As a result, the lines that define the generations are useful tools for analysis, but they should be thought of as guidelines, rather than hard-and-fast distinctions.

Each of the commonly-used current generations has been defined by a unique mix of factors.

The Baby Boom generation is an example of a generation that is largely delineated by demography. Its oldest members were part of the spike in fertility that began in 1946, right after the end of World War II. Its youngest members were born in 1964, shortly before a significant decline in fertility that occurred after the birth control pill first went on the market.

Other generations are less strictly defined by demography, though it plays an important role in designations including Generation X and Millennials - the two generations that followed the Baby Boomers.

Generation X describes people born from 1965 through 1980. The label overtook the first name affixed to this generation: the Baby Bust. In part, this generation is defined by the relatively low birth rates in these years compared with the Baby Boom generation that preceded them and the Millennial generation that followed them. The label for this generation was popularized by a 1991 book by Douglas Coupland titled, Generation X: Tales for an Accelerated Culture.

The bounds of the Millennial generation, sometimes characterized as the "echo boom," are also informed by demographics. This generation is largely made up of the children of the Baby Boom generation. The name for this cohort refers to those born after 1980 - the first generation to come of age in the new millennium. As this generation was first entering adulthood, some used the term Gen Y to refer to them, and its boundaries were slightly different. This is another example of how the names and spans of generations can change over time.

The Silent generation describes adults born from 1928 through 1945. Children of the Great Depression and World War II, their "Silent" label refers to their image as conformist and civic-minded. Time Magazine coined the term in a 1951 article describing the emerging generation of the time. The Silent label is not widely recognized by the public: fewer say they have heard of it than the labels for any other of the living generations. (See here for our report on generations and identity.)

The Greatest generation (those born before 1928) "saved the world" when it was young, in the memorable phrase of Ronald Reagan. This is the generation that fought and won World War II, and became the subject of a best-selling book by Tom Brokaw. Pew Research Center no longer reports current data on the Greatest generation because they now represent such a small share of the adult population (roughly 2%) that standard public opinion surveys do not yield large enough sample sizes for reporting.

An age cohort spanning 15-20 years will necessarily include a diverse assortment of people - and often there are meaningful smaller cohorts within these generations. Changes in political circumstances, societal mores and economic conditions over a period of 15-20 years can lead to people within a cohort having different formative experiences. Understanding these differences within a cohort is an essential component of generational analysis.

Life Cycle, Cohort, and Period Effects

The factors associated with generational differences can be complex and overlapping. Researchers often think about three separate effects that can produce differences in attitudes between age groups: life cycle effects (sometimes called age effects), period effects and cohort effects.

The first is the life cycle, or age, effect. When a life cycle effect is at play, differences between younger and older people are largely due to their respective positions in the life cycle. For example, young people are far less likely than older adults to vote and engage in politics. This may be because they are less informed about politics or feel they have less at stake in political or policy debates. As people age, they vote at higher rates and their level of political engagement rises. Millennials are less engaged in politics today than are older generations, but the same was true of Baby Boomers in their youth. Today, Boomers are among the most likely to vote and participate in politics.

The second process is a period effect. Period effects are seen when events and circumstances (for instance, wars, social movements, economic booms or busts, scientific or technological breakthroughs) as well as broader social forces (such as the growing visibility of gays and lesbians in society) simultaneously impact everyone, regardless of age. Period effects are typically thought to have lasting effects on an entire population.

An example of a period effect may be the impact of the events of the early to mid-1970s - the end of the Vietnam War and the Watergate affair - on views of government. This was a time in U.S. history that coincided with a sharp drop in public trust in government across generations. Overall trust in government has ebbed and flowed since the 1970s, but has never returned to levels seen before that period.

Another example of a lasting period effect is the shift in public views on the issue of terrorism and the priority given to homeland defense and combatting terrorism globally following the September 11, 2001 terrorist attacks. However, other shifts in opinion following 9/11 proved to be less enduring: expressions of patriotism and unity were short-lived as the country soon entered a fractious debate over the Iraq war and deep partisan divisions on political issues soon reemerged.

Finally, there is a cohort effect. Differences between generations can be the byproduct of the unique historical circumstances that members of an age cohort experience, particularly during a time when they are in the process of forming opinions. In some cases, this may be the result of a period effect an older generation experienced that subsequent generations did not (e.g., the younger generations of today did not experience the Vietnam War or other social movements of the 1960s and 1970s, because they were not yet born).

In other cases, a historical moment can have an outsize effect on members of one generation. This may be because it occurs during a key point in the life cycle, such as adolescence and young adulthood, when awareness of the wider world deepens and personal identities and value systems are being strongly shaped. The Great Depression and its aftermath had the effect of helping shape a cohort of Americans who were strong supporters of the Democratic Party for decades to come.

Understanding what drives generational differences strengthens our understanding of how public attitudes are being shaped. Is a shift in views broad-based, reflecting a fundamental change in how all generations view an issue? Or is the change concentrated among a particular generation, reflecting the composition and formative experiences of one group, but not the public more broadly? These are some of the questions that cohort analysis - through the use of generations - help researchers answer.

Examples of Generational Analysis: Same-Sex Marriage and Marijuana Legalization

Views on the issue of same-sex marriage are a good example of how researchers can use generations to understand shifting public attitudes.

The accompanying chart shows the percent that support allowing gays and lesbians to marry legally across generations from 2005 to 2015. Over this time period, support for same-sex marriage has grown from 36% to 55% among the public overall. (See this interactive for opinions of same-sex marriage over time.)

When it comes to same-sex marriage there have long been significant differences between older and younger people at individual points in time. Cohort analysis of these attitudes illustrates that these differences persist across the generations.

Millennials and Gen Xers came into the population more supportive of allowing gays and lesbians to marry legally than older generations, and those greater levels of support have persisted over time. As a result, some of the explanation for an overall shift in attitudes about same-sex marriage is attributable to a "generational replacement" as members of older, less supportive, generations pass away, they are "replaced" in the adult population by members of younger, more supportive, generations entering adulthood.

But at the same time, all generations - younger and older alike - have become more likely to support same-sex marriage over the past decade, suggesting a period effect separate from age or cohort.

Another example of how generational analysis can aid in understanding public opinion is the case of attitudes about marijuana.

In recent years, there has been a fundamental shift in attitudes toward legalization of marijuana. When Gallup first asked about this issue in 1969, just 12% of the public favored legalizing the use of marijuana, while 84% were opposed. In March of this year, 53% said the use of marijuana should be made legal, while 44% disagreed. However, the shift in attitudes over time has not been linear - support for marijuana legalization rose throughout the 1970s, fell in the 1980s, before steadily growing over the last quarter century.

The trend in opinion on legalizing marijuana highlights how overall societal mood or forces ( period) can shift attitudes, as well as how people may be differentially influenced by those forces at different ages ( cohort). In 1973, the Baby Boom generation was coming of age, with its adult members then between the ages of 18 and 27. At that time, 43% of Boomers favored legalizing the use of marijuana; by comparison, just 16% of those in the Silent Generation (who were then ages 28 to 45) favored legalization.

During the 1980s, the administrations of Presidents Ronald Reagan and George H.W. Bush took a hard-line approach to illicit drug use as concern over the dangers of marijuana rose. Between 1978 and 1990, support for the legal use of marijuana fell by 30 percentage points among Boomers (from 47% to 17%) and by 11 points among Silents (from 25% to 14%). Though one potential hypothesis is that these shifts were attributable to life-stage (that people might become less supportive of marijuana as they move into middle age) opinion among the youngest generation at that time, Gen X, suggests the importance of the period. Among Xers, whose oldest members were in their early to mid-20s in 1990, just 21% favored legalization at the time; they were far less supportive of legalization than Boomers had been at a comparable stage in their lives.

Since then, overall support for marijuana legalization has increased across all three of these generations. But the patterns are somewhat different for each. Among Boomers, support for marijuana legalization now surpasses levels from when they were young (50% today vs. 43% in 1973). But among Silents, support remains far lower compared to other generations: Their support for legal marijuana has been low since the question was first asked in 1969 (when they were then 24-41), and today just 29% say it should be legal. Among Gen Xers, who came of age in a period of little support for legalization, support has more than doubled since their youth (52% say its use should be legal today, compared to 21% in 1990).

Millennials (who were born in the 1980s and 1990s, and have come of age in a period when support for legalization was rising among their elders) are the most supportive of legalization: Since 2006, the share of Millennials favoring the legal use of marijuana has doubled, from 34% to 68%, reflecting a sharper rise in support than seen among Xers and Boomers.

While the generation lens is especially powerful for an issue such as marijuana legalization, meaningful generational patterns are not seen across all issues. Views on gun control, for example, are an area where there are only modest differences by generation, with larger opinion gaps seen across other variables, including gender, education and population density.

Key Differences Between the Generations

There are fundamental differences across generations, from their racial and ethnic composition, to how quickly they reach certain milestones such as marriage, to their political and ideological orientations.

Some are enduring differences that will shape the generations over the course of their lifetimes. Others are largely a function of age or life-stage.

One example of an enduring difference across the current generations is their racial and ethnic composition. Millennials are the most diverse adult generation: 57% are non-Hispanic whites, while 21% are Hispanic, 13% are black and 6% are Asian. Each older generation is less diverse. Non-Hispanic whites make up 61% of Generation X, 72% of Baby Boomers and 78% of the Silent generation.

The current demographic composition of the country guarantees that the next generation will be even more diverse than Millennials. The unique demographic profiles of the generations are unlikely to change a great deal over time and often underlie opinion dynamics on issues.

In addition to their racial and ethnic composition, the generations also differ in life-shaping behaviors, such as marriage - behaviors that are not cast by the composition of a cohort but are informed by values and economic circumstances.

In 2014, just 28% of Millennials were married. This makes them remarkably different than members of the Silent Generation at the same stage in their lives: fully 64% of Silents were married when members of their generation were between the ages of 18 and 33. About half (49%) of Baby Boomers and 38% of Gen Xers were married when their generation was ages 18 to 33. Generational analysis allows for these comparative snapshots, but it also lets researchers track what happens as these cohorts age.

For example, just 38% of Generation X were married when they were ages 18 to 33, but many of those who weren't married at that age did not reject the institution of marriage altogether. Instead, a large share of Gen Xers have married later in life than previous generations. As of 2014, fully 81% of Generation X (then ages 34-49) had ever been married, resulting in a narrowing of the gap between Xers and the two older generations - Baby Boomers (90%) and Silents (96%) - in the percent who at that point had ever been married.

Marriage rates among Millennials are at an even lower starting point than for Gen X. However, marriage rates will continue to rise among Millennials as they age. The exact trajectory of marriage rates among Millennials is unclear, however. A recent Pew Research Center analysis projects that by the time they reach middle age, as many as 25% of Millennials will have never married - an all-time high.

The pattern of religious identity is another fundamental difference between the generations. Older generations identify overwhelmingly as Christian. For example, 85% of the Silent generation identify as a member of a Christian denomination, while just 11% say they are religiously unaffiliated (defined as atheist, agnostic or "nothing in particular"). By contrast, smaller majorities of Millennials (56%) and Gen Xers (70%) identify as Christian, while as many as 35% of Millennials and 23% of Gen Xers do not identify with any organized religion.

Over the past seven years, the share of the U.S. population that does not identify with an organized religion has grown since 2007. Much of this change has occurred due to generational replacement; the youngest adults who are aging into the population are more likely to be religiously unaffiliated than the oldest adults they are replacing.

While marriage rates are expected to rise among younger generations as they move through the life cycle, there is no indication that younger cohorts will become more religiously affiliated as they age. In fact, Pew Research Center's 2015 Religious Landscape report found that the share of those who do not identify with a religion had grown across generations. Between 2007 and 2014, for example, the share of older Millennials (born 1981-1989) who do not identify with a religion rose nine percentage points, from 25% to 34%. Among Gen Xers, there was a four-point rise in the share who do not identify with a religion (19% in 2007 to 23% in 2014).

Partisan Affiliation and Ideology

Overall, the share of political independents in the public has been rising in recent years, and in 2014 reached 39%, the highest percentage in more than 75 years of polling.

An analysis of long term trends in party identification, released in April, found that Millennials are more likely than older cohorts to identify as independents. Nearly half of Millennials (48%) identify as independents, compared with 40% of Gen Xers and smaller shares of Boomers (35%) and Silents (29%).

When the partisan leanings of independents are taken into account, Millennials are the most Democratic generation, while Silents are the most Republican.

The political climate of early adulthood may continue to influence the political tilt of a generation throughout its life span, as noted in a 2011 Pew Research Center report on generations. For example, members of the Greatest Generation, who came of age during the Great Depression and the Franklin Roosevelt administration, carried strong Democratic tendencies throughout their adulthood.

Yet the differences in partisan affiliation across generations tell only part of the story; there also is considerable variance within generations. And, with sufficient data, cohort analysis can be used to investigate within-generation differences by examining smaller age spans.

The accompanying graph showing partisan leanings in 2014 for adults based on the year they were born is an example of this. The line shows the percentage identifying or leaning Democratic minus the percentage identifying or leaning Republican. The further left the line on the graph, the larger the Democratic advantage for that year; the further right, the larger the Republican advantage.

Older Baby Boomers have consistently had a more Democratic imprint than younger Boomers. Older Boomers were born in the late 1940s and early 1950s and came of voting age in the late 1960s and early 1970s, during Richard Nixon's presidency. Younger Boomers were born later (in the mid-to-late 1950s and early 1960s) and largely came of age in the 1970s and early 1980s, during the presidencies of Jimmy Carter and Ronald Reagan.

Older Gen Xers are more Republican (and less Democratic) than younger Gen Xers, whose strong Democratic leanings more closely resemble those of older Millennials.

As with partisan affiliation, there are substantial differences in the ideological leanings of generations. Based on data from the Pew Research Center's 2014 Political Polarization survey, Millennials are currently the least conservative generation.

Across a set of 10 political values questions on issues such as the role of government, the environment and business, just 15% of Millennials express either consistently or mostly conservative views compared with 44% who have a mix of liberal and conservative views and fully 41% who express consistently or mostly liberal views. By comparison, more Gen Xers (25%), Baby Boomers (33%) and Silents (39%) express consistently or mostly conservative views across this set of 10 questions.

The Post-Millennial Generation

Given all that we know about generations how do we identify where to draw the line between the Millennial generation and the next generation? Today's youngest adults are Millennials, but the 16-year span of Millennial birth years (1981-1997) is already about as wide a range as those of the other living generations. And Millennials are projected to surpass Baby Boomers in 2015 as the nation's largest living generation, according to a Pew Research Center analysis of Census Bureau data. So it seems likely that in the near future the youngest adults will be members of a post-Millennial generation.

Historical and demographic markers will factor into determining the dividing line between Millennials and post-Millennials. But it is unlikely that any single indicator or an 'aha' moment will mark the end of the Millennial generation, absent some unexpected event. More likely is that an end-point definition will emerge over time as debate among researchers and usage in popular culture forms a working definition. As with Generation X and its original "Baby Bust" label, there may be different names attached to the post-Millennial generation before one eventually sticks.

Regardless of where and when the line is drawn to end the Millennial generation, it will take several years before enough post-Millennials have reached adulthood to allow for meaningful statements about the next adult generation. One thing is clear: the next generation, today's children and teens, will likely be shaped by very different influences and forces than the generations that preceded it.

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The Whys and Hows of Generations Research

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At the center of the Pew Research Center's mission is a commitment to measuring public attitudes on key issues and documenting differences in attitudes between demographic and political groups. An individual's age is one of the most common predictors of differences in attitudes and behaviors.

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Graphs which show how Generation X, have more internet knowledge compared to Baby Boomers. Research also which proves this Generation use emails predominantly.

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As marketers, we know it's hard to acquire customers. We get their attention with content marketing and nurture them through cycles of emails, hoping that they'll bite and commit to our product. It's even harder when you're trying to market a product to so many different demographics-a 50-something who is unfamiliar with digital marketing is going to react very differently to a Facebook ad than a 20-something who is well-versed in digital marketing tactics.

As a millennial, I know when brands are targeting me online -I see your cute branding and slightly-sarcastic lingo!

But how can brands make sure they are targeting all the demographics effectively? Which generations respond best to telephone calls, who is most likely to shop in-store, or get hooked because your product is eco-friendly?

Don't worry. I've done my research.

In this post we'll examine the best online marketing strategies for targeting three key generational demographics. But first, a quick definition.
Short on time? Get our (free!) All-Star Playbook to Online Advertising, to read later.
What Is Generational Marketing?

Generational marketing is a marketing approach that uses generational segmentation in marketing communication. According to Wikipedia, a generation is defined as "a cohort of people born within a similar span of time (15 years at the upper end) who share a comparable age and life stage and who were shaped by a particular span of time (events, trends and developments)."

Now, on to the generational marketing strategies.

Looking for Gen Z? We've got you covered with these Gen Z characteristics and stats and these Gen Z marketing strategies.

Marketing to Baby Boomers

Who are Baby Boomers?

The group who still leaves and listens to voicemails. Baby Boomers were born between 1946 and 1964 and grew up during the American-dream, white-picket-fence era of post WWII. As their younger counterparts have taught boomers how to use technology, this generation is slowly embracing it. According to Pew Research, by 2014, 65% of adults aged 50-64 used social networking sites, with the vast majority engaging with Facebook to revive "dormant" relationships.

The Boomers are the most likely to misunderstand Facebook remarketing ads clogging up their Newsfeeds but still be receptive to direct marketing/sales tactics; they like to talk to real people. Boomers have the highest value as consumers in the market today! They spend the most money on each shopping trip, and as they are hitting retirement, they are more likely to splurge on items that aren't on the grocery list. Surprisingly, this generation even spends the most on technology-everything from premium cable to the latest smartphone.

5 Tips for Marketing to Baby Boomers

1. Take Advantage of Brand Loyalty

My aunts and uncles fall into the Boomer generation, and if I have learned anything from watching their shopping habit it is loyalty. When my uncle heard a rumor that his favorite deodorant (Old Spice Original) was changing their formula, he went out and bought enough to last him the rest of his life. Same thing happens when my aunts discover their favorite wines, they will buy every bottle Trader Joes has as if it's Apocalypse Now. If you can prove that your product is great quality and will be necessary for an indefinite amount of time, you should be able to acquire some Boomers as customers.

2. Go for the Up-Sell

A great way to capitalize on the extra cash Baby Boomers are dishing out is to utilize up-sells. In particular, this generation is a fan of entertainment, wine, and buy the most prescription medicine (I'm not kidding!). They tend to like knowing the value of a service-how it will make their lives easier-without feeling pushed. What better way to not be pushy than to ask if they'd like to add $10 per month for an extra 100GB of storage? According to Pro salesman Jeffery Gitomer, upselling can also help build better relationships with your customers; it's also much easier to upsell than to generate a net-new sale!

3. Tie in Cash-Back

Cash back can be a bit of a commitment for someone who isn't trying to spend a ton of money to earn it. Fortunately, Boomers are used to spending enough at certain places (commitment!) that cash-back programs have a good appeal. A great and obvious example of this is credit cards! 48% of baby Boomers already rely on credit cards, and would prefer to spend more as opposed to leaving money on the table. Most of the Boomers are I know are big fans of American Express because of the points they can generate through big purchases-which can then fund a vacation or buy a nutribullet for their niece...

4. If It Ain't Broke, Don't Fix It

This generation is the most susceptible to traditional marketing and sales tactics. Boomers tend to want to talk to a real person before they make a purchase-but don't call during dinner! Marketing tactics seen as intrusive on their personal lives are not welcomed, but traditional television and newspaper ads are okay! Because most Boomers reportedly use social media to keep up with long-lost friends, they are most likely going to report your Facebook Ad as spam.

They are also the least likely to read that long-form blog post; Baby Boomers report that the articles they like the most are only 300 words.

It may seem obvious, but Boomers are also the least likely to make a purchase on their smartphones-but this is a good chance to reevaluate your mobile checkout. Could your grandmother get through it seamlessly?

5. Plot Twist: Skip the Discounts

Baby Boomers are entering retirement or have been enjoying retirement for a few years already-something they've worked tireless to achieve. According to the AARP, US adults over 50 spend $3.2 trillion annually and have accumulated $15 trillion in financial assets; which is greater than the total GDP of countries such as Italy, Russia, the UK and France!

The over-50 crowd accounts for 50% of all consumer expenditures, but we marketers are only spending 10% of our budgets on them. There is a huge opportunity to grab those extra dollars that Boomers are dishing out! Try marketing full-price or "top-shelf" products to them. No one wants to be drinking $7 wine in their 60's, or buying used furniture on Craigslist for the house they just downsized to after their last 25-year-old moved out. Boomers are more likely going to be okay with splurging on themselves in retirement.

Marketing to Generation X

Who are Generation Xers?

The neglected middle child. Gen X is the smallest generation, born between 1965 and 1980 and often referred to as the bridge between Millennials and Baby Boomers. Gen Xers are now juggling child care, homeownership, and reaching the peak of their careers. Think of the 40-year-old who went to high school in the 80's and hated the first Bush era, and is now working in green energy and has little kids to contend with. This generation remembers how video killed the radio star and are more pessimistic about having enough money to retire.

Gen Xers are busy! They're dealing with children, paying mortgages and tuition, and working a LOT. Turns out, they're also on online-more than 80% of this generation reports that they are on Facebook, MySpace (what?!) and Twitter. They are more on par with technology adoption and use with millennials, and are more likely to be politically loyal throughout their lives than either of the other generations. Gen Xers claim to be the most dedicated to lists while shopping, but also fessed up to making the most unplanned purchases on their shopping excursions. This generation is our true hybrid when it comes to marketing. They grew up without the online shopping experience, so they still enjoy a trip in-store, but have fully embraced online shopping as well.

5 Tips for Marketing to Generation X

1. Everyone Loves Coupons

Gen Xers were just gaining momentum in the workforce when Great Recession hit. They don't think they can rely on Social Security after retirement. Gen Xers are saving up for college, home ownership, starting a business, and retirement-which leads me to...COUPONS. Personally, I think Blue Apron and Plated do a great job with this, while offering a product that would make Gen Xers' lives easier.

Though email marketing seems to be old news, it is still the best way to communicate with Generation X. This generation is already plugged into Outlook constantly for work and updates from family, it's natural that they would react positively to retail emails. Not to mention they are checking email at work, at home, on tablets and iPhones and desktops.

2. Be a Goody-Two-Shoes

As Erin mentioned in her post about marketing to millennials, do-good brands have seen an upsurge-organic, ethically produced products are in high demand. The same can be said for marketing to Generation X. This generation is less prone to moving in the waves of trends, and is more likely to buy a service or product that somehow benefits society or the environment. Toms is a good example of this-though not the most attractive type of shoe, their simple message of "one for one" bolstered this brand to success. A good way to push this branding is through Pinterest and Facebook!

3. Lifestyle Nurture Programs

Because Generation Xers are using social media so much, we marketers have a lot to draw on. Thanks to Facebook's insane amount of targeting options, we can send ads to new moms, for anniversaries, birthdays, and more. Some companies, like Petco, offer to send disposable items to your house at regular intervals with is a great way to never forget to stock up on kitty litter or dog food. Babies R Us and Toys R Us have a great email program that will send pregnant moms updates month-to-month, and then after birth with age-appropriate toys. This is a great way to establish and build customer loyalty -you know what's going on!-and make their busy lives a bit easier.

4. Give Gen Xer's a Break

Though this generation are self-professed savers, they're not saving it all for college tuition! About two-thirds of Gen Xers with a household income of $250,000 or more and half Gen Xers with incomes of less $250,000 plan on taking a vacation in the next 12 months. This is a big opportunity across the board! Even if vacations aren't directly related to your service or product, consider running a sweepstakes. Advertise how you can help while they are away-security companies, looking at you-or goods that they could use on vacation. It's likely that this generation isn't buying a vacation for one or two, but instead a family-friendly affair. Which means a lot of planning and money goes into it, use your marketing to win them over and they may use your service for years.

5. Plot Twist: Try Direct Mail

You may not expect what seems to be an outdated form of marketing to work with this generation. But, according to a study from InnoMedia, NuStats, and Vertis, 86% of this generation brings in the mail every day and 68% have used coupons they received in the mail. They are more likely to be receiving paper bills as opposed to electronic, and send birthday cards through USPS instead of email. The days of receiving Chinese take-out menus and newspapers of coupons in your mail box are not over!

Marketing to Millennials

Who Are Millennials?

The generation that is slowly taking over the workforce and out-numbering Baby Boomers, Millennials were born between 1981 and 1999 and came of age during the early 2000's. This generation is most widely talked to and about on social media and in pop culture- our blog is no exception! Millennials began entering the workforce as the economy crashed, and as a result, are the largest generation of entrepreneurs. They are notoriously soft-hearted and soft-shelled, valuing social issues far ahead of economics. According to the Brookings Institute, 64% of millennials would rather make $40,000 a year at a job they love than $100,000 a year at a job they think is boring.

That said, Millennials are an economic force! With $200B in annual buying power, smart marketers are turning to new channels to hook this generation. They are the least frequent in-store shoppers-which I totally understand, I just went grocery shopping for the first time in a month-but tend to spend large amounts when they do shop. This generation is the most responsive to online shopping opportunities, recommendations from friends and family, and are motivated by shopping ease. Millennials are reshaping the way that goods and services are being marketed by staying unresponsive to traditional marketing tactics. This generation decides where to eat based on Instagram pictures, chooses hair stylists from Facebook and has their groceries delivered to their door.

1. Focus on Innovation

Millennials love the next big thing. As comedies poke fun at trendy coffee shops and restaurants that are becoming popular through social media, Millennials are making the business owners a lot of money! Look at Apple-after Steve Jobs dramatically changed the way a traditional computer looked and felt, the Mac blew up. Even now, Millennials are 21.7% more likely to own a Mac computer and this the is the same generation that is infatuated with each new iPhone release. Think about the way the internet freaked out when Instagram copied Snapchat's approach of expiring, temporary shares? Or the popularity of online dating apps and photography drones. Marketing to Millennials should take an approach that shows a new perspective on a common problem or task.

2. Use Reviews!

Millennials are reshaping the way that goods and services are being marketed by staying unresponsive to traditional marketing tactics. This generation decides where to eat based on Instagram pictures, chooses hair stylists from Facebook and has their groceries delivered to their door based on a recommendation from a friend. Millennials like to talk and plan with their friends-68% report that they won't make a major decision until they have discussed it with people they trust-everything from what neighborhood to live in and how to find it, to where to go on a first date or start a business. Yelp has become a huge source of information for businesses and customers alike, as well as TripAdvisor and Rotten Tomatoes. A great way to market to this generation indirectly is to make sure your online reviews and customer experiences are up to par!

3. Connect with Millennials through Social Media Incentives

To try and harness the power of a millennial on social media, add incentives to your marketing plan. According to Yahoo, 63% of millennials would be more likely to "check-in" to a business on social channels if it meant they'd receive a coupon or discount; 20% off is enough of an incentive to prompt 50% of respondents to visit a retail location. That's huge! Another way is to add a gateway to an opportunity-yes, you can have the rest of this experience after sharing with 5 of your friends on Facebook or Twitter. Not only does this generate talk about your brand or product online, it can be a great opportunity to get sales leads for your business.

4. Utilize Rewards or Loyalty Programs

If it weren't for the tragic e. Coli scandal at Chipotle, their new loyalty program would have been the biggest news of the summer. Chipotle checks all the boxes for millennials; ethically farmed meats and veggies, vegetarian options, customizable but fast food with great advertising campaigns. According to the Harris Poll, 77% of millennials already do or are willing to participate in rewards and loyalty programs and 73% of smartphone users are interested in using their mobile devices to interact with brands' loyalty programs. . Among the stores already doing this and seeing success are Starbucks, Fro-yo places like Red Mango, and Boloco!

5. Plot Twist: Try Radio Commercials

Though radio advertising may seem like an old-school marketing trick, maybe video really didn't kill the radio star; it certainly didn't kill the podcast star. 93% of millennials report listening to the radio for a total of around 11 hours per week. In fact, more millennials listen to the radio than Gen Xers or Baby Boomers, and podcasts are becoming just as popular as Netflix shows (Serial, anyone?). If I ever find myself needing to create a website, it's very likely I'll choose Square Space as my platform of choice. Why? Because they sponsor my favorite podcast, Stuff You Should Know. Though I don't listen to the radio anymore since my commute has changed, I could tell you the place I'd get laser hair removal in Philadelphia and which bars had the best deals for Eagle's games. Even better, paying for an ad spot on the radio or podcasts helps out the show, and long live NPR!

Talkin' about my generation...

It is important to keep in mind that each generation is comprised of unique personalities, not all people will respond the same way. Don't throw your other demographic targeting and segmentation strategies out the window! Hopefully these marketing tips will help hook your target generation.

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Generational Marketing: How to Target Millennials, Gen X, & Boomers

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We've done the research! In this post we examine the best online marketing strategies for targeting three key generational demographics.

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Generation X generally are at the peak of there financial career. However, they have millennial-aged children to provide for and baby-boomer parents, which influence there spending habits.

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GEN X CHARACTERISTICS

Generation X is a hugely profitable demographic that some businesses are largely ignoring. Sparks and Honey examined the characteristics of these 35-50-year old consumers in an attempt to understand their value as customers and how best to target them. Not only did almost a third of the Gen Xers surveyed say they have to help their aging parents with daily living tasks, 32% indicated that they still have Millennial-aged children living at home. What's more, 27% said they are the primary means of financial support for at least one millennial child.

So, not only does Generation X face its own financial burdens but it also faces those of its family as well. The positive point is that Gen Xers are currently at the peak of their earning power. This allows them to cover financial needs and gives them more spending power for themselves and others. Thus, it is important for brands to take note of the influence that Generation X has over the spending habits of their Baby Boomer parents and Millennial and Generation Z children.

Gen Xers are more digital-savvy than Baby Boomers but, as the only generation to have been adults both prior to and after the digital revolution, they also retain some pre-Internet habits. This puts them in a unique position as consumers. They can still be reached via traditional media marketing channels such as newspapers, radio, and television. They can also be effectively marketed to on digital channels. Nearly all Gen Xers are Internet users and large majorities are users of smartphones and social media platforms.

The adaptability of Generation X in multiple worlds of marketing makes them a relatively easy audience to target. They will connect with almost any type of advertising, both digital and traditional. As an added bonus, their connection to other generations means that any message targeting Generation X is very likely to influence to other generations as well.

STATISTICS TO HELP BRANDS MARKET TO GEN X

As we mentioned, Gen Xers have significant purchasing power. Their income is not only higher than the national average but also higher than the averages for other generations, accounting for 31 percent of the total U.S. income. Here are some other statistics to help you better understand how to market to this generation and which channels you might use to best reach them:
Internet Research
Regardless of Gen Xers' affinity for traditional means of marketing such as television and research, 72% of them use the Internet to research businesses. This habit means it is imperative that your brand maintains a strong online presence. From your website to your brand's presence in online directories to consumer reviews, make sure your organization looks professional and you offer a high level of user experience.

Claim your business listings on Google, Bing, Yelp, and other search engines and popular online directories. Ensure that your brand information is consistent across all of these platforms and matches the information on your website. Optimize your website for mobile usage, local search, and voice search.
Mobile Device Usage
85% of Gen Xers own a smartphone and 64% own a tablet. This generation spends over 100 minutes per day on some sort of mobile device whether they are checking Facebook, watching YouTube videos, or performing research of some sort. One of the best tips for marketing to Generation X is to make sure your website is optimized for mobile.

Many website platforms such as Squarespace, offer fully responsive websites and you don't have to give a second thought to how your site will appear on a mobile device. If you don't have a responsive site, you can take steps to ensure a positive mobile experience. For more information, see our article:
What You Need to Know About the Mobile Version of Your Website Social Media
Gen X Is quite active on social media platforms with almost 80% indicating daily usage. Facebook is the social hub of choice for this generation making it an effective platform to use to market to them. As you work on targeting this age group with your Facebook ads, remember the critical nature of a Gen Xer. Be sure your brand profile is complete with a description, contact information, and hours of operation if that is relevant, and that all information is correct and kept up to date.

Include a persuasive call to action and be sure the link to your brand website is clearly available. Post regularly and be sure to stay on top of comments and questions that come in from Facebook users. Engage with your Gen X followers to help build brand loyalty and drive traffic to your website.
Brand Loyalty
We mentioned brand loyalty just above because Generation X, of all the generations, tends to have the highest brand loyalty. Given that, on average, return customers generate 40% of store revenue, fostering your relationship with Gen X customers is time and effort well spent. Providing excellent service time and again is key to solidifying a positive brand memory in your customers' collective minds. 68 % of people are willing to spend more on businesses with good service. And be sure to reward customer loyalty in some way. Establish a program that offers a discount after a certain level of purchasing and include email communications that thank consumers for their business.
Feeling Left Out and Overlooked
54% of Generation Xers feel they are overlooked by brands and marketers. Understanding the goals and interests of this group of brand loyalists can help you advantage their significant purchasing power. Tailor messages that speak directly to the pain points of the generation. Target their work hard, play hard mentality. Leverage their desire for a work/life balance and acknowledge that this is a technologically adept group of people that are independent, resourceful, and self-sufficient.

DOS AND DON'TS WHEN MARKETING TO GENERATION X

Like all generations, Gen X is influenced by major events that have occurred during their lifetime. A definite influence is that the consumers in Gen X bridge the pre- and post-digital worlds. So how do you market to this powerful group of decision makers and how do you accomplish that without insulting or frustrating them?
DON'T Skimp on the Details
Gen Xers want information and, more so than other generations, context. They are comfortable writing online reviews and also seek them out before making a purchasing decision. Straddling the line between digital and traditional media, Gen Xers look both online and offline for available resources. Give this brand loyal generation plenty of information to keep their perception of your customer service high and to encourage repeat business.
DO Be Concise and Direct
We realize some may feel this statement contrasts the one above but one must remember that Generation X consumers grew up in the angst-filled 90s. As a group, they have an excellent ability to sniff out insincerity and manipulation. Provide the information they need to make a purchasing decision, but be authentic and stick to the facts. Gen Xers want to understand the value your products or services will provide and whether or not they are making a solid investment.
DON'T be Generic
According to Nielsen insights, that both men and women of Generation X are drawn to TV Advertisements that showcase everyday life and real-world situations. They also state that Gen X women specifically enjoy sentimental ads with a family life focus. How does that translate to marketing? Keep it personal with creating messaging that reflects real-world possibilities. Use story-telling techniques to communicate how your products or services will improve their lives or the lives of their family members.
DO Utilize Social Media Channels
While many first think of Millennials when the topic of social media comes up, Gen Xers are just as likely to use social media platforms to engage with brands. Over half of this group follow brands just for the deals and promotions available through various social platforms. On average, this generation spends more time on mobile devices using Facebook than Millennials. In addition, Gen Xers are 75% more likely to talk about tech news and products/apps than Millennials when using social media. So, if social media isn't part of your Gen X marketing strategy, it needs to be.
DON'T Ignore Video
It has long been understood that video content is more engaging than text-based content or even stagnate images. Just like Millennials and Gen Z, Gen Xers are shifting their viewing from traditional television to digital video. eMarketer predicts that over 52 million US Gen Xers will view digital video at least one time a month in 2019. Brands can integrate video to show consumers interacting with their products or services, to launch new products, or to show behind the scenes action.
DO Send Them to a Modern, Responsive Website
Gen Xers are second only to Gen Z regarding their predilection to browsing the web. If you provide a link to your website, and you should, make sure you are sending these tech-savvy consumers to an incredibly modern and responsive site. Generation X has shown it is more than willing to make online purchases but is also willing to stop shopping a brand that offers a slow or outdated website.

The team at Strategy Driven Marketing understands the importance of meeting segments of your target audience on the platforms they love, speaking directly to them, and helping them understand how your products or services will meet their challenges and fulfill their needs. Whether you want to talk social media marketing strategy, need assistance with content creation, social analytics, or whatever your needs may be, SDM can help. Contact us today to get started!

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Why You Should Market to Generation X and Some Tips for Success - Strategy Driven Marketing

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Generation X is a hugely profitable demographic that some businesses are largely ignoring. Sparks and Honey examined the characteristics of these 35-50-year old consumers in an attempt to understand their value as customers and how best to target them.

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Statistics on online usage. Also describes how to present for that audience with larger font sizes and easy navigation.

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Ask yourself the following questions:

Does my business target customers or clients who are over 50 years old?

Am I marketing to this target audience online?

If the answer to the second question is no, then ask yourself why not?

Companies marketing to a senior demographic have traditionally put most of their time and money into offline media. There is a long-standing belief that people over 50 are either not on the internet at all or are only going onto sites such as AARP.org or WebMD.com. The fact of the matter is that seniors control 70% of America's disposable income and they are far more web savvy than most people believe. Recent Studies show that in 2014, 70% of the 50-65 age bracket use the internet, while 38% of those over 65 years old go online. Of the "wired" seniors:

94% use the internet for e-mail

77% shop online

71% are looking for health information

70% use the internet to read news

The rate of senior Americans adopting social media is steadily increasing. For the first time, more than half of all online adults 65 and older (56%) use social media, Facebook in particular, according to Pew Research Center's Social Media Update for 2014. This represents 31% of all seniors in the US. While these numbers may pale in comparison with the 18-29 (86%) and 30-49 (61%) groups, it should be noted that as of November 2008 (a short time ago) only 16% of the 50-64-year-old group and 4% of the 65+ group were using Facebook.

What does this mean for your online marketing strategy?

Simply put, if you are not already marketing to seniors online, then you should immediately hop on the bandwagon.

Advertising

Many companies whose clientele are heavily weighted to the senior market are already marketing and advertising online. According to Quantcast, 62% of the visitors to Sears.com are over 50. In an effort to attract more seniors, Sears advertises on a number of "senior friendly" sites, including Senior.com (see below). Another example of senior-targeted advertising is Bayer Pharmaceutical, which chose the PGATour.com site to advertise the erectile dysfunction drug Levitra. According to a Scarborough Research report, 68% of men's golf fans are over 45 and men's golf fans are 33% more likely to be over 65 than the general population.

Once you've successfully driven "senior traffic" to your site

If you expect a significant portion of your potential clients or customers to be seniors, then it is important to understand that the senior audience presents specific challenges in terms of design and messaging. Suggestions for making your website "senior friendly" include:

Make sure your font size is large enough for easy reading. Laptops and most monitors are relatively small, making reading difficult for many seniors. I suggest a minimum of 12 point.

Keep the navigation as simple as possible.

Age appropriate photos and graphics. If you are trying to get an older audience to buy, then make them feel comfortable and welcome on your site.

Understand the market. Marketing to seniors is a sub-specialty. Most internet marketers tend to be younger and don't quite understand the senior market. It makes sense to add at least one person to your marketing team that has experience working with senior consumers.

Create landing pages specifically targeted to the senior audience. If your online advertising is geared to attract a senior audience, then it makes sense to create a landing page or alternate home page specifically geared to that audience.

The Millennials

Conversely, there are the Millennials. The Millennials are the generation coming to power who will soon transform the market. The millennial generation is the largest in US history. As they reach their prime spending years, their impact on the economy is going to be huge. Also known as Generation Y, the generation born between the early 1980's and the early 2000's is already considered a primary or secondary audience for nearly three-fourths of all marketing campaigns in the United States. The 80 million or so Americans considered Millennials are digital natives who came of age alongside the Internet, which has had a huge impact on how they interact with brands and make purchase decisions. Millennials will soon dominate the market. According to a recent study from Digitas, Millennials are about to take a sharp swing upward in the luxury brand space. That is because a nice chunk of Millennials are on the doorstep of affluence, with an increasing number expected to earn $200,000 or higher in the next 10 years - making them a massive target for luxury consumer marketers. Another study suggests those that already qualify as wealthy are 17 percent more likely than their older (35+) counterparts to make a luxury purchase. Furthermore, while they were practically raised on brands, Millennials have an innate distrust of marketing. Still, this latest batch of twenty-somethings demand personalization, mobility and have an overriding need to be recognized as individuals. It may be a lot to ask if you're tasked with improving a company's online marketing ROI, but soon they will be in charge. You better start getting to know who they are and how to reach them. Here are a few more hints: They are well-educated, and have also been well-praised by a generation of doting parents, which has led to negative stereotypes regarding their sense of entitlement. So they are hard to please yet at the same time demand to be pleased. They've been exposed to interactive messaging from an early age and are adept at tuning out what is not relevant to them. However, they aren't unreachable. Below are a few key steps luxury brands should take to make sure they're reaching Millennials: 1. Start now. There's already a small contingency of Millennials coming into a modicum of wealth, and studies predict that more will join their ranks over the next 10 years. A universal truth about luxury brands is that consumers feel loyal to them. Start building that loyalty online now so that Generation Y will already be attached to your brand once they can afford to buy it. 2. Engage online. It's no secret that the Millennial generation is active online. They're not your core audience yet, so don't drop your core marketing tactics, but this is where the next generation of buyers is most active right now. You should have a strong presence online (especially in social media) and use this time to start listening. Find out what they like and dislike about your brand and start gathering insights on how you can strengthen your brand in their eyes. 3. Be genuine. Generation Y believes they can see through phony marketing messages and have developed a love/hate relationship with certain over-the-top branding. Rather than using loud and overly promotional online messaging, identify what they like about a brand and develop a story around it that they will be excited to follow. 4. Leverage peer recommendations. With social media becoming an increasingly important part of Millennials' daily routines, it's important to keep peer recommendations in mind. This generation has 24/7 access to their social circles and it's highly unlikely that they'll make a major luxury purchase decision without consulting their friends and, or family first. 5. Focus on experience. Hard selling is considerably less effective than creating a memorable brand experience. Static messages don't register, so figure out how to get Generation Y to interact with your brand. It could be online in the form of a game or a microsite, or maybe it's a live event or sponsorship. There's an excellent example of how LVMH moved from hard selling to creating an enjoyable online experience in this NY Times article. 6. Show value. With the proliferation of online product reviews and peer recommendations, it's becoming more important than ever to highlight the value and quality of your product. Millennials do extensive research before buying a luxury product, so make sure your positioning is very clear on the reasons your product is the best. 7. Offer exceptional customer service. Generation Y is hyper-connected and they expect their brands to be as well. Make sure you're available on multiple communication channels to answer any questions they might have, without being pushy or trying to upsell. Upsell is seemingly less necessary with Millennials than with past generations because they are exceptionally loyal. According to a report by Edelman Digital, 70 percent will keep coming back to a product or service they like. 8. Do good. One of the best ways to start resonating with Generation Y now is to engage in social good. They grew up with volunteering as a major part of their high school and college requirements and consequently, being socially conscious has become a part of their core belief system. Show that your brand cares about humanity and the environment and you'll start to build a positive image in the eyes of Millennials.

In Conclusion

Whether you are marketing to senior citizens or Millennials, there are set rules that must be followed in order to attract either niche. It is vital for the success of a business to understand and target their main consumer. In order to do so, a business must fully understand the demographic at hand.

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How to Find and Reach Your "Older" Target Audience Online | Blue Fountain Media

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Companies marketing to a senior demographic have traditionally put most of their energy and money into traditional media. There is a long-standing belief that people over 50 are either not on the internet at all or are only going onto sites like AARP.com or WebMD.com.

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Our next publication will be the preliminary full year results scheduled for 1 April 2021

Our full financial calendar can be found by clicking here. If you would like to be notified when a new report/presentation is added to this site, please register with our Alert Service.

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Our next publication will be the preliminary full year results scheduled for 1 April 2021 Our full financial calendar can be found by clicking here. If you would like to be notified when a new report/presentation is added to this site, please register with our Alert Service.

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The difference between each generations habits and why Gen X prefer practicality and proof of performance.

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How Each Generation Shops in 2020 - Salesfloor

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Shopping habits of different generations.

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Characteristics of Generation X Professionals

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Since multiple generations are integrated into the workforce, understanding generational characteristics can help you succeed in your job. Personality traits influence actions, so they can be considered to help ensure positive interactions between professionals, help a manager create policies that will encourage maximum productivity and help you to use your natural talents to advance in your career.

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Strengths and weaknesses between each generation.

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Strengths and weaknesses between each generation.

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This will help build how to market towards their character profiles.

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The term 'generation' is traditionally used to refer to a group of people born and living during the same period of time, which usually spans 15 years. With four different generations making up today's workforce, it can be difficult understanding what they all need and where they are best utilised. Each group brings a different dynamic to the table, but the only way to truly harness their potential is to understand their generational characteristics.

That said, the supposed differences between generations in the workplace are more complex than many people realise. While we can see typical generational strengths and weaknesses coming through, prioritising continuous learning in your company can help you build a network of valuable, connected professionals - no matter their age.

The different generations and how they work

The generations that are likely to be present in your office can be segmented into four distinct groups:

There are a number of strengths and weaknesses that can generally be found in each working generation:

Baby Boomers

Strengths

Boomers are characterised as being workaholics who relish long weeks and overtime. They are more committed to their roles than any other generation¹

Baby boomers are considered good team players, with 53 per cent of organisations saying they work well with others²

The professionals in this generation are regarded as making excellent mentors to their colleagues and juniors in the organisation

Weaknesses

This generation has a preference for structure and discipline, and are less inclined to welcome change

Boomers are competitive, so they need recognition and rewards to keep them motivated to achieve more

Baby boomers are regarded as the least tech savvy of all generations, prohibiting their ability to keep up with developments

Gen X

Strengths

The majority of organisations (70 per cent) believe Gen X are the best overall workers³

These professionals are committed to juggling work with family time, and favour work-life balance in an organisation⁴

Gen X is considered to be the biggest revenue generators overall

Weaknesses

Less than 40 per cent of Gen X are satisfied with the senior management in their organisation⁵

This generation is less inclined to say something if they disagree with management than their successive generations

Gen X value being able to do things quickly and are less inclined to spend hours of overtime completing something perfectly

Millenials / Gen Y

Strengths

Of all generations currently featuring in the workforce, Millennials are considered the most independent workers⁶

Millennials are concerned with ethics and the social responsibility of the organisation they work for⁷

Millennials have grown up sourcing information, they need to be left to create their own processes rather than being told exactly what to do

Weaknesses

Due to their independent nature, Millenials are not as interested in teamwork as other generations

Millennials do not have as strong a work ethic, with an average of 38.8 hours spent at work a week compared to previous generations who both average above 40 hours⁸

This generation is impatient when it comes to career growth - 49 per cent are likely to leave before two years if they feel their skills are not being developed⁹

Gen Z

Strengths

The most tech competent of any generation, members of Gen Z are able to pick up new developments quicker than other employees¹⁰

This generation is particularly ambitious, with two-thirds of Gen Z saying their goal in life is to make it to the top of their profession¹¹

Gen Z are natural entrepreneurs, with 72 per cent wanting to start their own business and hire people¹²

Described as the 'always on' generation, Gen Z are able to multitask unlike any other generation, using up to five screens at once

Weaknesses

Gen Z are regarded as more cynical than their predecessors, favouring a realistic outlook over the idealism of Gen Y

Gen Z don't know much about a time before social media and easily accessible tech. This can make them very reliant on technology to solve problems

Developing your workforce

Each generation brings something uniquely valuable to the workforce. By understanding what they have to offer, you can identify key training and development opportunities that will align with their unique strengths. It will also help you gauge where skills gaps may lie so that you can prioritise filling them. Read more about the ways in which you can assess employee needs and implement development strategies in your organisation in the article below.

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The Strengths and Weaknesses of Every Generation in your Workforce | GetSmarter Blog

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The term 'generation' is traditionally used to refer to a group of people born and living during the same period of time, which usually spans 15 years. With four different generations making up today's workforce, it can be difficult understanding what they all need and where they are best utilised.

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Population of the United Kingdom (UK) in 2019, by age and generation

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Population of the United Kingdom (UK) in 2019, by age and generation

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Showing the largest Generation in the UK in 2019.

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In 2019, there were over 14.28 million baby boomers in the United Kingdom, making it the largest generational cohort at that time, with the millennial generation a close second at 14.22 million people. Generation X are the third-largest generation here at 13.96 million people, with their parent's generation, the Silent Generation numbering around 5.8 million people.

Post-war baby boom

The baby boomer generation is the largest due to the spike in births that happened after the Second World War. In 1947 for example, there were over 1 million births in the United Kingdom, compared with just 657 thousand thirty years later in 1977.

Largest age groups in the UK

The most common age group in the United Kingdom in 2020, were those aged between 50 and 59, with 4.66 million of them, followed by the 4.4 million people aged between 45 and 49. In this same year there were around 580 thousand people who were over the age of 90, and 3.86 million under the age of five.

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UK generation population 2019 | Statista

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In 2019, there were over 14.28 million baby boomers in the United Kingdom, making it the largest generational cohort at that time, with the millennial generation a close second at 14.22 million people. Generation X are the third-largest generation here at 13.96 million people, with their parent's generation, the Silent Generation numbering around 5.8 million people.

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Who they think they are targeting- 20-46 years old.

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Next plc - Company Profile, Information, Business Description, History, Background Information on Next plc

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The behaviour and characteristics of Gen X

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The behaviour and characteristics of Gen X

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How they are financially stable, prefer security, use internet, prefer personal marketing

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You have a solid ecommerce marketing strategy in place and you've worked hard to identify the appropriate channels and campaigns to attract your target audience - ranging from social media for Generation Z and Millennials to more traditional media and direct mail for the Baby Boomers.

But, what about the in-between generation, the Gen Xers?

Unfortunately, this generation is usually an afterthought. But Gen X, making up more than 30% of the American population, has vast purchasing power.

Accordinging to the U.S. Department of Labor, Generation X outspends all other generations when it comes to housing, clothing, eating out and entertainment.

They are experienced with purchasing both online and in-store, so you have to be strategic with how and where you market to this audience. Given some of this generation is close to the Baby Boomer age, you shouldn't forget traditional media. 48% listen to the radio, 62% percent still read newspapers and 85% percent watch traditional television.

Who is Gen X?

Generation X is one of the smallest generations in the U.S., but they make up a large portion of the purchasing power. They are born sometime between the years of 1965-1980, and are effectively a technological conduit between Baby Boomers and Millennials. To better understand this generation, it's important to recognize the generations they are sandwiched in between.

Baby Boomers, born between the years of 1942-1964, were once the largest generation, but according to the U.S. Census Bureau, Millennials have surpassed them. Boomers worked hard and enjoyed social activities in their younger years.

The majority are retired or preparing to retire, they have money to spend, but they are also want to protect their wealth. The most likely generation to shop for items on sale, they value good deals and take advantage of them by using coupons.

On the other side of the Gen Xers are Millennials. Born between the years of 1981-2000, Millennials make up the largest percentage of the population and aren't familiar with a world before the internet and mobile phones.

The younger portion of this group just graduated from high school or recently graduated from college and can be still reliant on their parents. The older Millennials might already have children, work in a professional career and have expensive college debt.

One thing they all have in common is they are very tech savvy - and not as loyal to brands as older generations like the Baby Boomers.

In this sense, Gen X can understand the points of view from both generations. They enjoy learning the new tech of the century, spending time with their families and having independence. We also have to keep in mind, Generation X has borne witness to some significant events, including civil rights movements, several wars across the Atlantic and the Y2K crisis, to name a few.

A stereotypical Xer will be family-oriented, financially responsible and self-reliant. They may be overlooked, but Gen X's impact on the workplace and the economy is hard to ignore.

What to Know About Gen X

Gen X can be the hardest age group to understand and nail down for even the most savvy marketers. You essentially have two types of Gen Xers:

Those born earlier in the generation who have some of the characteristics of Baby Boomers.

Younger members of Gen X who have some Millennial-type buying habits.

From a marketer's perspective, it's interesting how different each end of the generation can be when it comes to their savviness with technology. Earlier members of the generation may still have trouble with technology, such as computers and phones, while the later members have no trouble at all and are usually enthusiastic early adopters.

The more tech-dependant marketing techniques may appeal more to those that were born closer to 1980 and miss altogether those that were born closer to 1965.

Despite their differences, there are still commonalities across this diverse generation. Below are a few things to keep in mind when you are marketing to Gen Xers:

1. They are financially stable.

Since the oldest Gen Xers are 54 and the youngest are 39, they are at their highest-earning years and are on their way to reaching the top of their profession. Ignoring them means ignoring a demographic that has impressive influence over both household and company decisions.

2. They care about security.

Most Gen Xers have started families, and their children are likely in school or graduating from college at this point in their lives. Making smart decisions for their family's safety and financial future is very important to them.

They also hold strong family values. To more easily connect with this generation, make it a priority to show them you can be trusted, and provide them a reliable product or service to build relationships and referrals.

3. They've seen a lot.

Gen X (as a whole generation) has been through the moon landing, the Cold War, the internet revolution, the Y2K crisis and everything in between. They have seen a lot of ads and been the target of a lot of marketing, which means having an authentic message throughout your marketing is very important.

4. They use the internet to research businesses.

Generation Xers tend to research businesses on the internet even after seeing a TV commercial or newspaper ad. You'll want to make sure your company information and messaging are consistent across all directories, social platforms and, most importantly, your website.

5. They prefer marketing that is more personal and authentic.

Most Gen Xers are now parents and prefer to consume media that reflects their values. They also prefer brands who are authentic. Be transparent and don't hide agendas or values from this generation - they will see right through it. Try to be forward with your intentions, no "smoke and mirrors."

Stats on Gen X

Unlike some of the Baby Boomer generation, Gen X has embraced the internet.

This educated age group enjoys spending time searching online and connecting with friends on their favorite social media platform, Facebook. They're also known to be very loyal customers - just another reason to focus your marketing efforts on this generation!

Below are some interesting statistics you'll want to keep in mind when building your marketing plan to capture the attention of Gen Xers:

1. Generation X currently makes up 31% of the total U.S. income.

2. Gen X loves social media - 95% of them use Facebook.

3. 72% of Gen Xers use the internet to research businesses.

4. Acknowledge this generation in your marketing - 54% of Gen Xers are frustrated that brands constantly ignore them.

5. Use traditional media to your advantage with Gen Xers - 48% listen to the radio, 62% still read newspapers and 85% watch traditional television.

6. 35% of Xers in the U.S. have college degrees, compared to only 19% of Millennials. This means that they tend to hold more powerful positions in organizations.

7. Keep device usage in mind when marketing to Gen X - they spend more time per week on all devices than Millennials do: 21 hours on smartphones, 9 hours on PCs, and 4 hours on tablets.

Which Channels Reach Gen X?

With 58.2 million Gen Xers using the internet every day, they are the hardest generation in the U.S. to pin down. Generation X is the closest generation to retirement and are at the peak of their buying power. However, they are not as wealthy as the previous generation, the Baby Boomers, and often have more debt.

Gen Xers remember the world before the internet, but don't let that steer your perception of this generation - many of them are well-versed with technology. It's important to recognize that this group does have a tendency to develop brand loyalty and is also more likely to spend more on brands that contribute to social causes.

However, there are key channels to include in your marketing strategy to catch Gen X's attention and influence them to make a purchase on your website.

Popular Directories.

Generation X likes to research businesses online. Ensure your business information and messaging is consistent across popular websites and directories, and include your listing on:

Google or Bing,

Yelp,

social media,

TripAdvisor,

and other popular online directories.

Facebook.

Millennials are often seen as the social media-obsessed generation, but Gen Xers are just as likely to engage with brands on social media. Since Facebook is the most popular social media site used by Generation X, you'll want to ensure you're providing relevant information and have a Facebook-specific marketing plan to encourage engagement and online purchases.

Add a description to your "About" section.

Ensure your company details are correct - address, website, phone number and hours.

Use the "Shop Now" call-to-action button.

Manage and respond to reviews as quickly as possible!

Post regularly - a minimum of one post per week.

Use Facebook advertising to attract your target audience.

Utilize discount codes to drive online purchases (use a specific code for Facebook to track ROI more accurately).

Direct mail.

Generation X still holds an appreciation for "snail" mail, as long as it isn't bills (although I think it's safe to say this holds true across all generations). Many Gen Xers still send out handwritten cards for both personal and professional means.

As we'll discuss more in a later section, try to include a discount code to entice them to purchase. This is also a great way to track your return on investment. It's important to note that direct mail marketing can be expensive. To save on costs, try using a postcard-size mailer and make sure your mailing list is as accurate as possible. Lastly, don't forget to include your website URL and phone number on your marketing mailer.

Email marketing.

With 58.2 billion Gen Xers using the internet every day, they tend to check their email on a fairly regular basis, which means they'll usually see your message. Email can be a very cost-effective marketing tactic, so this is a win-win for marketers! If you have something to important or enticing to communicate, email is a great way to get their attention.

If you don't have a big mailing list, try adding email capture forms to your website (more on this topic can be found in the next section).

For your emails, you'll want to focus on creating highly visual emails highlighting your products, or a short video of your product, company or customer testimonial (Gen Xers love videos). Try to use personalization and segmentation as much as possible. Marketing automation platforms are great for this!

Video marketing.

As mentioned previously, Generation X loves video marketing, especially on Facebook. Videos are also more likely to be shared over social media than links and articles. A well-made video can add a more human element and help you connect in an authentic way. You can use video across multiple channels, including social media, your website and email.

Your website.

This may seem like an obvious one, but it's an important aspect since you are most likely driving all your marketing traffic to your website. You can have the best marketing plan, but if you don't have a website that creates a seamless online buying experience, you'll likely lose a lot of potential buyers.

Below are a few areas to focus on to create an enjoyable and easy shopping experience for Gen Xers:

Ask for feedback to continually improve the shopping experience. You'll be surprised how open Gen Xers are to giving constructive feedback, and it lets them know their opinions matter to you!

Use marketing tools like Hot Jar to understand how your customers are navigating your website and where you should make adjustments.

Integrate a robust search functionality that quickly allows Gen Xers to find what they are looking for. We're a fan of Searchaniese, which integrates easily with BigCommerce.

Add a live chat function to your site and ensure it's properly managed. Some Gen Xers may prefer to chat online instead of calling.

Add a pop-up email capture form to join a newsletter or to receive a discount code. JustUno is easy to use for this!

How to Tailor Your Ecommerce Marketing to Gen X

Now that we know who Gen Xers are and which channels are most effective at capturing their attention, let's explore some of the marketing tactics to turn this discount-loving generation into repeat, loyal customers.

1. Provide discounts.

Gen X grew up with various discounts in the newspaper, magazines, and on TV. Keep discounts alive in your marketing plan by providing an intro-discount to a first order. This can be a part of your marketing automation plan.

2. Create a loyalty program.

Gen Xers are known for their loyalty. Create a reward program to encourage repeat purchases, whether it's a discount after a certain amount of purchases, free samples, free shipping, or with a simple thank you email.

3. Have written reviews.

Written reviews boost your authenticity as a company and build trust with Gen Xers. You'll want to focus on showing Gen X that your customers love your products. And, a simple "Thank you for taking the time to review our products," response to a positive review goes a long way!

Don't forget to make sure your product reviews are displaying in Google searches (which also benefits your organic ranking).

4. Appeal to security.

Offer free return shipping and include a prepaid return shipping label with your package. This helps Gen Xers feel more secure and provides a safety net in case something goes wrong. Make sure your return policy is easily understood on your website.

5. Keep it personal.

Appeal to Gen Xers by rooting conversations in real-world possibilities by showcasing everyday life and situations. Keep the sales tactics to a minimum - this is a big no-no for this generation.

6. Use traditional and social ads.

You don't have to stick to just traditional ad formats like newspapers or radio to grab the attention of Gen Xers. You can use online ads as well. Just remember who you're selling to. Facebook ads, Google Shopping, and search ads (Google and Bing) are great places to start.

7. Have great customer service.

Provide timely responses and rectify any issues immediately. If you provide a great experience, Gen Xers are likely to become repeat customers and provide positive reviews.

8. Incorporate nostalgia.

Add a little nostalgia to your marketing tactics. Gen Xers enjoy taking a trip down memory lane, whether it's related to past events, old TV commercials or music from the past. Try to sprinkle these into your marketing channels. For example, try posting a throwback photo on Facebook and encourage Gen Xers to comment or share.

9. Optimize your website for mobile.

Ensure your website is built with mobile in mind - and not just for the huge SEO benefits! Generation X spends a lot of time on mobile devices each day. Make sure your website loads quickly - no one likes to wait! Text should be very easy to read on mobile. Lastly, ensure it's a seamless and easy buying experience across all devices - tablet and different phone screen sizes.

10. Use videos.

Gen Xers watch upwards of 32 hours of TV a week, and 45.8 million of them consume digital videos. Use videos to showcase your products or services in a creative, personal way. You can also appeal to Gen X by using real-world narratives and clearly outlining your company's values.

Conclusion

Generation X has a lot of spending power and shouldn't be an afterthought when you're building an effective marketing strategy. If you meet this well-educated age group where they search and purchase, you'll build a loyal customer base for the years to come.

This in-between generation encompasses traits from Baby Boomers and Millennials, so be sure to include a combination of different channels in your strategy, such as social media, direct mail and email, to drive them to your website.

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Gen X Marketing + Selling Strategies (2021)

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Which age group is earning the most money.

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Which age group is earning the most money.

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Graph showing that Generation X are at the peak of there earning career

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In 2022 men aged between 40 and 49 were the highest full-time earners in the United Kingdom among different gender and age groups, with men of different ages consistently earning more annual pay than their female colleagues. The largest difference can be found in older age groups, with men in their 50s earning around 37,877 pounds a year, whilst women earned approximately 30,603 pounds per year.

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Full-time annual salary in the UK 2022, by age and gender | Statista

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In 2022 men aged between 40 and 49 were the highest full-time earners in the United Kingdom among different gender and age groups, with men of different ages consistently earning more annual pay than their female colleagues.

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Collect consent - No tracking cookies on your surveys

Anonymized web server logs

Respondent IP addresses stored as encrypted SH1 hashs

Optional Peusdononimization - store respondent PII as a separate response

Modern Microsoft powered infrastructure built on our 18 years of security experience

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Create Free Online Surveys, Quizzes and Forms - FreeOnlineSurveys

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Collect consent - No tracking cookies on your surveys Anonymized web server logs Respondent IP addresses stored as encrypted SH1 hashs Optional Peusdononimization - store respondent PII as a separate response Modern Microsoft powered infrastructure built on our 18 years of security experience

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Timeline showing how Next as a business has changed over the years.

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Next plc - Company Profile, Information, Business Description, History, Background Information

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Next plc - Company Profile, Information, Business Description, History, Background Information

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Describing how the company started and what it is viewed as today.

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Company Perspectives:

Next's mission is to be the natural choice retailer in the UK for fashion aware men & women who expect style, distinction & quality from their clothing.

History of Next plc

Next plc designs, manufactures, and distributes clothing and home furnishing and accessory items to nearly 330 Next retail stores and through the company's Next Directory mail order sales catalog. Almost all of Next company-owned stores are located in England and Ireland. After ending a brief international expansion--in 1999 the company closed its seven company-owned foreign stores, including its five U.S. retail stores--Next has shifted its international strategy to brand expansion focused on franchising. Next operates franchises in some 20 international markets, especially in the Middle Eastern and Far East Asian markets. The difficult economic climate in the Asian markets in the late 1990s has curtailed the Next franchise expansion, however; after building to 43 franchised locations by 1998, the company entered 1999 with just 35 franchise stores.

At home, Next operations are divided into two complementary activities: retail stores and catalog sales. At the beginning of 1999, the company operated nearly 330 Next retail stores throughout England and Ireland, with total retail sales space of some 1.35 million square feet. Average store size is 3,500 square feet. Next, however, has been phasing out or extending its smaller stores--some of which are as small as 500 square feet--in favor of a larger multidepartment store concept with an average selling space of 14,000 square feet. Next retail operations provided more than £821 million of the company's total sales in 1998, while representing more than two-thirds of operating profits.

Once a separate division of the company with its own product offering, the Next Directory catalog sales operations have been dovetailed with those of its retail stores activities so that, in the late 1990s, the two divisions offer the same product lines under the company's "One Brand--Two Methods of Shopping" strategy. Next Directory offers a shop-at-home concept with fast delivery turnaround times of as little as one-day delivery. The hardbound catalog, which in ten years of existence has become something of a British shopping mainstay, is delivered to nearly 900,000 active customers, providing nearly £270 million of the company's 1998 total sales.

Next pursues a strategy of selling almost exclusively company-designed clothing, accessories, and other merchandise under the Next and other brand names. In this way, the Next product offerings of womenswear, menswear, childrenswear, and home furnishings are available only through the Next retail and catalog channels. Targeted at an age range between 20 and 46, with a focus on the 25--35 age group, the Next product range features high-quality, contemporary but not trendy styling, priced at levels affordable to the company's targeted middle-class market. The company employs its own design staff to keep an eye on seasonal trends and to create each year's clothing offerings accordingly.

Manufacturing is done primarily on a contractor basis, guided in part by the company's Hong Kong office. Next also operates several specialized warehouses ranging in size from 300,000 square feet to more than 600,000 square feet. Distribution to retail stores and to some Next Directory customers is handled by third party operators.

In addition to its retail store and catalog sales operations, Next offers financial services, particularly Next brand credit financing. Another growing division of the company is its Club 24 customer service subsidiary, which, under the Ventura name, operates call centers providing customer service and other services. Ventura's participation in the company topped £100 million in 1998.

Next Plc has been guided by chief executive officer David Jones since 1988. The company trades on the London Stock Exchange.

From Tailor to Trendy in the 1980s

By the time of Next plc's formation in 1981, the company had already been clothing England for more than a century. The company's origins were with the operations of J. Hepworth & Son, Gentleman's Tailors, founded in Leeds in 1864. Over the next 50 years, Hepworth & Son would expand, forming a nationwide retail chain of principally men's clothing. The company would long remain a mainstay of the United Kingdom's high street shopping districts.

Hepworth & Son's continued expansion led the company to go public in 1948. By the late 1970s, however, Hepworth & Son had begun to suffer from old-age pains and, especially, from its conservative image. Led by chairman Terence Conran, however, Hepworth & Son made a bold move to remake itself completely at the start of the 1980s.

In 1981 the company acquired the Kendalls retail store chain. The Kendalls chain, with some 80 locations, catered to the womenswear market, complementing the Hepworth & Son menswear line. If Kendalls also complemented Hepworth & Son's somewhat stuffy image, the acquisition would serve as a strong stepping stone for the company's move to transform itself into a full-line clothing retailer.

With the Kendalls acquisition, Conran brought in a new chief executive, George Davies, and gave Davies instructions to reinvent the Kendalls chain. While remaining in the womenswear segment, Davies turned the company toward sales of company-designed and branded merchandise. This merchandise would be sold under a new name and retail store concept, Next, at the former Kendalls locations.

The first year of Next brand operations would see a turnover of more than £82 million. By the end of 1982, more than 70 Kendalls locations had been converted to the Next concept. The Next sales would provide steady growth to Hepworth & Son's annual sales, which reached £108 million by 1984. That year saw the launch of a new Next brand range, men's clothing, as the Next for Men retail store concept took over many of the Hepworth & Son retail locations. By the end of 1984, the company, still called Hepworth & Son, operated 52 Next for Men shops.

In that same year, Hepworth & Son extended the Next retail concept to open the first multidepartment Next retail store. Featuring the company's lines of menswear and womenswear, the new Next concept, which opened first in Edinburgh, also included a shoes department and a café. The success of the Next concept continued to see the replacement of much of the remaining Hepworth & Son retail stores with Next for Men signage; at the same time, the company extended the Next name into entirely new locations. By the end of 1985, the company operated some 130 Next for Men stores.

The company also expanded with a new product category--and retail format--in 1985 with the launch of the Next Interiors concept. Featuring home furnishings under the Next brand names, the Next Interiors line also would be incorporated in the company's growing numbers of multidepartment stores. The first Next store to feature all of the company's product lines would open in 1985 in Regent Street, London. In that year the company also made a new acquisition, of rival clothing retailer Lord John.

Hepworth & Son had all but been replaced by the Next name. In 1986 this change was made official with the adoption of a new company name, Next Plc. One of the new Next company's first acts was to make a new acquisition, that of the mail order business Grattan Plc. With this acquisition, the company began to prepare its entry into the catalog sales channel; the Next Directory would be launched&mdashø great success--in 1988.

Meanwhile, Next had undergone an aggressive expansion. Apart from boosting the number of retail locations--which reached some 750, primarily single-department stores by 1986--Davies led the company on a diversification binge that would see the company's revenues explode from £190 million in 1986 to more than £1.1 billion in 1988. By then, the Next empire would encompass not only the Grattan mail order business, but also the Salsburys and Zales jewelry chains, acquired by Next through parent Combined English Stores Group in 1987; newsstand operations, added with the acquisition of Dillons-Preedy, also in 1987; and an investment in the nascent British Sky Broadcasting Company.

The rise in sales brought about by the company's increased operations did not, however, translate to a corresponding boom in profits. Despite turnover of more than £1 billion, Next would see only some £81 in net profits in 1988. Profitability for the diversified company proved only temporary; hit by rising costs, a heavy debt load, and increasing competition from a new field of smaller, trendy shops (emulating in part the Next concept), Next would see its profits slump into losses in 1989.

Focusing in the 1990s

A boardroom battle ensued, costing George Davies his job. The CEO position was filled by David Jones, who had held that position for Next's Grattan subsidiary. Jones led Next through a streamlining operation, bringing the company back to its core clothing and home furnishings sales by the early 1990s. The company's noncore operations were sold off, starting with its jewelry store holdings to the Ratners Group in 1988, and ending with the sale of the Grattan mail order subsidiary to the German mail order specialist Otto Versand in 1991. In that same year, Next wrote off its British Sky Broadcasting investment.

The streamlining would prove costly for the company. By 1991, with turnover cut back to £878 million, the company posted a net loss of £445 million. Meanwhile, as Next shed its noncore activities, it also began streamlining its remaining operations. Whereas previously Next had manufactured much of its own range, it now began closing factories and outsourcing its production needs to third parties. The company's restructuring also would see the closing of nearly half of the existing Next stores as the company dropped money-losing locations and moved to convert the Next brand from several store signs to a single, multidepartment format.

By 1992, the company was back in the black; the trimmed-down operation, now with some 310 remaining stores, saw its sales cut back to £462 million, with a profit of £11 million. To solidify its position, Next embarked on a new strategic drive of "One Brand, Two Methods of Shopping." Whereas the company's Next Directory sales had featured product offerings different from those offered by the Next retail store chain, the two sales operations now were brought together to present the same Next brand products to the company's customers.

Next could then turn to new expansion activities. Until the 1990s, the company's focus had remained entirely on the United Kingdom and Ireland. The company now sought to export the Next brand overseas. For this, the company would use multiple approaches. For entry into the Asian, Eastern European, and Middle Eastern markets, the company chose a franchising approach, partnering with local businesses with knowledge of their markets. In the United States, Next entered a joint venture partnership to import the Next brand. The first Next store opened in Boston in 1993, followed by four more U.S. stores by the mid-1990s. Finally, for the company's entry on the European continent, the company chose to launch the Next brand in France, opening a company-owned store there. Another Next store would follow in Belgium.

Next also was seeking to branch out from the Next retail brand. In 1994 the company bought into a joint venture with Intimate Brands to operate that company's U.K.-based chain of Bath & Body Works shops. Next also moved beyond retail, taking over operations of the Ventura customer-service and call-center service provider.

By 1995, Next's annual sales had topped £650 million, for a net profit of more than £80 million. While the total number of company-owned stores had remained at slightly more than 300 retail stores, the company had engaged on a program of phasing out many of its smaller stores in favor of the larger, multidepartment Next concept. This was heightened as more and more stores began including the company's Next Interiors line in addition to its men's, women's, and children's clothing.

Next's sales would boast strong growth in the second half of the 1990s, jumping to more than £1.1 billion by year-end 1998. In that year, however, the company renounced its North American expansion effort, which had been less than successful. The company's five U.S.-based stores, as well as its stores in France and Belgium, were closed in April 1999. Regrouped around its U.K.-based retail and catalog sales operations, while focusing its international expansion around the Next brand franchise, Next looked toward the next century of retail sales.

Principal Subsidiaries: Next Retail Limited; The Next Directory; Next Financial Services; Club 24 Limited; Ventura; Clydesdale Financial Services Limited; Callscan Limited; Callscan Australia (Pty) Limited; Next (Asia) Limited; Next Distribution Limited.

Additional Details

Public Company

Incorporated: 1864 as J. Hepworth & Son

Employees: 19,000

Sales: £1.24 billion (US $1.9 billion) (1999)

Stock Exchanges: London

Ticker Symbol: Next

NAIC: 44812 Women's Clothing Stores; 44811 Men's Clothing Stores; 44813 Children's & Infants' Clothing Stores; 45411 Electronic Shopping & Mail-Order Houses; 442299 All Other Home Furnishings Stores

Further Reference

"Next Brings the Flavor of England to N.Y. Area," Women's Wear Daily, August 27, 1997."Next Has a Knack for Hits," Women's Wear Daily, September 28, 1995. Next Factfile, Leicester: Next Plc, 1997.

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Next plc - Company Profile, Information, Business Description, History, Background Information on Next plc

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Next's mission is to be the natural choice retailer in the UK for fashion aware men & women who expect style, distinction & quality from their clothing. Next plc designs, manufactures, and distributes clothing and home furnishing and accessory items to nearly 330 Next retail stores and through the company's Next Directory mail order sales catalog.

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Sales and Market Cap and number of employees

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Next Plc owns and operates retail stores.

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A Customer Value Map showing the typical makers personality and attitudes.
Makers: determined, family focused, 40's, cheaper products, not into big brands and likes coupons.

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Amazingly Simple Graphic Design Software - Canva

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Amazingly Simple Graphic Design Software - Canva

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Breakout room task assessing what acorn group '25 year old, Brickie Pete' is in. We decided he would either be in comfortable communities or financiallly stretched. He would be living at home and would be marketed to by Mcdonalds promotions and the saver menu. He would be inticed by Mcdonalds monopoly and competitions.

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Amazingly Simple Graphic Design Software - Canva

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Amazingly Simple Graphic Design Software - Canva

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Information Input: TV advert that shows that NEXT PLC stock up to 200 sports brands.

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This gives me examples of the style of writing I should be writing in.

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Writing in third person is writing from the third-person point of view, or outsider looking in, and uses pronouns like he, she, it, or they. It differs from the first person, which uses pronouns such as I and me, and from the second person, which uses pronouns such as you and yours.

Writing in the third-person provides flexibility and objectivity. In fiction writing, it enables the narrator to be all-knowing. The personal pronouns used in third-person writing are he, she, it, they, him, her, them, his, her, hers, its, their, and theirs.

Third Person Writing in Literature

"He is just what a young man ought to be," said she, "sensible, good humoured, lively; and I never saw such happy manners!-so much ease, with such perfect good breeding!" - Jane Austen, Pride and Prejudice

"It was a bright cold day in April, and the clocks were striking thirteen." - George Orwell, 1984

"Their commander was a middle-aged corporal-red-eyed, scrawny, tough as dried beef, sick of war. He had been wounded four times-and patched up, and sent back to war." - Kurt Vonnegut, Slaughterhouse-Five

"It was a dark and stormy night; the rain fell in torrents, except at occasional intervals, when it was checked by a violent gust of wind which swept up the streets." - Edward George Bulwer-Lytton, Paul Clifford

"He drank an Anis at the bar and looked at the people. They were all waiting reasonably for the train. He went out through the bead curtain. She was sitting at the table and smiled at him." - Ernest Hemingway, "Hills Like White Elephants"

"She walks in beauty, like the night
Of cloudless climes and starry skies;
And all that's best of dark and bright
Meet in her aspect and her eyes"
- Lord Byron, "She Walks in Beauty"

Third Person Writing in Advertising

Plop Plop Fizz Fizz. Oh, what a relief it is - Alka-Seltzer

The King of Beers - Budweiser

It's the real thing - Coca-Cola

A diamond is forever - De Beers

The happiest place on earth - Disneyland

It keeps going and going and going - Energizer

When it absolutely, positively has to be there overnight - FedEx

The Possibilities are Infinite - Fujitsu

The best a man can get - Gillette

It wouldn't be home without Hellmann's - Hellman's

It's finger lickin' good - KFC

Nobody can do it like McDonald's can - McDonald's

Good to the last drop - Maxwell House

Maybe she's born with it. Maybe it's Maybelline - Maybelline

The greatest tragedy is indifference - Red Cross

Takes a licking and keeps on ticking - Timex

Third Person Writing in Famous Quotes

"A dreamer is one who can only find his way by moonlight, and his punishment is that he sees the dawn before the rest of the world." - Oscar Wilde

"A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty." - Winston Churchill

"A person who never made a mistake never tried anything new." - Albert Einstein

"Life is a succession of lessons which must be lived to be understood." - Helen Keller

"Music expresses that which cannot be said and on which it is impossible to be silent." - Victor Hugo

"Failure is simply the opportunity to begin again, this time more intelligently." - Henry Ford

"Family is not an important thing. It's everything." - Michael J. Fox

"It is not a lack of love, but a lack of friendship that makes unhappy marriages." - Friedrich Nietzsche

"A bird doesn't sing because it has an answer, it sings because it has a song." - Lou Holtz

An Objective Point of View

These examples illustrate the different ways to write in the third person and which pronouns to use. The first person point of view might read "I never make mistakes so I never learn." The second person would read "You never make mistakes so you never learn." See how this differs from the third person, which would read "He never makes mistakes so he never learns" and is much more objective.

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Writing in third person can give your reader the unique perspective of an outsider looking. Explore these notable examples of writing in third person.

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NEXT PLC Results for the Year Ending January 2019

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NEXT PLC Results for the Year Ending January 2019

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Facts and data about 2019

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Investegate |Next PLC Announcements | Next PLC: NEXT PLC Results for the Year Ending January 2019

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Year Ending January 2019 This document contains some page number cross-referencing. Please refer to the PDF version of this statement which is available at http://www.rns-pdf.londonstockexchange.com/rns/5196T_1-2019-3-21.pdfor on the NEXT corporate website www.nextplc.co.uk CHAIRMAN'S STATEMENT The NEXT Group has delivered profits exactly in line with the guidance we issued in January 2019 and we are maintaining our guidance for the year ahead.

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How Next looked to improve their Personalisation

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How Next looked to improve their Personalisation

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In 2018 Next acknowledged that digital was becoming more improvement so invested more money in this. Interview with CEO of Next where he admitted to wishing he'd started this years ago.

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Next is exploring how it can more effectively target customers online and offer more personalised products and services.

Next CEO Simon Wolfson has admitted the retailer had been slow to see the opportunity in online marketing and the digital customer experience, but says Next has "learned a lot of lessons" from online competitors as it looks to innovate digitally at a much quicker pace.

"I wish we'd started this investment three years ago," Wolfson told Marketing Week, speaking at Next's annual general meeting today (23 March).

"We've just significantly increased our level of investment in both systems and marketing - especially for big pieces of third-party software - and we have no intention of relaxing the rate at which we invest.

"We've learned a lot of lessons from other people in our industry and one of the things we've done is we haven't spent too long deciding which software to use; we've gone for the one we know works well for one of our more advanced online competitors. This is one of the reasons we've been able to do this so quickly: we said, if it works for them, it works for us."

As retail sales and profit continue to slide, Next is continuing to invest heavily in its online business and is set to increase investment by 25% this year.

In 2017, retail sales at Next were down 7.9% to £2.1bn for the year to the end of January, while retail profit was fell by 24% to £268.7m. In comparison, online sales were up 9.2% to £1.9bn and online profit increased 7.4% to £461.2m.

Next is planning to increase online investment by £11m, or 25%, this year, taking its total digital spending to more than £50m. That will largely go into digital systems that will allow the retailer to target consumers better and deliver a more personalised shopping experience - from personalised promotions and homepages, to being able to personalise Next products.

That will involve deploying its data management platform "in anger" as it looks to more accurately target spend on third-party websites, tailoring the products on offer and the amount it pays for advertising to the potential of each customer. It says initial signs are "encouraging", with Next seeing a 12% improvement on return on investment and an improved ability to target customer groups it could not identify in the past.

Next is also currently testing an artificial intelligence-based search engine that it will roll out in the next three months - "if it works" - in an effort to learn from customer behaviour and rely less on the attributes Next manually allocates to its products.

Bridging the online and offline gap

2018 will also be the year Next looks to bridge the "complex" gap between its online and offline shopping experience.

"Online marketing is about making online shopping easier and having stores doesn't make it any less or more easy to shop online if you improve your systems," Wolfson said.

"What we're focusing on in the year ahead is integrating our stores with our online systems and that is complex and the most difficult bit."

However, Wolfson believes Next is already ahead many of its competitors.

"In the clothing sector, there are no competitors that have the same level of integration between their online businesses and their store as we've got now," he said.

Looking ahead, Wolfson said while Next isn't expecting a sparkling year - "we're not putting the bunting out" - the wider economic pictures doesn't look as difficult as in 2017, which Next said was the toughest trading period in 25 years. In the last few weeks alone, retailers including Maplin and Toys R Us have filed for bankruptcy, while the likes of New Look, B&Q and Mothercare have warned over their performance.

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Next on increasing online marketing spend: We wish we'd started three years ago

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Next is exploring how it can more effectively target customers online and offer more personalised products and services. Next CEO Simon Wolfson has admitted the retailer had been slow to see the opportunity in online marketing and the digital customer experience, but says Next has "learned a lot of lessons" from online competitors as it looks to innovate digitally at a much quicker pace.

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Developing customer loyalty has always been top of mind for retailers and shopping center owners, but in today's on-demand economy, it's becoming even harder to secure. Possibly the best way that brands can still resonate with shoppers is through the in-store experience. That is of course a double-edged sword, as shoppers are now beginning toexpectunique and better experiences from in-store shopping; compared to online which is more about speed and convenience. In a new report, JLL Retail unveiled their "Six Dimensions of Retail Experience," a universal set of benchmarks that define how well retailers are meeting shoppers' expectations.

So, what do shoppers want from an experience?

It must be i ntuitive. Consumers at their core are still practical in nature. A store can have all sorts of bells and whistles, but at the end of the day, shoppers need to be able to easily locate the right products. This was the most important of the Six Dimensions for shoppers - being able to find what they're looking for...which seems, well, rather intuitive...right? In other words, retailers need to remember to not go overboard when it comes to experience and completely eschew the transactional element of the store.

There must be a strong human element. Being able to interact with friendly and knowledgeable staff was almost as important to shoppers...please try to contain your shock. The bottom line, if shoppers didn't want to speak to anyone they could just buy online. Having staff to help them navigate their product choices (without being salesy) enhances the overall experience.

It should be meaningful. Shoppers have an intrinsic desire to associate with brands that are equivalent to their own. The industry has long discussed the idea of instant gratification when it comes to in-store shopping, but today's socially-conscious consumer requires more than the euphoria of making a purchase - they want to feel like it made a difference as well. Using the store to highlight corporate social responsibility initiatives could pay dividends for retailers in terms of engaging shoppers.

The store should be immersive. Shoppers want something unique, aesthetically pleasing, inviting, and visually stimulating. Not to beat a dead horse, but if they wanted to methodically shuffle through a homogeneous collection of drab clothes jam-packed with every possible style, size, and color on a single rack - they could do so a lot easier online.

It needs to be accessible.Omnichannel retail has been a buzzword for years now, and yet retail in general is falling short at giving consumers a unified, seamless shopping experience across all channels. Consumers also want retailers to encourage in-store mobile use for payments, faster checkouts and product wayfinding - which is an area stores need to bridge the gap in terms of what is provided and shoppers aspirations.

Shoppers want it personalized. This doesn't mean getting their initials embroidered on their favorite handbag. Shoppers want deals that are tailored to their purchase habits for use on products they actually buy. Given how many options shoppers have at their fingertips, they feel they should be awarded with personalized perks and discounts that fit how they shop and what they like.
Who's doing it the best?
Apple topped the list, with Victoria's Secret, Ulta Beauty, Bath & Body Works and IKEA rounding out the top five. Here's the full top 20 from JLL's report:

In the very near term, shoppers demand for experience will continue to rise and push retailers across almost all sectors - except discounters, where price will always win no matter what. Retailers should look to improve the customer experience across these six dimensions in order to win both mind and wallet-share from consumers.

... Read More

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6 Dimensions Of Experiential Retail, And The 20 Retailers Doing It Best

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Developing customer loyalty has always been top of mind for retailers and shopping center owners, but in today's on-demand economy, it's becoming even harder to secure. Possibly the best way that brands can still resonate with shoppers is through the in-store experience.

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Has Covid-19 changed generations shopping habits?

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Has Covid-19 changed generations shopping habits?

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How millenials and generation z are very familiar with technology abd how their buying preferences differ to Baby Boomers.

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By Zach Thomann, Executive Vice President & General Manager at PFS

In today's competitive retail landscape, brands are increasingly recognising the need to see shoppers as individuals - understanding how, what and why they buy. Generational differences have, for a long time, been a key differentiator, providing brands with a powerful lens to engage and attract a range of customers. After all, different generations have traditionally shown varying shopping habits and attitudes towards online and offline brands. In fact, an earlier (2017) depiction of generational spending revealed a disparity between generations in terms of the way they shop, what they shop for, and how they engage with brands. For example, Generation Z are typically more socially conscious and digitally adept. Whilst older generations are growing increasingly comfortable with buying online, this had generally been limited to desktop or laptops - with many not being comfortable with social media like Snapchat and Instagram.

During the pandemic, PFS took a fresh look into these shopping habits, surveying 2,000 UK and 2,000 US consumers to find out how COVID-19, and the measures taken to fight it, has changed their shopping behaviour. The findings turn what we, as an industry, thought we knew about generational differences and habits in retail, on its head. Whilst the pandemic presented a range of responses, the lasting impacts seem to have formed clear patterns for the future of retail. Rather than responding along generational lines - it seems a convergence of shopping behaviours has surfaced as we adjust to the 'new normal'.
How generational shopping habits have changed
Pre-pandemic, both Generation Z and millennials were clearly more familiar with technology than their elders were. They were classified as quick to adopt new technologies and devices, eager to try new gadgets and at home in the digital world.

True to form, in the recent PFS research, 32% of Generation Z respondents and 35% of millennials confirmed that they had tried new online retailers due to lockdown. Many had also made online purchases of goods they had not previously bought online: 61% of Generation Z and 52% of millennials. But, notably, the same research showed the behaviours/influences of that group extending at pace, beyond Generation X and into the baby boomer generation (born 1946 to 1964).

During the pandemic, older generations have also become eCommerce consumers en masse - not unreasonably, given their higher levels of risk. And even as the strictest lockdown measures have eased, many of them have continued to shop online. This is great news for online retailers, but it keeps this generally affluent group out of brick-and-mortar shops, compounding the impact of deserted town centres and offices.

So, while Generation Z and millennials remain the drivers of online shopping and early adoption, the speed and breadth at which they influence the generations above them seems to have been boosted by the lockdown. Consequently, the post-pandemic spending behaviour of many boomers now resembles that of younger generations, far more than it did just three years before.

In short, everybody now shops online. For many retailers, especially those focused on older generations and/or reliant on brick-and-mortar retail, this will demand major strategic change, as it becomes increasingly hard to differentiate shoppers by generation or behaviour.
The convergence of ethical, moral and political attitudes
Another area of convergence lies in ethical, moral and political attitudes to brands and purchasing. We have long been told that younger shoppers are driven by a desire for 'experiences' rather than 'things', and that they favour brands taking an ethical stance, for example on green issues and sustainability.

This was echoed in PFS' latest research, with 52% of Generation Z respondents saying they would pay more to support carbon neutral delivery, and 71% of millennials saying they looked for ethical/sustainable features in products they buy.

Yet it seems that during the pandemic this 'typical' Generation Z and millennial behaviour was no longer restricted to 'youngsters'. In the new research, 52% of all respondents claimed to feel greater loyalty towards brands that communicate with them and, crucially, show how they are helping others during this time (i.e. the pandemic). More to the point, this figure increased to 54% of baby boomers and 59% of the silent generation.

Furthermore, 37% of all shoppers said they have stopped over-purchasing and returning goods. Since returns often go to landfill and the transport costs (both financial and environmental) are huge, this can also be counted as an ethical choice.

The lines between generations are blurring.
What does this mean for retail?
COVID-19 is rapidly changing how we shop, and that process has not ended yet. Nobody can say for sure how long the change will last or how it will evolve, but retailers already know that current shopping habits are nothing like they were pre-COVID-19 and adjustments need to made to preserve their business and continue to deliver on consumer expectations.

It is also clear that differentiating customers by age and trying to predict their behaviour by generation is currently less useful than before. Not only are baby boomers shopping like millennials, they're starting to think like Generation Z. Almost everybody shops online, and everyone wants to know where brands stand on ethical issues.

In theory, this may be a pandemic blip, and in time the 'old normal' may return in some respects. But as we review retailer agility and the willingness of consumers to adapt at a rapid pace, it is looking increasingly unlikely.

For retailers, there are few certainties to hold on to, but the following are likely to prove helpful:

eCommerce is the way forward. Brick-and-mortar will likely have a future, but that future is yet to be determined. Meanwhile, almost everybody - regardless of age - is shopping online, which is itself a major change.

Retailers must now provide a comprehensive omnichannel experience for all customers. This is not just about linking the website with telephone support or a chatbot, it's about recognising that customer preferences are diverse and, now, diffuse. If retailers and brands want customers to pick them, they have to make that easy and pleasant, and - crucially - let customers choose their channels and methods. That way, the retailer can always 'meet' the customer, even as they change their shopping behaviours over time.

Retailers must be flexible: COVID-19 is changing people's behaviour in all aspects of their lives, and it is changing what they buy. Companies that can pivot to meet new demands and habits will have the advantage. Excellent customer service across the buying cycle underpins this.

The pandemic has been traumatic in many ways, and it isn't over yet. There is doubtless more change ahead. But if retailers can do just one thing - delight the customer at every touchpoint - there is far more to look forward to, than there is to fear.

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Has COVID-19 blurred the lines of generational shopping habits once and for all? | Business Leader News

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By Zach Thomann, Executive Vice President & General Manager at PFS In today's competitive retail landscape, brands are increasingly recognising the need to see shoppers as individuals - understanding how, what and why they buy. Generational differences have, for a long time, been a key differentiator, providing brands with a powerful lens to engage and attract a range of customers.

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Which e-commerce sites each generation prefers

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Which e-commerce sites each generation prefers

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The four most popular e-commerce sites have the same ranking among three key age demographics.

According to a new survey of 983 U.S. consumers from custom signage provider Signs.com, the four most frequently shopped online retailers for Baby Boomers, Gen X, and millennials are Amazon, Walmart, eBay, and Target. Discrepancies do not start until the fifth-place ranking, which is held by Kohl's for Baby Boomers, Costco for Gen X, and Best Buy for millennials.

However, results demonstrate clear discrepancies by generation in usage of online grocery delivery services. Thirty-four percent of millennial respondents have used online grocery delivery, compared to 25% of Gen X and 22% of Baby Boomers. A majority of respondents in all demographics who have not used online grocery delivery say they are unlikely to start - including 67% of Baby Boomers, 62% of Gen X, and 60% of millennials.

Among respondents who prefer in-store shopping, the top three reasons are seeing and touching items before purchase (73%), having the product immediately (72%), and avoiding shipping costs (52%). The top three reasons for preferring online shopping are convenience (85%), price comparisons (72%), and saving time (71%).

Looking at how respondents prefer to purchase different categories, the survey shows consumers strongly favor purchasing daily necessities at a brick-and-mortar store. This includes categories such as perishable groceries (85% in-store, 7% online, 7% both), non-perishable groceries (75% in-store, 39% online, 32% both), paper products (75% in-stores, 12% online, 13% both), and cleaning supplies (74% in-store, 15% online, 11% both).

Meanwhile, consumers are more likely to go online to buy products that can be purchased physically or digitally, or entertainment items. For example, 66% of respondents purchase books and media online, compared to 17% in-store and 17% both. The categories of electronics and accessories (52% online, 25% in-store, 24% both) and gifts (44% online, 19% in-store, 37% both) also skewed toward online purchase behavior.

Examining frequency and type of online shopping behavior, the survey reveals most respondents (34%) order something online two to three times per month, followed by four to five times per month (27%). Only 2% do not make any monthly online purchases, while 8% purchase items online 10 or more times per month. By generation, millennials make the most average monthly online purchases (5.3), followed by Gen X (4.9) and Baby Boomers (3.7).

Among all respondents, online mass markets such as Amazon are the most popular means of shopping online (84%), followed by store websites (71%), search engines (64%), auction websites such as eBay (32%), daily deals sites such as Groupon (19%), and social media marketplaces (18%).

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Survey: Consumers prefer the same online retailers across generations

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The four most popular e-commerce sites have the same ranking among three key age demographics. According to a new survey of 983 U.S. consumers from custom signage provider Signs.com, the four most frequently shopped online retailers for Baby Boomers, Gen X, and millennials are Amazon, Walmart, eBay, and Target.

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Explaining why the customer would buy.

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Picture this: You're running specials every week on Facebook, discounting your 3-day in-house nutritional counseling program more than you can afford, but still, no one is buying your amazing product. What gives?

Is no one interested in becoming healthier, lowering their cholesterol, and feeling younger? Uh, no. We know that's not it. It's probably because you are ignoring psychographics.

In this post, we'll cover everything you need to know about using psychographics in your marketing campaigns and why you can't rely on demographic data alone. Let's get started.

Taking our example about the nutritional counseling program, you might decide that your target buyer finds it difficult to engage in a healthier lifestyle. They've tried multiple programs before, but none have worked for them. They're willing to spend more money on nutritional programs, but they want to make sure it works before they invest and want to feel supported throughout the process.

Knowing this information, you then create a marketing campaign that highlights customer testimonials and shows that you'll be there every step of the way.

This is only one example of how you can use psychographics in marketing. The truth is that you can only effectively reach your target audience when you understand both their demographics and psychographics. The combination of both sets of data starts to form your buyer persona - a detailed picture of the people you work with now, and would like to work with in the future.

Knowing both also allows you to do a better job of segmenting your audience, targeting the right customers, and positioning your product in your marketing campaigns.

That said, it's hard to tell the exact difference between psychographics and demographics. Let's take a look below.

Demographic segmentation is a great place to start, as it divides your market into broad strokes, but psychographics gives marketers greater leverage in influencing conversions. For example, demographic information might tell you something about a person's age, but psychographic information will tell you that the person is just starting a family and is in the market for baby products.

Oftentimes, consumers are guided by their attitudes and subjective perceptions when making purchase decisions. Psychographics covers those aspects of the buying process in greater detail.

There are a few main, distinctive differences between psychographics and demographics that could positively influence your team's marketing performance. Here they are in greater detail:

Demographics:

Psychographics:

Personality Characteristics

Lifestyle

Social Class

Attitudes

Principles

Beliefs

Activities

Interests

By tailoring content for specific groups, marketers are able to convert prospects into customers more cost-effectively. However, it's worth noting that individuals who fall into the same demographic group don't necessarily fall into the same psychographic group. Prospects might have different habits, interests, preferences, and values that make them unique in how you should target them.

That's why it's so critical to create both demographic and psychographic profiles for your prospects and buyers.

Psychographic Profiling

A psychographic profile is a unique description of the attitudes, habits, and interests of an individual or group. It's a collection of consumer values and behaviors that tell you who would be most receptive to your organization's offering.

Because consumers often make decisions based off psychographic dimensions like personal preferences or values, psychographic profiling can be very effective. Understanding your audience's psychological attributes can greatly improve your outreach methods and advertising style, allowing you to create an overall emotionally compelling brand.

Let's create a very basic demographic and psychographic profile based upon what we know about the ideal customer for a nutritional counselor.

Demographic Profile:

Female

Aged 45-65

Married

Has children

Household income $100K+

Psychographic Profile:

Dealing with issues of unintended weight gain, diabetes, lack of energy, and hormonal imbalances

Concerned with health and appearance

Wants a healthy lifestyle, but doesn't have much time

Enjoys going online in the evenings and is a big fan of Pinterest

Tends to favor quality over economy

Finds fulfillment in her career and family

Values time with a small group of friends

Looking at the two lists above, it's easy to see why you need both. Use demographics alone, and you have only a very hazy outline of your audience - you understand their challenges, but not where to find them and what really moves them to action. Using psychographics gives you so much more insight.

Psychographic Factors

Psychographic factors may include lifestyle, habits, behaviors, and interests. Each of these unique psychological factors greatly influences a consumer's behavior. You then use these factors to segment your audience based on their psychographic makeup.

Psychographic segmentation is similar to behavioral segmentation in that groups are created based on more personal or individual criteria.

For instance, if you want to segment your audience using lifestyle as a psychographic factor, you need to decide whether your buyers are attending school, working full-time jobs, engaging in active activities, or living a primarily sedentary lifestyle.

There are many different ways to segment a market along psychographic dimensions, but there are a few you'll want to include from the start. Let's take a look at some popular psychographics examples below.

The most popular psychographics are personality traits, lifecycle stage, interests, attitudes or beliefs, and activities. Marketers could also differentiate between groups of consumers based on their buying priorities, social class, and more.

1. Personality Traits

What is your target buyer like? Are they the type of person to research a product extensively before buying it? Or do they like to take risks and try something new? Knowing the personality traits of your target buyer can help you write verbiage that appeals to them specifically.

You can think of personality traits in terms of popular personality tests, such as the Big Five and the Myers-Briggs Type Indicator.

If you'd prefer to spend as little time as possible on choosing personality traits, we'd recommend placing your target consumer on one side of a binary:

Extraverted vs Introverted

Emotional thinker vs Logical thinker

Pragmatic vs Idealist

Spontaneous vs Planner

Creative vs "By-the-books"

Come up with your own binaries to decide on the wording and imagery of your marketing campaign.

2. Lifecycle Stage

Lifecycle marketing is all about knowing where your target customer stands in their purchasing lifecycle. Is your target buyer aware of the product or potential solution yet? Have they made contact with your company?

The lifecycle stages are as follows:

Knowing your target buyer's lifecycle stage can help you decide which marketing channels you should use. Someone who's not even aware of their problem might be reached through a Google ad or an organic content strategy.

3. Interests

What's your target buyer interested in? Touch upon those interests in your marketing campaign, and you'll be much more closer to getting their business.

For instance, if you sell water bottles and decide your target buyer is highly interested in outdoor hiking, you might create a campaign with an image of a person hiking with your water bottle. You'd then target that campaign to those who have expressed interest in hiking gear.

Interests can closely align with activities, though not always. For example, your target buyer might be interested in hiking, but in reality, they don't have the time or feel confident enough to go hiking on their own.

Other potential interests include their taste in music, shows, and books. You can also dive into other interests such as design, pet care, sustainability, and so forth.

4. Attitudes or Beliefs

Your target buyer's attitudes or beliefs tells you how they see the world. Knowing the views your buyer upholds can help you create a campaign that resonates with them rather than alienates them.

Continuing the example of the nutritional program above, you might find out that your target buyer upholds the body positivity movement and believes that "healthy" looks differently on different people. In your campaign, you might choose to include photos of people of all sizes who are equally healthy or on the path to healthfulness.

5. Activities

Whereas interests cover events your buyer might not actually partake in, activities refer to what your buyer actually does in their spare time. Do they like to spend time on Instagram to decompress? Or do they prefer to watch the newest Netflix show? In the weekends, are they visiting the most recent museum exhibit or spending time outside in nature?

A consumer's activities can tell you about the things they've already spent resources, time, and money participating in. If your target customer loves yoga and you're trying to sell them your nutritional counseling program, you can incorporate images or offers that involve yoga. Alternatively, you might advertise your program at yoga studios.

Now that you know the psychographic factors you can use, you can officially begin collecting psychographic data.

How to Find Psychographic Data

Now that we understand what psychographics are, how do we go about acquiring them? We outline several major methods below.

1. Interview existing clients.

Right now, take five seconds and think of your best current client. Next time you talk, ask them a little more about themselves. You can ask what they did over the weekend and if they've seen any good movies lately, found any great holiday deals, or made any New Year's resolutions.

Depending on your relationship with the person, you can tell them exactly why you're asking and be more direct. If you're not in a business where you have that kind of relationship with customers, look for any friends who are similar to your ideal client. You could ask them the same questions.

When you ask the right questions, you can find out what they do for fun, whether they're a bargain-hunter, what motivates them, and what their personal goals are.

Want a larger sampling? Send out a customer survey and be honest - tell them you want to better understand what they care about. Most people are more than happy to share.

2. Investigate website analytics.

Prefer a more behind-the-scenes kind of investigation? Look at your existing site content and previous special offers. What has moved people to click, call, or buy in the past?

If you haven't been paying attention to your analytics, it may require some testing. Overall, this method can be extremely effective, as people's true motivations are revealed by the actions they take. They may not think of themselves as bargain-hunters, but if a discount code got their business, then that reveals their preference for bargains.

3. Use focus groups.

A focus group is a group of people, typically not affiliated with your company, who participate in a discussion about your brand and your products. The participants are to be as unbiased as possible, and they should closely align with your target market. For instance, if you sell hiking gear, your focus group should be made up of hikers - not just anyone who wants to participate.

Focus groups are more effective when you craft a thoughtful questionnaire that helps you uncover the needs and wants of your target audience. Learn how to run a focus group here.

4. Collect data from market research companies.

If you already have a good idea of what your target audience looks like, you can use that information to do research on your own. You can collect the data you need from companies that have already carried out research in your target vertical.

This option can get expensive, so we'd recommend trying a free or low-cost market research tool first. As your needs become more sophisticated, you can then consult with a major company such as NielsenIQ or Qualtrics.

Now that you've got the data, it's time to apply it in your marketing campaigns. We'll continue with our nutritional program example.

Psychographic Marketing

We've gathered some hypothetical data using the techniques outlined in the previous section, so now let's apply our data to our marketing strategy.

1. Motivate your buyer based on their needs.

You now understand what is important to your buyer, so you'll know just how to motivate them. You'll give them what they need to make a purchase decision.

Offering deep discounts isn't going to move them. Instead, they want to hear that your nutritional counseling service has worked for others. They also want to know that it will improve their health without a huge time commitment. In your campaign, you'll highlight customer testimonials to appeal to them.

2. Meet them where they're at.

You know that your target buyer spends their free time on Pinterest. You can therefore stop spending money on Facebook, YouTube, newspaper, and magazine ads.

Instead, share time-saving household and nutrition tips on your Pinterest for Business account. Give them ideas for fun things to do with family and friends.

Watch what they re-pin and analyze what that tells you about them. Did they love the one about the smiley-face veggie platters for an after-school snack? Give them more ways to help their kids eat well. If the "night out" inspirational quote worked well, give them more ways to have fun with their friends.

3. Capitalize on their priorities, hobbies, and interests.

Now that you know that career and family are important to your target buyer, you'll want to share articles highlighting the impact that good health has on job performance, as well as tips to make exercise fun for kids. In your ads, you'll want to include images of a healthy parent enjoying time with their kids.

Knowing more about their hobbies and interests will help you choose what to blog about and what images you should use in your next ad. You target buyer loves baking, so you'll want to include healthy baking recipes in your Pinterest, Instagram, and blog.

4. Include a tailored call-to-action.

Last, you'll include a tailored call-to-action that's at the intersection of your target buyer's needs, priorities, interests, and values. At the end of your ad, you might say, "Your path to a healthy lifestyle starts here - click here to begin."

You might pair that with an image of the person your target buyer wants to become. That person may be a healthy older version of themselves, a person who has time to do what they love, or a person with a defined physique. The image you choose will depend on the psychographic profile you've created for your target buyer.

Psychographics Will Improve Your Marketing Campaigns

Knowing your target buyer's psychographic profile can help you appeal specifically to them. You'll choose a better marketing channel, create better imagery, or choose better wording that will help your buyer envision themselves using your product. As a result, you'll generate more qualified leads than you thought possible, increasing ROI from your marketing campaigns.
Editor's note: This post was originally published in December 2013 and has been updated for comprehensiveness.

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How to Use Psychographics in Your Marketing: A Beginner's Guide

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Picture this: You're running specials every week on Facebook, discounting your 3-day in-house nutritional counseling program more than you can afford, but still, no one is buying your amazing product. What gives? Is no one interested in becoming healthier, lowering their cholesterol, and feeling younger? Uh, no. We know that's not it.

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The Psychology of Consumer Profiling in a Digital Age

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The Psychology of Consumer Profiling in a Digital Age

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By humanising the digital customer experience

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How to humanize the consumers digital journey.

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How to humanize the consumers digital journey.

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The modern customer is often on the go, seeks instant support, and wants a seamless experience. While such demands may be met through advanced technologies, the human touch remains essential. Customers expect digital customer experiences (CX) by businesses not only integrated but also more advanced and secured. To avoid falling behind your competitors in the fast-moving experience economy, it's critical you are able to humanize your customer experience also.
WHAT IS DIGITAL CUSTOMER EXPERIENCE?

The experience customers have when they interact with your brand online over multiple touch points is known as digital customer experience (DCX). It is to deliver consistent service and satisfaction to the customers over different touch points, giving unified support by understanding the journey at the right time.

Having a strong digital customer experience helps business with:

Learning about the customer journey and behaviors across all digital interactions and deliver unified support.

Keeping all customer information in a centralized data place so that all the teams can get gain insights to handle customer across different stages of their journey.

Proactively engaging the customers by sending right and on time message to make conversions meaningful.

Digital experiences will account for far more service interactions in the future than we see now. Innovations like augmented or virtual reality will provide greater opportunities to represent the brand virtually. However, it's an emotional connection that keeps customers coming back.

Gallup research suggests that these emotional connections with fully engaged customers net an additional 23% of revenue. Consumers want to spend their money with companies that demonstrate that they understand and attend to each customer's individual needs and truly value who they are. AKA: "humanizing" the customer experience.

ARE COMPANIES LOSING THE HUMAN TOUCH?

Both digital transformation & customer experience are the important components of the company culture and must be given top priority.

It's no surprise that we delegate so much of our everyday existence to the devices in our pockets, but a study by Experience is Everything finds that in an age of chatbots, digital payments, artificial intelligence (AI), the Internet of Things (IoT), companies need to work harder to strike the right customer experience (CX) balance.

Fortunately, more companies are starting to realize that digital transformation does not equal customer experience. While technology can augment a brand's ability to understand customers, human insights should ultimately guide any CX strategy.

ADDING THE "HUMAN" TO THE DIGITAL CUSTOMER EXPERIENCE

The key to "humanizing the customer experience" is authenticity, and creating a true people-focused core in which all interactions are individual. Building long-term relationships with your customers means appealing to their emotions in an authentic way. Here are five ways to humanize customer experiences throughout the customer journey.
1. Become Customer-Centric
Being customer centric means planning your business strategies keeping customers in the frontline. It means offering a great experience through the buying journey and post purchase. Research by Deloitte found that customer-centric companies were 60% more profitable compared to companies that were not focused on the customer.

By understanding your customer journey across all touch points and provide unified support, investing in customer feedback, and adequately measuring business and team performance, you'll be able to make your business process customer-centric and deliver outstanding customer experience.
2. Humanize the Brand Image
Every brand has a story. Are you communicating yours to customers?

Use engaging written and video content to describe the origins of your brand and the values you stand for. For example, if your brand supports specific social or environmental causes, customers will appreciate knowing that they support the same causes indirectly by engaging with you. Including employees and brand advocates further humanizes your brand and conveys the message that your company works as a team and values its customers.
3. Invest in Employee Satisfaction
Your employees are the lifeblood of your company, so their emotions count as much as your customers' feelings.

It's essential to listen to their feedback regarding their experiences with your company, whether it be ideas on how to improve working conditions or customer service. Giving them mentoring and professional development opportunities motivates them to do their best and inspires a team mentality that unites your brand. When your employees are happy and advocating for your brand, your customers will feel their enthusiasm.
4. Personalize the Experience
One of the most effective way to humanize the customer experience is by personalizing service. Businesses personalizing their interactions at every step of the customer journey to create higher customer satisfaction levels and brand loyalty. To do this brands need to understand every touch point of the customer's journey. Mapping your customer journey helps to understand how your customers are interacting with you, what is their mode of communication and what is their average interaction time with your agents.

In addition, taking measures such as contacting customers on their preferred channels, offering personalized product recommendations, and thanking and rewarding them for their business show your brand's attentiveness to each customer as an individual.
5. Make the Right Use of Data
As mentioned above, customers connect with your business across multiple touchpoints and data is collected in different forms, but collecting the data is not just enough. Making the right use of it is what matters.

A Forbes study reported 88% of marketers use data obtained to enhance their understanding of each customer. In all companies the collection, analysis, presentation and dissemination of business information can present monumental challenges. By properly analyzing data, companies can power smarter, more informed business decisions and gain a deeper understanding of the customers based on their historical conversations.

The insights can be further used for making contextual conversations with customers to provide a humanized customer experience.

FINAL THOUGHTS

To truly drive emotional engagement with customers, your organization will need to balance user-focused technology and highly-personalized human connection. A humanized customer experience begins with understanding the emotions of your employees and customers. By considering internal feedback and keeping a customer-centric attitude, your brand can deliver the seamless experiences your customers want with an authentic human touch.

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5 WAYS TO HUMANIZE THE DIGITAL CUSTOMER EXPERIENCE

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The modern customer is often on the go, seeks instant support, and wants a seamless experience. While such demands may be met through advanced technologies, the human touch remains essential. Customers expect digital customer experiences (CX) by businesses not only integrated but also more advanced and secured.

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How click and collect services helps decide which store people visit. With 85% of consumers buying items when visiting the store to pick up an order.

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Europe has recently made significant strides in fulfillment, as more consumers expect their items to be shipped immediately following a purchase and want to be able to check product quality at pickup.

"Click-and-collect tends to become a self-fulfilling project if retailers get the essentials right," eMarketer principal analyst Karin von Abrams said. "That helps to explain its success in urban areas like London and Paris, and in many cities across Germany where the population density ensures high ROI and processes can be fine-tuned based on real-time experiences."

Diversified pickup options also attract consumers who might worry about product quality. "In France, for example, retailers have had more success with the 'drive' concept," von Abrams said. "With this approach, shoppers order and pay online but collect from a store or other distribution point in person. That means products can arrive when it suits the customer, and they can also check their purchases and rectify errors before driving away."

And as pickup options grow, so does their appeal. According to a January 2019 study from the NRF, 63% of US consumers said they would like to use curbside pickup; 56% want merchandise delivered to the trunk of their cars, and half want to retrieve purchases from a pickup locker.

Interested in learning more about click-and-collect services and other ecommerce trends in Western Europe? eMarketer PRO subscribers can read our recent report now: " Western Europe Ecommerce Trends in 2019: Holiday Shopping Patterns, Digital Grocery and the Rise of Amazon and Alibaba."

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What Drives Shoppers t Click and Collect?

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Europe has recently made significant strides in fulfillment, as more consumers expect their items to be shipped immediately following a purchase and want to be able to check product quality at pickup. "Click-and-collect tends to become a self-fulfilling project if retailers get the essentials right," eMarketer principal analyst Karin von Abrams said.

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Reasons for consumers using click and collect

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Reasons for consumers using click and collect

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Consumers opting for this for convenience, delivery charges, and this helps businesses build brand loyalty.

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Did you know that nearly 67% of shoppers in the US have used Buy Online Pick Up In Store (BOPIS) in the past six months and 10% of all sales will be fulfilled by Click and Collect by 2025?

Check out our infographic "Buy Online Pick Up In Store" to know more about the evolution of BOPIS and latest buy online pick up in store statistics and trends.
Infographic by- Invesp Conversion Rate Optimization Services To Publish this Image on your Blog or Website . Copy this code
75% of shoppers who have used BOPIS say they are likely to make an additional purchase and 49% of shoppers made unintended purchases while picking up their items in-store

10% of all sales will be fulfilled by Click and Collect by 2025

50% of respondents have decided where to shop online based on whether or not they could pick up in-store

90% of retailers plan to implement BOPIS by 2021
Top Reasons Why Consumer Prefer Buy Online Pick Up In Store

Reason

%age

Being able to see products before taking it home

77%

Avoid shipping costs

65%

Convenience

29%

Being able to return the product instantly

23%

38% of retailers surveyed said BOPIS was key to bringing shoppers into the store
Main Business Reason for Offering Buy Online Pick Up In-store

Reason

%age

Gain an edge against Amazon

12.4%

Keep up with competitors

31.6%

Cater to millennial

15.6%

Attract shoppers who make additional purchases

37.6%

Other

2.8%

Biggest challengers Retailer Face While Managing BOPIS

Reason

%age

Logistics and inventory tracking

45.6%

Managing and training staff

22.4%

Customer information security

16.1%

Return on investment

6%

Join 25,000+ Marketing Professionals

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Buy Online Pick Up In Store - Statistics and Trends [Infographic]

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Did you know that nearly 67% of shoppers in the US have used Buy Online Pick Up In Store (BOPIS) in the past six months and 10% of all sales will be fulfilled by Click and Collect by 2025? Check out our infographic "Buy Online Pick Up In Store" to know more about the evolution of BOPIS and...

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Ways to expand businesses by having Click and collect

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Ways to expand businesses by having Click and collect

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45 percent of the 2,000 respondents said deal or savings would incentive future BOPIS orders. 37 percent said they'd do it more frequently with guaranteed same-day availability.

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Most of us are buying online and picking up items in a retail store repeatedly, according to a new study of 2,000 American adults. And 50 percent of us decide where to buy online simply because of that possibility so we can avoid paying shipping.

Retail is changing, and BOPIS -- buy online and pick up in-store -- is growing.

(In fact, it was up 73 percent on Black Frida y last year.)

Retail might be vastly overbuilt in the U.S. as both malls and big-box stores are challenged by the rise of e-commerce. But there's clearly a place for local and physical in today's retail landscape.

68 percent of consumers "click and collect." But 85 percent of those buy something additional when they arrive at the store to pick up their online purchase. And that suggests that e-commerce and good old-fashioned brick-and-mortar commerce can coexist, and might be working towards a productive, useful relationship.

"Click-and-collect has been a growing force in retail over the last several years," says Tim Robinson, CEO of Doddle, which produced the study. "Shoppers love the convenience of shopping online, but are now demanding similar convenience when it comes to receiving their products as well. Click-and-collect enables faster and cheaper access to orders and has entered the mainstream for shoppers, even shaping where they buy."

Half of those who used click and collect said they preferred the model because there were no shipping costs. Almost as many said speed was a factor, and 28 percent said it was more convenient.

Another factor: deals.

45 percent of the 2,000 respondents said deal or savings would incentive future BOPIS orders. 37 percent said they'd do it more frequently with guaranteed same-day availability.

"We are just scratching the surface on the potential of click-and-collect for shoppers and retailers alike," said Robinson. "By providing additional savings and convenience for shoppers, retailers can really innovate the way they are doing business today and create a symbiotic relationship between in-store and online they have been looking to create for decades."

At the same time, however, Amazon is closing its U.S. pop-up stores by April of this year.

That's possibly because Amazon is exploring other models of local accessibility, including Amazon Locker, which is essentially a giant mailbox for packages in a central location.

Follow me on Twitter or LinkedIn. Check out my website or some of my other work here.

... Read More

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2000-Consumer Study: 68% Of Shoppers 'Click And Collect,' Or Buy Online And Pick Up In-Store

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Most of us are buying online and picking up items in a retail store repeatedly, according to a new study of 2,000 American adults. And 50 percent of us decide where to buy online simply because of that possibility so we can avoid paying shipping.

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How sales between 2009-2020 have changed online and instore.

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This chart displays Next plc's share of retail and online sales from the financial year 2009/10 to financial year 2018/19, ending in January 2019. Over the period of 10 years between 2009 and 2019, British retail brand Next's online sales soared, reaching 1.9 billion British pounds in the financial year ending 2019. Despite Next plc's growing online sales figures, retail sales performed underwhelmingly. In the same period, Next plc generated 1.96 billion British pounds from retail sales, marking a noticeable decrease to the previous financial year when retail sales were worth 2.12 billion British pounds.

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Next plc: retail and online sales 2009-2019 | Statista

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This chart displays Next plc's share of retail and online sales from the financial year 2009/10 to financial year 2018/19, ending in January 2019. Over the period of 10 years between 2009 and 2019, British retail brand Next's online sales soared, reaching 1.9 billion British pounds in the financial year ending 2019.

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NEXT create loyalty and appreciate their consumers by giving regular customers access to their sales before the general public.

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(Image: Birmingham Mail)

Next is the only high street retail sale that people are willing to camp outside for - even in freezing cold or boiling hot weather.

With summer technically underway, the mid-year discounting is due to kick off next month and our sister publication Hull Live has reported that the 6 July is the exact date shoppers should mark in their calendar.

Next usually slash hundreds of home , fashion , menswear and kidswear items down to half price or better during its sales, with some products getting price cuts of up to 90 per cent off - however these deals get snapped up fast by eager bargain-hunters.

The retailer usually hosts just three major discount events each year with smaller mid-season reductions in the spring and autumn.

Sales usually launch on next.co.uk and then in store the following day, and VIP slots are often given to loyal regular customers beforehand, allowing them an exclusive online slot to browse items before anyone else.

To qualify as for VIP access, customers must have a Next credit account and have ordered from the Next Directory recently.

How to get VIP slot?

Customers will only be sent an exclusive VIP invite if they have a credit account with NextPay and have made a recent order.

If you do want to get ahead of the crowd you can sign up for an account online beforehand and make a purchase.

However, we would advise shoppers to pay off the bill straight away to avoid a high interest fees - an additional cost that will defeat the point of shopping in the sale in the first place.

A member of Hotukdeals.com called emribena also advises fellow customers on how to get a VIP invite, writing: "I know lots of people stock up for the year on clothes for the kids in these offers. If you aren't a VIP and wondering how to became one and get an invite, here's how:

* Have a Next credit account with at least £250 credit available.

* Have placed and kept an order from the Next Directory this season.

* Have an up to date email address and be registered to receive sale and promotional emails.

* Have returned less than two thirds of the items you've ordered."

In the past workers have also hinted that anyone holding out for a specific bargain, can find out if an item is going to be reduced well ahead of time.

They claim that any items due to be knocked down will have their new prices scribbled on in pen a few days beforehand. It's worth nothing that this won't mean you'll be able to it at a lower price in advance.

Examples of the handwritten codes include B14, G4 and P7 - ignore the letter and you're looking at the soon-to-be reduced price.

Top tips if you're shopping the Next sale

There are plenty of ways to ensure you make the most of the sale deals that will be on offer, take a read of these insider tips from an ex-employee or check out the simple suggestions below.

Make a list - and bookmark the items you actually want

Team your shop up with a Next voucher code by searching online for the latest codes or visit deals-sharing website HotUKdeals .

If you're heading in store, pick a quieter high street, such as a retail park branch - as you'll have a better chance at finding items you actually want. These stores are often bigger and out of the way for most people. In Westfield, however, you may not stand a chance.

If you're an impulse shopper and find items you think you 'want', hold on to them for a while whilst browsing. This will give you a chance to mull over it - and if you start asking yourself 'whether you'll actually wear it' you probably won't.

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When the Next summer sale starts and how to get early VIP access

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Next is the only high street retail sale that people are willing to camp outside for - even in freezing cold or boiling hot weather. With summer technically underway, the mid-year discounting is due to kick off next month and our sister publication Hull Live has reported that the 6 July is the exact date shoppers should mark in their calendar.

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How NEXT has become successful with encouraging the customer to spend more.

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U.K. bellwether retailer Next last week posted its half-yearly results showing an increase of 3.7% in sales-but even more impressive in the current market, a 4.3% rise in full price, non-discounted, sales.

Given that at present in the U.K. 58% of fashion products are currently sold at discount, Next are a welcome exception to the continued issues facing the retail sector.

So, what is their secret?

To my mind, Next is one of the few retailers to really know who their customer is and they're able to maintain a close relationship with them via a clever aligning of both their bricks and mortar stores and their growing online presence.

While the latest results showed online sales were up 13% and in-store sales were down 5%-reflecting changing consumer shopping behaviors that we are seeing throughout the industry-Next aren't rushing to make sweeping store closures instead they have cleverly combined a bricks and clicks model whereby they encourage store footfall through in-store collection of online purchases. By offering a positive customer shopping experience that seamlessly covers the multiple customer touchpoints Next are able to build brand loyalty while meeting ever-evolving customer wants.

The strong growth in Next's online sales builds on their catalog heritage-their product selection and stock levels have long benefitted from the in-depth consumer data generated from their popular catalog and now through their online offering Next are further building on their data collection capabilities.

This harnessed understanding of who their core customers are and how, when, and where they want to shop as well as what they like to buy, in what size, and in what colorways means that Next have been able to put out collections which they know will sell-thanks to data and not just guy feel or historical sales performance.

A further benefit of having the capability to gather and harness data in this manner is that Next are one of the best retailers at operating strict stock controls, buying products at the right depth, therefore, avoiding the discounting spiral which is currently crucifying so much of the U.K. high street-as mentioned previously Next reported a 4.3% increase in full-price sell-through.

That's not to say Next never discount-they do, but they restrict this to certain times of the year offering three major discount events and two smaller mid-season ones. They are the only mainstream retailer, that I can think of, that year after year creates a buzz around these sale dates with people queueing (even camping) outside hours before opening.

The retailer has also cleverly turned these sales periods into core customer relationship building benefits by offering VIP slots to loyal customers who get online sale access prior to the sales official start date, a strategy also adopted by that other U.K. bellwether retailer, Marks & Spencers.

Another strategy that Next has employed which is helping shore up their results against today's tricky trading conditions is their introduction of high sell-through brands such as Adidas and Nike into their product mix. By offering these high sell-through/high profile brands Next are growing their online traffic and widening their customer appeal.

Next were ahead of the curve with the introduction of their lifestyle "glossy" catalogue and their pioneering adoption of the bricks and clicks model and now they look to be continuing this pioneering approach via their use of data, using their knowledge of their core customer whilst also seeking to ensure they appeal to tomorrows' customer.

By utilizing the fundamentals of good retailing and combining it with a customer-centric approach and insights capability Next have found the magic formula to retail success in 2019 and beyond.

I am the CEO and founder of Mallzee Insights - the UK's most comprehensive retail insights business, using the largest dataset of customer product opinion to help improve

... Read More

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Next Knows The Customer And Grows Full Price Sales

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U.K. bellwether retailer Next last week posted its half-yearly results showing an increase of 3.7% in sales-but even more impressive in the current market, a 4.3% rise in full price, non-discounted, sales. Given that at present in the U.K. 58% of fashion products are currently sold at discount, Next are a welcome exception to the continued issues facing the retail sector.

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When is the next Next Sale? The next one starts on Saturday 27th March 2021. Move now for that first VIP slot!

How To Get The First VIP Slot In The Next Sale

The golden rule here is do NOT wait for Next to email or text you with an invite. By that time all the savvy shoppers will have their slot already booked.

Use our sales calendar above and around 9am, 3-4 days before the sale starts, Next will release their VIP slots. You can check by clicking here* and logging in. Pick the earliest slot available and you'll get an email confirming that straight away.

Half Price Next Unlimited

Next Unlimited* is the delivery plan from Next. It allows you 12 months of unlimited free delivery. If your order is in stock and you place it before 10pm, it's usually a next day service.

Normally, it's £20 for the 12 months, but Next account holders can buy one now to cover the rest of 2021 for just £10. Initially, your account will be charged the £20, but you'll receive a £10 credit back on your account.

With Next Unlimited you're saving on that £3.99 delivery fee per order, and they even include free furniture deliveries which is usually £8 a time.

Prefer to use ParcelShops? Not a worry, these too are covered by Next Unlimited.

No minimum spend applies ever which makes it ideal for shopping their Clearance section or their sales.

Oh and another bonus is that returns are free too!

Next VIP Sale

How do I get a VIP Slot for the Next Sale? Here's how to give yourself the best possible chance.

1. You must have a Next Account*

2. Make sure your Next Credit Account has at least £250 credit available at the time of VIP selection (around a week before the sale is due to start.)

3. Place and keep an order from the current season. Returns do not count.

4. Have returned less than two thirds of the items you've ordered that season.

5. Your email address must be up to date and set to receive sale and promotional emails. If it's not amend and update it by logging into your account.

Now getting a slot is ok, but ideally you want the first slot available and that's where it really pays to be in the know. If you've ever spotted the diffusers, designer trainers and perfume sets on the sale preview and not managed to bag them when your time comes, that's because they've went on the first slot.

Next Sale

If you've ever wondered when the Next sale starts in 2021, you've come to the right place.

This Next Sales Calendar has all the 2021 dates, information, tips and tricks you'll ever need. Ever wondered how to grab a VIP slot for the Next Sale? Read on!

Tip : The Next Clearance updates around 4.30am each morning, (except on a Sunday) so set your alarm. When it updates the best bargains sell out fast. Remember you can refine your search so that you see the lowest prices first.

As regular Next shoppers know, they do not like issuing general voucher codes but that doesn't mean you still can't bag a bargain, even on New Season items, you just have to know how.

Next love their account holders. If you have an account, make sure your email address is up to date and that you've opted in to receive promotional emails. You can check your settings on your account here*

Typical offers include 25% off New Season Collections and invites to special events local to you, which include the chance to buy goods at discounted prices with bubbly and nibbles thrown in. Shopping and champers is my kind of night!

Next Sale Calendar 2021

We'll be listing all the sale dates here, and here are 2020's sale dates to give you an idea of the sale pattern.

Autumn Sale : 2020 Date: Saturday 19th September 2020

Summer Sale 2020: Thursday 2nd July 2020

Boxing Day Sale 2020 : Saturday 26th December 2020

The Spring and Autumn sales are good and there's lots of bargains to be had but the two biggies are the Summer Sale in July and the Boxing Day Sale where's there's bargains galore in almost every department*

Top Tips for the Next VIP Sale

Got your VIP slot and ready to shop? These top tips will make sure you bag those bargains. Even in the first VIP slot the best bargains go like lightning. Here's how to make sure you don't miss out.

1. Your VIP slot will have a "Next Sale Preview" link. USE THIS. Go through it thoroughly, marking everything you want and making a note of the account number. This is crucial, as this is how you will shop the second the countdown ends and your VIP slot begins.

You can always go back and browse later, your slot will be open for a few days, but those branded items sell out super fast. Follow this tip, use the Quickshop on your VIP slot and you won't miss out.

2. If you are browsing the sale and do not add any items to your bag within 20 minutes, you will lose your slot. You do not want this to happen after all your hard work getting there, so add something to your bag as soon as you log in!

3. Not sure if something you have your eye on will be included in the sale? Have a sneaky peek at the label in store a few days beforehand. Staff have told us that items going into the sale will be marked with "special codes" such as B14, G4 and P7. Ignore the letter, the number is the sale price.

4. Check out Next Unlimited*. This is a cracking service if you're a regular Next shopper. For £20 a year you get unlimited next day deliveries and you can even choose a specific time slot. Yes, store collection is free but with each home delivery costing £3.99, Unlimited doesn't take long to pay for itself. You can add this to your account too if you have one.

Next Home And Furniture Sale

Lots of people ask if it's just clothing that's included in the Next Sales and the simple answer to that is "no". Clothing, especially branded clothing like Nike Air Max*and , is popular and included but most departments will have at least 50% off some items and that includes Home and Furniture*. These items obviously have more money off than clothing so it's important you follow the tips above and don't miss out.

The Next Sale is one of few remaining sales that people will still queue for hours for but follow our guide and you can shop from the comfort of your sofa and grab what you want without setting your alarm for 4am!

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Next Sale Calendar 2021 & How To Book A VIP Slot

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When is the next Next Sale? The next one starts on Saturday 27th March 2021. Move now for that first VIP slot! The golden rule here is do NOT wait for Next to email or text you with an invite. By that time all the savvy shoppers will have their slot already booked.

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How Generation X choose to spend their free time. With consumers using Facebook to stay connected with friends.

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Representing 3 in 10 internet users globally, Generation X (aged 37-55 years old) consists of individuals born between 1964-1982.

They're considered a difficult group to reach, mistakenly defined by millennial and baby boomer characteristics.

Quite often dismissed simply as busy professionals, with considerable spending power and family-oriented values, this generation saw the technological revolution hit its stride with the likes of 0G cell-phones, MTV and the birth of the internet.

Our data reveals the truth behind this 'forgotten' generation by highlighting the facts and breaking the common misconceptions about their online habits, sure to give you the upper hand when targeting them.

1. They're quickly catching up on social media.

Despite arriving late to the social media scene, they're rapidly catching up with the millennial and Gen Z audiences that preceded them to these platforms.

Gen Xers average just over 2 hours a day on social media, with those in MEA and LatAm being the heaviest users (at around 3 hours). Of this audience, female Gen Xers spend the longest amount of time here, clocking an average of 2 hours 15 minutes a day, a quarter of an hour ahead of males.

Despite spending less time on social media each day than millennials, by roughly 36 minutes, this difference is gradually shrinking, having fallen from 48 minutes in 2018.

While they spend more time on social media, Gen Xers preference for different platforms is also widening.

Facebook might see the highest membership from this audience outside of China, but, since late 2015, Instagram and Snapchat membership has almost doubled. Meanwhile, TikTok, though far more popular among Gen Zs, is also beginning to take off.

One of the reasons why Gen X's social media time is still on the rise is because they're less keen than their younger counterparts to jump on the digital detox bandwagon.

While younger audiences are actively trying to regulate their digital activity - nearly 3 in 10 millennials and Gen Zs track their screen time each month - only 1 in 5 Gen Xers have done the same.

Another possible reason is that, compared to Gen X, younger age groups are now using social media more passively.

When on these sites, 4 in 10 Gen Zs fill up their spare time or search for funny content, while Gen Xers still flock to their social accounts with a greater emphasis on socializing.

Over 6 in 10 Gen Xers agree the internet makes them feel closer to people.

This is also evident from their most important reasons for using social media.

These sites allow them to stay in touch with friends (35% say this), network with others (28%) and share their photos (27%). In fact, 1 in 4 say they use social media simply because a lot of their friends are active on it.

So how can brands target them on these platforms?

Given the influence active users can have on other like-minded individuals, Gen X are an important audience for brands - with over 1 in 3 following brands they like on social media.

While they spend significantly less time on social media than Gen Z, the likelihood of them discovering new brands via comments or recommendations on these platforms shows little difference (24% of Gen Z and 22% of Gen X typically learn of new brands in this way).

Sharing near-equal methods of brand discovery on social media, Gen X and Gen Z brand interactions here are beginning to catch up too - 18% of Gen Zs clicked on a promoted social network post in the past month, compared to 15% of Gen Xers.

But social media serves two functions here: brand discovery and brand advocacy.

In general, just under 6 in 10 Gen Xers say they regularly inform friends and family about new products. As such, social media makes the perfect space to do this - just shy of 1 in 5 Gen Xers used a "share" button on a website in the past month.

As Gen X further encroaches on the online space formerly dominated by younger audiences, realizing the potential of their influence here is crucial.

But they're not replacing these audiences, they're carving out a reputation as digital individuals, following brands and each other with the intention of spreading the word wherever they can.

2. They're shifting to digital media fast.

Just as they've caught up with the social media revolution, they're making strides toward new media and devices in general, giving marketers the chance to reach them in new places.

In 2015, Gen Xers spent just under 4 hours a day using PC/laptops, 35 minutes ahead of Gen Zs. But now, despite being the first generation to experience these devices as the norm, their use of these devices has fallen to around 3 hours and 18 minutes and on a par with Gen Zs.

Instead, they've flocked to smartphones. Since 2015, the average time spent on this device by Gen Xers has climbed from 1 hour 52 minutes, to 2 hours 45 minutes everyday - a far cry from the 4 hours a day Gen Z's spend here, but enough to disrupt their PC/laptop usage greatly.

Given the ubiquity of smartphones, this is to be expected. But it does demonstrate that they're far from being a traditional audience, having embraced mobile just like their younger counterparts. It's their time spent reading press that highlights a readiness to disregard offline media in favor of digital.

Today, they spend around 47 minutes reading physical press, falling behind online press, where they spend just over an hour everyday.

It's younger audiences, however, that are turning to physical press.

For example, Gen Zs are now reading this form of media for at least an hour a day, 10 minutes more than Gen Xers and more than 20 minutes more than they were in 2015.

But that's not to say they're moving on to digital media entirely.

Gen Xers looked to TV as the go-to device for almost everything entertainment in their youth, which is why they're now spending over 2 hours a day watching linear TV, 23 minutes more than millennials and 45 minutes more than Gen Zs.

Moreover, 36% of Gen Xers discover brands via ads seen on TV - more so than younger generations and second only to baby-boomers (43%) - making this an important touchpoint for media planning.

Online TV, however, is yet to take off with this audience, who spend 1 hour 12 minutes a day here, compared to around an hour and a half for Gen Zs. But, given the rate at which Gen Xers are edging toward this form of media, this is likely to change in the future.

For example, though time spent watching linear TV remained stable since 2015, online TV has risen by 30% in the same timeframe.

Generally, smartphones have opened the door to watching online TV - over 1 in 3 internet users watch subscription services via mobile. But Gen Xers are yet to catch up here, with 1 in 4 watching online TV in this manner, still preferring traditional TV sets to watch online TV (34%).

Watching TV on smartphones has surpassed the use of PC/Laptops for Gen Xers. Given the manner in which mobiles have overtaken PCs across the 36 online activities we track for Gen Xers, the gap is expected to widen in the future.

Gen Xers are a generation with intrigue toward the new, exemplified by their increasing use of social media, smartphones and online press, and with this level of digital flexibility comes the opportunity for brands to reach them in far more places.

3. They're no technophobes.

Generally speaking, it's common to associate new technology with younger audiences. Over two-thirds of Gen Zs agree they are constantly connected online (69%), compared to only 44% of baby boomers who say the same.

However, this is a classic example where Gen X is misappropriated with these neighbouring generations. Following closely behind Gen Zs, 6 in 10 Gen Xers say they're constantly connected online (62%).

We've already seen how quick they've adopted social media and online shopping into their purchase habits, but they're the generation who's first to look to the internet when they need information in general (80% say this).

Gen X are, in fact, engaged with new technology more than you might think, with over 4 in 10 (45%) sharing a general interest in technology and half agreeing that its very important for them to have the latest technological products - a figure that only rises slightly for Gen Z's (54%).

In a world where tech angst is rising, Gen Xers are yet to experience the same problem as younger audiences, being relatively unfazed by technology's rapid advancement; while 39% of Gen Zs claim technology makes life more complicated, 36% of Gen Xers share the sentiment.

For this generation, technology is a vast improvement in day-to-day life and they're keen to invest in tech that can improve it further.

Take smart home products as a prime example of this; 3 in 10 smart home product owners are Gen X - with the most popular product being smart speakers, used by over half of those who own a smart home product.

Though these devices are relatively niche, Gen Xers prove that older audiences are willing to adopt new technology if it can provide value in their daily life.

This is where smart utility and security devices factor in. Owned by over 3 in 10 Gen Xers with smart home products, these devices can assist them with controlling thermostats, lights and other household fittings.

However, there are some examples where this audience, tech-oriented as they might be, are actually still fully cemented in their ways.

4. A multi-device approach is important in reaching them.

As the generation who championed mobile phones and PCs in their earliest iteration, they've no trouble using either of the two devices to accomplish an array of online tasks.

Smartphones are the go-to device globally for all internet users, and Gen Xers are no different, using the devices more than PCs to perform all of the online activities we track.

But compared to younger internet users, despite adapting to using the smartphone for more activities than PCs/laptops, they still spend more time online using PCs everyday than mobiles (around half an hour longer).

Gen Xers have yet to reach the mobile tipping point and strategies should be in place for both smartphones and PC/laptops.

Having witnessed the first home computers in the 1970's/80's, Gen Xers are more comfortable using computers for certain activities, the majority of which are commerce related.

For example, just under half of this group search for new products on PCs/laptops, with a further 41% saying they purchased a product online here. This is 13% more likely than other internet users, and their second most-distinctive online activity on this device.

If we split across the world regions, the picture is significantly different. Generally, mobiles have the lead in APAC, LatAm and MEA regions, where consumers are typically more mobile-centric - over half of Gen Xers in APAC purchased a product online via smartphone against just over 1 in 3 in Europe.

The majority of Gen Xers in Europe and North America, where internet penetration is higher, are still more likely to reach for a desktop for these activities in the consumer journey - 54% of Gen Xers in Europe, and 58% in North America purchased products on this device.

Are they really forgotten?

Gen Xers, despite having wasted no time in adapting to modern technology, ecommerce and social media are disregarded in favor of millennial and Gen Z audiences, who have been key in impacting digitally-forward consumer trends.

As with any generation, the deal-breaker is to understand the needs of Gen X without generalization, preparing for online and offline engagement equally.

With a social mindset and varied range of methods to discover, advocate and purchase products, Gen X's interaction may prove just as rewarding as the other audiences we spotlight.

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Representing 3 in 10 internet users globally, Generation X (aged 37-55 years old) consists of individuals born between 1964-1982. They're considered a difficult group to reach, mistakenly defined by millennial and baby boomer characteristics.

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Busy professionals, young at heart, determined to try new things.

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Business Clan - Partner with us to grow your business

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Are your customers Baby Boomers, Gen Xers, Millennials or Generation Zs? Most likely, they are a mix of at least two of these generations, but how well do you know the differences between them? Learning as much as you can about each group will help you to develop and fine-tune your marketing strategy so that your messaging resonates more soundly with its intended audience.

First steps to marketing to different generations

The reality of 21st century marketing is that the one-size-fits-all campaigns of old don't work! If you want to develop a marketing strategy that truly engages your target audiences it's essential to understand the differences between the generations and deploy tactics specifically designed to engage each of them. These days audiences increasingly expect personalised and tailored content and your strategy should reflect that. So, as you develop your plans, it's worth taking note of these general points:

Segmentation by life stage and other factors is important to make sure you get the right message to the right audience at the right time.

Use audience insights to connect with your target audience.

For most businesses, target audiences are spread across several generations.

Never assume that tactics that work for one demographic will work for another: reaching and engaging each generation requires different marketing communication efforts.

Learn to adapt your marketing messages to each generation in a way that resonates with them.

Each generation has grown up with different technological advancements in different social and political environments.

The four main generations

Baby Boomers: age 55-73
Mainly retired, Baby Boomers were born between 1946 and 1964

Generation X: age 39-54
Mature, working, born early to mid-1960s to early 1980s

Millennials: age 24-38
Young, working, born early 1980s to mid-1990s

Generation Z: age 9-23
Teenagers, born approximately between 1995 and 2010

Marketing to Baby Boomers, born between 1946 and 1964

Still, just, the largest generation, Baby Boomers will soon be eclipsed by Millennials in the overall population, but they remain a critical segment of consumers.

Baby Boomers: characteristics

Baby Boomers appreciate both traditional and 21st century marketing: they're retired or are preparing to retire and have accumulated savings so they have money to spend.

They are generally comfortable using text messaging and other basic apps on their smartphones, but they spend considerably more time on computers than on mobile devices.

Social media for Boomers is, well, social - they enjoy using it for catching up with their grandchildren and friends, but they are not likely to respond well to a hard sell from an online ad.

They are very loyal, especially to brands they have known and used all their lives.

Best channels

Among the digitally-connected generations, Baby Boomers are the most likely to respond to more traditional (offline) marketing methods, so consider a mix of approaches when planning your campaigns. The three most effective channels are:

Email marketing: a huge 95% of Boomers will opt for email over instant messenger.

Search: PPC, SEO and content (inbound) marketing. Search dramatically outperforms viewing online videos and social media in getting Boomers to take action, including making a purchase.

Television.

Key marketing techniques

The biggest pet-peeve of the Boomer generation is feeling ignored or overlooked by Millennial-focused marketing. They like:

Face-to-face communication and phone numbers with real people who answer!

Well-written content without slang or hashtags.

Products that look expensive, but have bargain prices, that appeal to their younger years and that provide a way to improve their lifestyle.

Simple uses of technology.

Marketing to Generation X, born between 1965 and 1976

Known as rebels in their youth, Gen Xers are now middle-aged, with the oldest in their 50s, and the youngest in their 40s.

Generation X: characteristics

Generation X is the work hard play hard generation; they're determined to try new things and stave off old age for as long as possible.

But they are time poor. The majority are busy professionals with families so they don't have time to explore the digital world in the same way as younger generations.

However, they have fully embraced digital media and are almost as present on social as Millennials.

Older Gen Xers have some traits similar to Baby Boomers, but the younger ones behave more like Millennials.

More than any other generation, Generation X likes to research while shopping online. They read more reviews and visit more opinion sites than any other generation and around half are motivated to make a purchase by coupons or discounts.

As a generation they wield great spending power.

Best channels

Facebook is way ahead of the pack as their social hub, but like Baby Boomers they are most likely to use it for news and keeping in touch with their friends.

Email marketing is key: Xers are influenced more by the ease of doing business than by personalised brand interactions.

They now prefer mobile across every stage of their online purchase journey.

Broadcast TV is still their biggest source of entertainment although they have also embraced all things digital, especially online TV and streaming services.

They are the first generation to spend more daily time reading digital press than print.

Key marketing techniques

Generation X is brand loyal so make sure to build brand trust. Loyalty schemes can work really well for this generation so consider offering loyalty points. This should lead to them advocating your brand in return.

Show them the practical uses and value of your product in an authentic way.

Use visually engaging and vibrant video content.

Make the sure the path to purchase is easy, for example by providing straight forward click through links to your website.

Marketing to Millennials, born between 1977-1995

The generation born within the 20 years leading up to Y2K is Generation Y. They are more commonly known as Millennials.

Millennials: characteristics

Soon to become the largest demographic age group overall, Millennials are already the largest generational workforce in the UK. The Millennial generation is generally well-educated, very tech-savvy and quick to adopt new technologies.

Idealistic and socially conscious, Millennials want to make a difference in the world and tend to be green consumers that seek to make ethical buying choices.

They are notoriously distrustful of commercial advertising. They seek honesty, integrity and respect; they reward authenticity and love to have their feedback heard.

Millennials don't want to be marketed 'to' or 'at'!

They do, however, want an opportunity to experience and be entertained by your brand: they respond well to brand advocates and influencers.

They are influenced by their peers.

They undertake a significant amount of research and comparison before purchase and their buying decisions are heavily influenced by loyalty offers.

Best channels

Facebook is their favoured social network, but Instagram is also a key channel.

Millennials rarely watch 'television': they find Netflix and online offerings much more appealing.

Millennial shoppers LOVE Amazon - Amazon Prime in particular!

Social media is where Millennials spend most of their time online.

Marketers targeting Millennials need to recognise the value of mobile channels.

Key marketing techniques

Nurture affiliations with non-profit organisations and other charities and consider donating to good causes-ideally ones linked to your brand.

Millennials want to be part of the creation process so encourage user-generated content. Get them talking about your brand and/or products to generate an organic, largely self-sustaining buzz.

Positive reviews are essential.

Paid ads and promotions on social media can be very effective.

Be honest and direct: never shortcut or try to mislead millennial prospects.

Personalisation matters to Millennials: treat them like real people and where possible tailor your ads, mailshots and promotions for individual consumption.

Focus on providing added value.

Allow Millennials to experience your brand rather than simply trying to sell them your products.

Create content that is informational and actionable.

Limit email marketing: they don't check their email as often as Gen Xers.

Millennials crave convenience in any new product offerings - think Uber!

Marketing to Millennials: in summary

If you can get an influencer on side, generate a social buzz, garner a strong portfolio of positive reviews and commentary about your goods or services and receive positive publicity for your brand's ethics and eco-credentials, Millennial heads will turn your way!
Ralph Lauren recently used Instagram Stories to amplify its 50th anniversary celebrations which helped lift sales by 18% amongst Millennials.
Marketing to Generation Z, born between 1996 -2010

While some older people may think of anyone younger than Generation X as Millennials, there is actually a younger generation.

Generation Z: characteristics

Generation Z has an attention span of eight seconds or less and they bounce between at least five screens - smartphone, tablet, laptop, desktop, watch, game consoles and TV.

Friends and family influence them the most.

Brand loyalty isn't that important; they care more about quality than loyalty.

Meaningful interaction is key.

Good or bad, they'll probably be sharing their opinion on social media.

They're acutely aware of environmental, political, and socio-economic problems and so, like Millennials, Generation Z is keen to support brands that are ethical, caring and striving to do the right thing.

They don't value formal education as much as other generations do.

Authenticity is king: keep things brief, relevant and authentic.

Many Generation Z consumers participate in activities that may not previously have been the norm for their gender.

Generation Z YouTube subscribers relate to YouTube creators more than traditional celebrities.

Best channels

Netflix is their go-to network.

Ensure you develop a YouTube element in your Gen Z content marketing strategy and bump up your presence on Snapchat.

Snapchat's location-based features like Snap Map or Apple's Find My Friends truly engage Generation Z.

Use short formats like YouTube bumper ads (restricted to six seconds) for video advertising.

Instagram stories also work well for Generation Z

Key marketing techniques

Make your products and places 'Instagrammable'.

Optimise your mobile experience.

Market and communicate to Gen Z in their language: 🤣🙏💋

Video based content designed to empower and motivate is best.

Content should be kept short, positive and visually pleasing.

Reach out to micro-influencers in your niche - they hold more sway than celebrities over Generation Z.

Take them behind-the-scenes and show them how your business works.

Host competitions, games, and events, and ask for ideas and feedback on product/brand designs.

Generation Z consumers were raised in a world of personalisation so it is vital to personalise shopping experiences and relate to them on a human level.

Marketing to Generation Z: in summary

Generation Z sees the world differently and their view influences their purchasing decisions. They expect marketers to provide them with highly personalised experiences to meet their individual needs, so to grab and keep their attention for at least eight seconds you will need to:

Use a mobile-optimized website theme, simplify your checkout process and create content with mobile devices in mind.

Make sure your content (organic and paid) naturally and authentically integrates into their feeds.

Be aware of their growing dislike of blatant advertising.

Generation Z is the first generation never to have known an analogue world. They are immersed in digital multimedia.

Taking account of the different generations in your marketing strategy will help you to achieve your business goals
Every generation has unique expectations, experiences, generational history, lifestyles, values, and demographics that influence their buying behaviours. Being sensitive to these will help you to become more conscious of and responsive to your customers' needs and behaviours. Getting the mix right and adjusting your strategies to factor in the different characteristics and behaviours of the generations will make it easier to build relationships, gain trust, and close business.

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How to market to different generations: a step-by-step guide - Business Clan - Partner with us to grow your business

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Are your customers Baby Boomers, Gen Xers, Millennials or Generation Zs? Most likely, they are a mix of at least two of these generations, but how well do you know the differences between them? Learning as much as you can about each group will help you to develop and fine-tune your marketing strategy so that your messaging resonates more soundly with its intended audience.

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Which platforms does each generation prefer.
37% of Gen X said they are more likely to use social media than brand websites to research products before purchasing.

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Social media has gained substantial momentum over the last few years, with more people using social media platforms globally than ever before. Global Web Index's latest reports illustrate just this. They've found that the average time spent on social media each day is 2 hours and 24 minutes, a significant increase from the 1 hour and 41 minutes recorded in 2014.

Of course, there are generational differences to consider:

Gen Z (16-22) spend just under 3 hours a day on social media

Millennials (23-36) spend around 2 and a half hours a day on social media

Gen X (37-54) spend between 1 and a half and 2 hours a day on social media

Baby Boomers (55+) spend up to 1 and a half hours a day on social media

Unsurprisingly Gen Z are the most frequent social media users, but Baby Boomers have significantly increased their use of social media networks and apps over the last few years. Globally, this increase varies from +13% to +66% since 2015. This shows Baby Boomers are more digitally savvy than we might have thought as they are actively using digital platforms in their everyday lives.

Global Web Index found that 97% of people who use the internet also used a social media platform in the last month. This illustrates that being an internet user goes hand in hand with being a social media user. Those that use social media are also likely to use multiple networks, with the average person having 8 accounts. Perhaps this is due to the increasingly diverse range of platforms providing a more varied choice over the last few years.

Generational differences in social media platforms

When it comes to which platforms are most popular, there are generational differences to consider. TikTok is a prime example, around 44% of its users are aged 16-24. This demographic look for brands that are 'trendy, cool, young, exclusive and bold'. TikTok provides marketers with a great opportunity to promote brands through engaging and striking content that resonates with these users. Earlier this year TikTok integrated ads into the app's main video feed and introduced a marketplace for you to bid for impressions, making the marketing proposition even more appealing.

Instagram is a popular choice for all generations, and it has gained popularity in recent years. Since 2014, there has been a 17% increase in the number of Gen Z's and Millennials who said they used Instagram in the last month. Gen X have also started to use the platform more, with a 38% increase since 2014. Even more striking is the 98% increase in Baby Boomers who said they had used Instagram in the last month.

Instagram continually innovates to keep its platform front of mind. Earlier this year Instagram announced it would be updating its Boomerang editing feature to give users more options to edit their videos. Last week, Instagram launched a new tool called 'Reels'. The tool enables users to create short form videos (up to 15 seconds) and allows you to integrate audio from other users (very similar to the 'Duet' functionality in TikTok). Perhaps Instagram is taking tips from TikTok to try and compete for the apps' unrivaled popularity with Gen Z.

WhatsApp is also proving popular; the app has seen an increase in use across all generations since 2016. The percentage of Gen Z that said they had used the app in the last month was up 25%, while Millennials were up 15%. Both Gen X and Baby Boomers also increased their use of WhatsApp since 2016 at +26% and +65% respectively.

Despite these upward trends, Facebook remains the most popular social media platform in terms of membership and YouTube holds pole position as the most used platform.

Motivations for using social media

People's motivations for using social media have changed over the years. Whilst sharing personal opinions and networking with friends was one of the most common motivations a few years ago, this is no longer the case.

In 2019, the most cited motivator for using social media was to stay up to date with the latest news. In fact, Global Web Index found that 43% of respondents said they had read a news story on Facebook in the last month (up 67% compared to 2014) and 51% of respondents said they had read a news story on Twitter in the last month (up 183% compared to 2014). Global Web Index also found that there was a 175% increase in using social media to watch sports from 2016 to 2019.

Across all generations researching products to purchase is a primary motivation for using social media. 48% of Gen Z said this was a key motivation for using social media. Similarly, 37% of Gen X said they are more likely to use social media than brand websites to research products before purchasing. For Baby Boomers, social media is now in their top 5 for product research sources. Millennials like to use live chat services to research products and they are more likely to discover brands by celebrity endorsements often promoted on social media.

This illustrates that social media platforms have taken on a much more functional purpose. Perhaps this has been driven by the onset of 'social commerce', with many platforms integrating shoppable posts that provide a much quicker and convenient way to purchase products. This certainly presents a lucrative opportunity for brands to be marketing their products and services on social media platforms. Incorporating social media influencers, paid advertisements and creating branded content that is both engaging and shareable are key strategies you can use to reach consumers.

It's clear that the social media landscape is changing both in terms of its purpose and who uses it. Social media is no longer exclusive to younger 'tech-savvy' Gen Zs and Millennials, it is transcending generational differences. With the advent of new social media platforms it's likely we will continue to see a diversification in people's motivations for using and propensity to use social media in the future. Marketers should be aware of these emerging trends to ensure their business' stay front of mind on social.

Want to learn more about Facebook, Twitter, Instagram, LinkedIn or TikTok? Contact our Group Social Media Manager, Jade at jade.margiotta@social.co.uk to discuss our bespoke social media training workshops!

Sources:

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The latest Social Media trends you should know about | SOCIAL

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Social media has gained substantial momentum over the last few years, with more people using social media platforms globally than ever before. Global Web Index's latest reports illustrate just this. They've found that the average time spent on social media each day is 2 hours and 24 minutes, a significant increase from the 1 hour ...

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10% of Generation X are using Tik Tok. Their children would be getting them involved in different social media channels.

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TikTok to the moon? The app is outgrowing its Gen Z stereotype

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To find out where TikTok is headed, Fortune and SurveyMonkey polled 2,554 U.S. adults between January 11 and 12.

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Which age group uses which Social media platform?

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Which age group uses which Social media platform?

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Looking for the latest social media demographics for 2023?

You've hit the jackpot.

The importance of a data-driven social strategy can't be overstated - up-to-date demographics are crucial to marketers.

Because the social space is constantly evolving. With more networks available than ever before, you need to spend your time and budget wisely. Specifically, you should focus on where your customers are.

And while you may think you know which networks matter most to your target audience, 2023's numbers might surprise you.

Social media demographics: the numbers you need to know

From choosing your priority platforms to conducting market research, demographic data is key to understanding which networks and campaigns deserve your attention.

Want to know which apps are up-and-coming? Curious about new opportunities to cross-post your content? Worried that a network might be "dying?"

We've got you covered.

Below is our list of must-know social media demographics for 2023 (and beyond). These numbers are based on the latest research and social media statistics available at the time of writing.

And as an added bonus, we've also highlighted strategic takeaways for each network to guide your social marketing strategy.

Facebook demographics and usage

Takeaways from Facebook demographics for 2023

Facebook still remains the largest social platform among consumers and marketers.

Case in point: Facebook accounts for the bulk of Meta's ad revenue versus Instagram (58% to 41.5% of $121.9 billion).

Still, time spent on Facebook continues to fall as overall social media usage grows.

Following 2022's social media demographic data, younger users continue to flock to TikTok and Snapchat .

Instagram demographics and usage

Takeaways from Instagram demographics for 2023

The platform's growth remains steady after experiencing a boom period in recent years.

Instagram saw a small (but notable) flip in its age demographics. The platform boasts a slightly larger percentage of Gen Z users versus Millennials.

As far as social media age demographics go, Instagram maintains a firm hold on both generations - these groups make up roughly two-thirds of their base.

Losing its status as the "hip" social network to TikTok, the platform doubled down on Emphasis on short-form video seems to be paying off. In fact, Reels reportedly drive Reels. the most engagement on the platform.

TikTok demographic data and usage

Takeaways from TikTok demographics for 2023

TikTok's popularity and growth remain unprecedented. There are over 150 million active users on TikTok in the United States alone.

Not only is TikTok's user base booming but also its daily activity. TikTok boasts the highest average time spent per day of any network.

The fact that the platform's gender demographics are leveling out is also notable. Last year, the split was 61% female and 39% male. This signals TikTok's status as a staple social app among the population at large.

As more and more brands get on board, we're seeing influencers do the same.

TikTok is ramping up and "maturing" to meet the needs of its business-minded users. New features include more advanced ads and CRM integrations.

Twitter demographics and usage

Takeaways from Twitter demographics for 2023

Twitter's usage and growth have remained fairly consistent year-to-year.

It remains to be seen how the recent shake-up in Twitter's leadership will impact the app long-term. The same goes for features like Twitter Blue and the platform's ads.

Some reports note a spike in activity while others note a migration away from the app.

One-third of Twitter users are college-educated and make more than $75K annually, highlighting the platform's highly-educated and high-earning base.

Twitter's status as a place to discuss events and gather breaking news make it a prime place to share content and drive discussions.

Takeaways from LinkedIn demographics for 2023

Conventional wisdom might say that LinkedIn exclusively caters to an older audience. That said, Millennials dominate the platform.

LinkedIn continues to net record revenue and user growth. This growth was driven initially by the pandemic and continued during the shifting job market.

The platform's demographic of high-earning B2B professionals makes LinkedIn a potential goldmine for ads.

According to LinkedIn themselves, it's the top-rated social network for lead generation. This makes LinkedIn a prime source for B2B marketers looking for motivated audiences and communities.

Beyond the 200 million LinkedIn users in the US, the platform has a massive international reach.

Pinterest demographics and usage

Takeaways from Pinterest demographics for 2023

The platform saw a surprising spike in male users during 2021 but Pinterest's core demographic remains female.

The platform's dedicated base of 450+ million monthly active Pinners continues to grow. This number is up from 400 million in 2022.

Pinterest is perhaps the most produced-focused of any social network, signaling big opportunities for ads (hint: 45% of Pinterest users have a household income of $100,000+).

Shopping-centric organic content is fair game, too - almost 70% of users say they trust Pinterest and it's their favorite place to research products.

Pinterest is unique when it comes to demographics on social media due to its 1) gender split and 2) wide age range of its users.

Snapchat demographic data and usage

Takeaways from Snapchat demographics for 2023

Although Snapchat may not be the most talked-about or "trendy" network anecdotally, the platform saw growth in 2022.

Snapchat is still huge with the younger crowd, although it recently lost its top spot as teenagers' go-to network. The platform continuously emphasizes its popularity with Gen Z.

Even if you aren't active on Snapchat, it's a prime place for trendspotting and learning what younger consumers want.

With Snapchat's steady growth in revenue, the platform isn't going anywhere.

YouTube demographics and usage

Takeaways from YouTube demographics for 2023

YouTube's popularity among younger users highlights the ongoing, long-term shift toward video content.

The growth of YouTube Shorts is notable as the platform looks to tap into the power of short-form video.

Marketers note that YouTube is still a sort of land of opportunity advertising-wise. The platform's ad revenue held steady from where it was last year as it approaches $30 billion annually.

This revenue growth signals not only the platform's influence as a social network but also as a go-to streaming service.

Still, the majority of users claim to use YouTube for entertainment rather than to find brands and products. Brands still have a lot of work to do on the platform, finding a balance between entertainment and advertising.

Are social media demographics part of your strategy?

Keep in mind that this data is generalized across billions of users and serves as a starting point for brands looking to prioritize their social platforms.

If you're looking to expand your reach, we recommend looking into the demographic data from your own social presence to see how it compares to the averages above.

These social media platform demographics

Whether these numbers confirm what you already suspected or serve as eye-openers, make sure to bookmark them as you iron out your social strategy for 2023.

And speaking of which, make sure to check out our free social media templates to keep you organized every step of the way.

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Social media demographics to inform your brand's strategy in 2023

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Need an up-to-date list of social media demographics? Check out our breakdown of 2023's numbers and trends you need to know.

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Number of people using each social media platform defined in age groups.

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Social media sites are used by more than two-thirds of internet users. How has social media grown over time?

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NEXT attract the young busy mum and then work on ways to keep her with the brand.

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Company Perspectives:

Next's mission is to be the natural choice retailer in the UK for fashion aware men & women who expect style, distinction & quality from their clothing.

History of Next plc

Next plc designs, manufactures, and distributes clothing and home furnishing and accessory items to nearly 330 Next retail stores and through the company's Next Directory mail order sales catalog. Almost all of Next company-owned stores are located in England and Ireland. After ending a brief international expansion--in 1999 the company closed its seven company-owned foreign stores, including its five U.S. retail stores--Next has shifted its international strategy to brand expansion focused on franchising. Next operates franchises in some 20 international markets, especially in the Middle Eastern and Far East Asian markets. The difficult economic climate in the Asian markets in the late 1990s has curtailed the Next franchise expansion, however; after building to 43 franchised locations by 1998, the company entered 1999 with just 35 franchise stores.

At home, Next operations are divided into two complementary activities: retail stores and catalog sales. At the beginning of 1999, the company operated nearly 330 Next retail stores throughout England and Ireland, with total retail sales space of some 1.35 million square feet. Average store size is 3,500 square feet. Next, however, has been phasing out or extending its smaller stores--some of which are as small as 500 square feet--in favor of a larger multidepartment store concept with an average selling space of 14,000 square feet. Next retail operations provided more than £821 million of the company's total sales in 1998, while representing more than two-thirds of operating profits.

Once a separate division of the company with its own product offering, the Next Directory catalog sales operations have been dovetailed with those of its retail stores activities so that, in the late 1990s, the two divisions offer the same product lines under the company's "One Brand--Two Methods of Shopping" strategy. Next Directory offers a shop-at-home concept with fast delivery turnaround times of as little as one-day delivery. The hardbound catalog, which in ten years of existence has become something of a British shopping mainstay, is delivered to nearly 900,000 active customers, providing nearly £270 million of the company's 1998 total sales.

Next pursues a strategy of selling almost exclusively company-designed clothing, accessories, and other merchandise under the Next and other brand names. In this way, the Next product offerings of womenswear, menswear, childrenswear, and home furnishings are available only through the Next retail and catalog channels. Targeted at an age range between 20 and 46, with a focus on the 25--35 age group, the Next product range features high-quality, contemporary but not trendy styling, priced at levels affordable to the company's targeted middle-class market. The company employs its own design staff to keep an eye on seasonal trends and to create each year's clothing offerings accordingly.

Manufacturing is done primarily on a contractor basis, guided in part by the company's Hong Kong office. Next also operates several specialized warehouses ranging in size from 300,000 square feet to more than 600,000 square feet. Distribution to retail stores and to some Next Directory customers is handled by third party operators.

In addition to its retail store and catalog sales operations, Next offers financial services, particularly Next brand credit financing. Another growing division of the company is its Club 24 customer service subsidiary, which, under the Ventura name, operates call centers providing customer service and other services. Ventura's participation in the company topped £100 million in 1998.

Next Plc has been guided by chief executive officer David Jones since 1988. The company trades on the London Stock Exchange.

From Tailor to Trendy in the 1980s

By the time of Next plc's formation in 1981, the company had already been clothing England for more than a century. The company's origins were with the operations of J. Hepworth & Son, Gentleman's Tailors, founded in Leeds in 1864. Over the next 50 years, Hepworth & Son would expand, forming a nationwide retail chain of principally men's clothing. The company would long remain a mainstay of the United Kingdom's high street shopping districts.

Hepworth & Son's continued expansion led the company to go public in 1948. By the late 1970s, however, Hepworth & Son had begun to suffer from old-age pains and, especially, from its conservative image. Led by chairman Terence Conran, however, Hepworth & Son made a bold move to remake itself completely at the start of the 1980s.

In 1981 the company acquired the Kendalls retail store chain. The Kendalls chain, with some 80 locations, catered to the womenswear market, complementing the Hepworth & Son menswear line. If Kendalls also complemented Hepworth & Son's somewhat stuffy image, the acquisition would serve as a strong stepping stone for the company's move to transform itself into a full-line clothing retailer.

With the Kendalls acquisition, Conran brought in a new chief executive, George Davies, and gave Davies instructions to reinvent the Kendalls chain. While remaining in the womenswear segment, Davies turned the company toward sales of company-designed and branded merchandise. This merchandise would be sold under a new name and retail store concept, Next, at the former Kendalls locations.

The first year of Next brand operations would see a turnover of more than £82 million. By the end of 1982, more than 70 Kendalls locations had been converted to the Next concept. The Next sales would provide steady growth to Hepworth & Son's annual sales, which reached £108 million by 1984. That year saw the launch of a new Next brand range, men's clothing, as the Next for Men retail store concept took over many of the Hepworth & Son retail locations. By the end of 1984, the company, still called Hepworth & Son, operated 52 Next for Men shops.

In that same year, Hepworth & Son extended the Next retail concept to open the first multidepartment Next retail store. Featuring the company's lines of menswear and womenswear, the new Next concept, which opened first in Edinburgh, also included a shoes department and a café. The success of the Next concept continued to see the replacement of much of the remaining Hepworth & Son retail stores with Next for Men signage; at the same time, the company extended the Next name into entirely new locations. By the end of 1985, the company operated some 130 Next for Men stores.

The company also expanded with a new product category--and retail format--in 1985 with the launch of the Next Interiors concept. Featuring home furnishings under the Next brand names, the Next Interiors line also would be incorporated in the company's growing numbers of multidepartment stores. The first Next store to feature all of the company's product lines would open in 1985 in Regent Street, London. In that year the company also made a new acquisition, of rival clothing retailer Lord John.

Hepworth & Son had all but been replaced by the Next name. In 1986 this change was made official with the adoption of a new company name, Next Plc. One of the new Next company's first acts was to make a new acquisition, that of the mail order business Grattan Plc. With this acquisition, the company began to prepare its entry into the catalog sales channel; the Next Directory would be launched&mdashø great success--in 1988.

Meanwhile, Next had undergone an aggressive expansion. Apart from boosting the number of retail locations--which reached some 750, primarily single-department stores by 1986--Davies led the company on a diversification binge that would see the company's revenues explode from £190 million in 1986 to more than £1.1 billion in 1988. By then, the Next empire would encompass not only the Grattan mail order business, but also the Salsburys and Zales jewelry chains, acquired by Next through parent Combined English Stores Group in 1987; newsstand operations, added with the acquisition of Dillons-Preedy, also in 1987; and an investment in the nascent British Sky Broadcasting Company.

The rise in sales brought about by the company's increased operations did not, however, translate to a corresponding boom in profits. Despite turnover of more than £1 billion, Next would see only some £81 in net profits in 1988. Profitability for the diversified company proved only temporary; hit by rising costs, a heavy debt load, and increasing competition from a new field of smaller, trendy shops (emulating in part the Next concept), Next would see its profits slump into losses in 1989.

Focusing in the 1990s

A boardroom battle ensued, costing George Davies his job. The CEO position was filled by David Jones, who had held that position for Next's Grattan subsidiary. Jones led Next through a streamlining operation, bringing the company back to its core clothing and home furnishings sales by the early 1990s. The company's noncore operations were sold off, starting with its jewelry store holdings to the Ratners Group in 1988, and ending with the sale of the Grattan mail order subsidiary to the German mail order specialist Otto Versand in 1991. In that same year, Next wrote off its British Sky Broadcasting investment.

The streamlining would prove costly for the company. By 1991, with turnover cut back to £878 million, the company posted a net loss of £445 million. Meanwhile, as Next shed its noncore activities, it also began streamlining its remaining operations. Whereas previously Next had manufactured much of its own range, it now began closing factories and outsourcing its production needs to third parties. The company's restructuring also would see the closing of nearly half of the existing Next stores as the company dropped money-losing locations and moved to convert the Next brand from several store signs to a single, multidepartment format.

By 1992, the company was back in the black; the trimmed-down operation, now with some 310 remaining stores, saw its sales cut back to £462 million, with a profit of £11 million. To solidify its position, Next embarked on a new strategic drive of "One Brand, Two Methods of Shopping." Whereas the company's Next Directory sales had featured product offerings different from those offered by the Next retail store chain, the two sales operations now were brought together to present the same Next brand products to the company's customers.

Next could then turn to new expansion activities. Until the 1990s, the company's focus had remained entirely on the United Kingdom and Ireland. The company now sought to export the Next brand overseas. For this, the company would use multiple approaches. For entry into the Asian, Eastern European, and Middle Eastern markets, the company chose a franchising approach, partnering with local businesses with knowledge of their markets. In the United States, Next entered a joint venture partnership to import the Next brand. The first Next store opened in Boston in 1993, followed by four more U.S. stores by the mid-1990s. Finally, for the company's entry on the European continent, the company chose to launch the Next brand in France, opening a company-owned store there. Another Next store would follow in Belgium.

Next also was seeking to branch out from the Next retail brand. In 1994 the company bought into a joint venture with Intimate Brands to operate that company's U.K.-based chain of Bath & Body Works shops. Next also moved beyond retail, taking over operations of the Ventura customer-service and call-center service provider.

By 1995, Next's annual sales had topped £650 million, for a net profit of more than £80 million. While the total number of company-owned stores had remained at slightly more than 300 retail stores, the company had engaged on a program of phasing out many of its smaller stores in favor of the larger, multidepartment Next concept. This was heightened as more and more stores began including the company's Next Interiors line in addition to its men's, women's, and children's clothing.

Next's sales would boast strong growth in the second half of the 1990s, jumping to more than £1.1 billion by year-end 1998. In that year, however, the company renounced its North American expansion effort, which had been less than successful. The company's five U.S.-based stores, as well as its stores in France and Belgium, were closed in April 1999. Regrouped around its U.K.-based retail and catalog sales operations, while focusing its international expansion around the Next brand franchise, Next looked toward the next century of retail sales.

Principal Subsidiaries: Next Retail Limited; The Next Directory; Next Financial Services; Club 24 Limited; Ventura; Clydesdale Financial Services Limited; Callscan Limited; Callscan Australia (Pty) Limited; Next (Asia) Limited; Next Distribution Limited.

Additional Details

Public Company

Incorporated: 1864 as J. Hepworth & Son

Employees: 19,000

Sales: £1.24 billion (US $1.9 billion) (1999)

Stock Exchanges: London

Ticker Symbol: Next

NAIC: 44812 Women's Clothing Stores; 44811 Men's Clothing Stores; 44813 Children's & Infants' Clothing Stores; 45411 Electronic Shopping & Mail-Order Houses; 442299 All Other Home Furnishings Stores

Further Reference

"Next Brings the Flavor of England to N.Y. Area," Women's Wear Daily, August 27, 1997."Next Has a Knack for Hits," Women's Wear Daily, September 28, 1995. Next Factfile, Leicester: Next Plc, 1997.

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Next plc - Company Profile, Information, Business Description, History, Background Information on Next plc

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Next's mission is to be the natural choice retailer in the UK for fashion aware men & women who expect style, distinction & quality from their clothing. Next plc designs, manufactures, and distributes clothing and home furnishing and accessory items to nearly 330 Next retail stores and through the company's Next Directory mail order sales catalog.

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Which beauty products are consumers using or buying more since lockdown.
Consumers have focused on skin care, buying moisturisers, face masks and skin treatments.
Eyeshadow and lipsticks aren't as

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Explaining how consumers can be driven by knowledge or a desire to be social can fall into different categories.
This allows marketers to market towards their desires and needs.

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Customer centricity Embedding it into your organisation’s DNA

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Customer centricity Embedding it into your organisation’s DNA

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This article explains how data and technology is constantly improving however to connect with customers we need to ensure we are communicating with them.

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In brief

In brief

The pace of disruption and fundamental shifts in the business landscape are driving the need for a different approach to today's strategy.

With these shifts, combining a human-centered approach with business strategy-rooted in data and analytics-is key to growth.

This amalgam of human and business enables companies to uncover why a customer has a preference, makes a purchase or takes an action.

89 percent of C-suite leaders acknowledge the value of embedding this combination at the heart of their business.

In past years, leaders determined where to take their businesses by reviewing best practice case studies, analyzing historical data and retrofitting old benchmarks to circumstances of the day. But businesses now operate in a different world. One where an accelerated pace of disruption and change gives customers and employees more power and more opportunities to make their demands known. Today's businesses can't be guided by yesterday's strategies. Today's challenges are different. They are human challenges. They require human-centered responses and business strategies grounded not just in past precedent and data, but also in the confidence that comes from establishing human connections.

By adopting a more human-centric approach, companies can remain agile in an unpredictable modern world.

CEOs believe their traditional growth strategies are obsolete.

There's no such thing as the "new normal"

Historical trends and quantitative insights that used to guide decision-making can no longer be applied in a vacuum, especially in an environment where customer demands and market conditions are fleeting and fast changing. Where nearly 90 percent of customers only buy from companies they trust, and 80 percent say they are more likely to buy from companies that listen to-and act on-customer feedback.

The C-suite know what they're up against. Seven in 10 CEOs say their traditional growth strategies are now obsolete. Industry disruption is on the rise, with many companies across industries showing declining financial performance. The C-suite also acknowledge that today's customers expect more, with nearly three-quarters of leaders noting that the disruptive impact of shifting customer demands has increased. Yet for these leaders, unshackling themselves from processes that relied solely on data or historical decision-making is difficult.

By adopting a more human-centric approach, companies can remain agile in an unpredictable modern world.

The human shift

Fundamental shifts in the business landscape are driving the need for a different approach to today's strategy. The foremost shift is the pace of disruption today. The impact of new technologies, disruptive new business models and the need to continuously innovate makes it hard for business leaders to determine how to optimize their financial, technology and talent resources and investments.

Secondly, increasingly changing customer expectations have forced businesses to up their game when it comes to how they interact with customers. Businesses are no longer being compared only to direct competitors but to all other customer-facing businesses. Finally, the impact of dwindling trust has emerged as a growing concern as more customers demand increased transparency from businesses.

These fundamental shifts in business are human-centered at the core. And human-centered disruption requires a human-centered response.

The value of a human-centered approach

So, how can business leaders plan for the future?

The answer lies in something new: combining a design-led approach, which is naturally rooted in human-centricity, with their strategy-deeply rooted in data and analytics. This blend of human and business is a powerful combination, with 89 percent of leaders acknowledging the value of this balanced approach.

To create a vision and strategy that is confident in today's rapidly changing world, leaders need to add a crucial empathetic lens to strategy to help understand the wants and needs of individuals, specifically those humans experiencing the service or product, and involved in making it happen. Leaders need to look beyond customers' and employees' actions to unearth their motivations and attitudes. Studying what people did is outdated, understanding why people do what they do is the future. And those insights can provide an organization with a compass for the future.

Chart a new course

To build the human dimension into their business and decision-making, leaders can do three things:

Recalibrate the compass

In a fast-changing environment, fluid decision-making is critical. Qualitative insights and a test-and-learn environment will keep you on course.

Ask the right questions

Pair the use of data and analytics by asking customers how you can help them-and building observation into this process to help inform the answer.

Use your head-your whole head

Augmenting the traditional, analytical approach with a new way of thinking-a whole-brain approach-is needed to win and retain customers today.

The starting point for an organization's strategy development can no longer be set in the past. Its genesis must be in the present with an eye to the future, and focusing on people's wants, needs and expectations. Strategy development still means putting facts and knowledge at the center of decision-making, but understanding what people will do and, crucially, why they do it is the bedrock on which these facts and knowledge bases need to be built.

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Human-Centered Approach To Business | Accenture

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The pace of disruption and fundamental shifts in the business landscape are driving the need for a different approach to today's strategy. With these shifts, combining a human-centered approach with business strategy-rooted in data and analytics-is key to growth.

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How Generation Xers prefer to purchase. Whether they look at emails etc.

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Point of Sale Guides, White Papers & Webinars

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Welcome to our resource center! Explore content created to assist you as you run your business, including point of sale guides, white papers & webinars.

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How habits are going to change due to corona virus.

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As the world begins its slow pivot from managing the COVID-19 crisis to recovery and the reopening of economies, it's clear that the lockdown has had a profound impact on how people live. The period of contagion, self-isolation, and economic uncertainty will change the way consumers behave, in some cases for years to come.

These rapid shifts have important implications for any consumer-facing company. Because many of the longer-term changes are still being formed, companies have an opportunity, if they act now, to help shape the next normal. Three takeaways are emerging from our efforts to form a holistic view of the new post-COVID-19 consumer:

COVID-19 is changing how consumers behave across every aspect of their lives. As consumers sheltered at home, adoption of new digital services took place at a blistering pace. In addition to growing health and hygiene concerns, economic recession, and the related decline in consumption, the scope of the change to people's lives is staggering.

Broad shifts to new behaviors hide significant variations. Consumer behaviors will likely fluctuate until we reach the next normal. How long they stick will depend on a range of factors including satisfaction with new experiences, demographics, infrastructure, and the severity of the recession.

Companies must rethink how and where they connect with consumers. They should expect to encounter structural challenges and upheaval across multiple dimensions. Overall consumption is shrinking, the shopping basket is undergoing a significant change in mix, and consumers are changing the ways they get their information.

Would you like to learn more about our Marketing & Sales Practice?

1. COVID-19 is changing how consumers behave across every aspect of their lives.

COVID-19 has had a devastating effect on people's health and well-being on a global scale. One of the most striking features of the pandemic is how broad its impact on consumers' lives has been. We took a closer look at what that means in eight areas to get a better understanding of how consumer habits and preferences are changing.

Home

During lockdown, the home has become a multiverse. It's where we work, eat, play, and connect with our families and friends. Even as overall consumption has declined, the portion allocated for at-home categories has climbed. Over the months of social isolation, consumers' net intent to take part in a variety of activities in the home has shifted, with an increase of 54 percentage points for cooking, 30 to 40 percentage points for at-home entertainment, and 22 percentage points for home improvement. Similar shifts were seen across the globe.

Shopping

Overall, consumption will continue to decline-a 12 percent drop in private consumption is anticipated in the United States over the next two years, with recovery to pre-crisis levels only by 2023-24. What we buy has changed across categories. Think fewer cosmetics and more flour. The explosion of small brands, underway before the pandemic, has given way to a strong preference for global A-brands. After years of growth, out-of-home consumption has almost disappeared; many of us have stopped going to stores entirely. In many markets the surge in e-commerce has compressed the equivalent of several years of growth into just a few months.

Work

For many workers, the office is now in the living room. For the cohort still able to work during the pandemic, work is largely remote and digital, with a sharp uptick in the use of digital collaboration tools. Zoom's daily user base grew from ten million people to 200 million in three months, and Slack's paying customers have doubled. At the same time, there has been an enormous rise in unemployment, which is expected to reach approximately 15 percent when 2020's third-quarter results for the United States are complete.

Health and well-being

Public health and uncertainty about the length of the pandemic became the primary consumer concerns during the lockdown, with 68 percent saying they were very or extremely concerned. Self-care has climbed up the priority list for most consumers. Here, too, digital is playing a larger role as the use of e-pharmacy and e-medicine accelerates. Of consumers who had to cancel medical appointments during the lockdown, 44 percent accessed telehealth options, and online searches for telemedicine increased more than ninefold.

Learning

By necessity, learning and studying went virtual, driving adoption of new tools. The user base for remote learning services grew by 120 percent. The shift of learning from outside the home to inside has blurred the lines between learning and leisure.

Entertainment

Consumers stuck at home are spending more time but likely less money on their entertainment, as the trend toward digital options accelerates. Downloads of gaming apps increased more than 30 percent, year over year, while 45 percent of consumers report using more online streaming services at home. Netflix added 16 million subscribers in five months while Disney+ nearly doubled its subscriber base to about 50 million-a feat that took Netflix seven years. Popular out-of-home activities are trying to adjust to this new reality, with Nascar and the NBA launching online product offerings, the J. Paul Getty Museum creating virtual tours, and the Metropolitan Opera streaming performances.

Travel and mobility

Consumers are staying home in droves. Tourism has been almost entirely grounded, with airline travel declining 90 percent overall. At the same time, there is an emerging preference for avoiding public transport and high-density transit hubs, which has decreased demand for on-the-go consumption. While it might take years for international travel to recover to pre-crisis levels of demand and supply, domestic travel could rise much sooner as consumers start summer vacations.

Communication and information

Overall, media consumption has increased in almost all channels (see sidebar, "The Digital Shift"). Forty-three percent of consumers are watching more television, 40 percent are using more social media, and 28 percent are listening to more radio. Readership of online news has risen 39 percent. What's not gaining? Print media, where the ongoing decline has worsened with a 33 percent drop in readership.

2. Broad shifts to new behaviors hide significant variations.

While headlines have been prone to making sweeping statements about our new digital world, the reality is that the pace at which we arrive at the next normal, and the route we take to get there, will be anything but uniform. The forces driving behavior changes will likely continue at differing strengths over the next six to 24 months, with frequent starts, stops, and resets.

Whether the new behaviors fade out or last into the next normal depends on a number of factors. We have found significant variance in the adoption of new behaviors across four main dimensions:

Consumer experience

Are the new behaviors appealing and a good experience? Are they more satisfying than the behaviors they replace? The answer to these questions will have a significant effect on whether new behaviors will stick. In Italy, for example, 60 percent of consumers shopped online during the crisis, but fewer than ten percent found the experience satisfying. This suggests there will be only a limited uptick in long-term e-commerce use by Italy's consumers. China, on the other hand, has seen a high level of new adoption with a high percentage of consumers indicating they will continue shopping online after the pandemic.

This reality is also playing out in the health sector. While use of e-pharmacies and e-doctors has doubled or tripled in the United States over the course of the crisis, only 40 to 60 percent of consumers express an intent to continue using those services. Providers who want to retain those consumers need to get beneath those numbers and figure out where the services fall short. By testing solutions, they can improve the chances that consumers will embrace their services even after the crisis abates.

Country

Although trends are similar across countries, their strength varies. Overall, we see four country archetypes emerging:

Temporary setback. In China, the economic impact of COVID-19 is likely to be just another bump in the road, and so trends such as trading down or declines in discretionary spending will be less intense than elsewhere. China's relatively rapid recovery from the pandemic has allowed it to move ahead faster than other countries. Trends that were already in place, such as a preference for relatively low physical contact and a high focus on hygiene when shopping, or the high penetration of digital across all areas of life, will accelerate. But because China had large numbers of consumers already using digital and remote channels before the pandemic hit, the change in digital adoption rates will not be as great as elsewhere.

Big shock. In developed countries like the United Kingdom and the United States, the economic shock has been large. As during the Great Recession of 2008-09, we expect to see large long-term cuts in discretionary consumer spending and a significant amount of trading down. E-commerce acceleration is expected to largely stick due to a well-developed delivery infrastructure. Health and safety concerns are pronounced in the United States and the United Kingdom. Data seem to indicate that the long-term uplift in health and safety awareness is also likely to be significant.

Big shock, lower digital adoption. In developed countries within continental Europe, such as France, Germany, Italy, and Spain, the economic shock will be just as large as in the United Kingdom and the United States, leading to declines in discretionary spending. Moreover, countries with businesses dependent on foreign-tourist revenue, such as high-fashion stores in Paris or Rome, will suffer disproportionately. E-commerce acceleration in continental Europe is less likely to stick than in the United Kingdom, the United States, or China, as many of the new adopters have not had satisfying experiences due to the relatively poorer infrastructure for delivery and online engagement.

Digital acceleration. The impact on developing markets such as India and Brazil is less clear and will largely depend on how well these countries manage the crisis in the months to come. However, it is highly likely that COVID-19 will accelerate the trend toward digital, albeit from a low base.

Consumer segment

While many consumers overall have been adopting new behaviors, there are significant generational and cohort differences. Gen Z, for example, which had a high degree of digital adoption pre-COVID-19, is unlikely to exhibit a significant increase, but the survey indicates that they are much more likely to be economically impacted by the crisis due to their disproportionate exposure to self-employment and, in particular, to the sharing economy. Income disparities also seem to be driving pronounced behavioral differences across consumer segments. The more affluent have not been feeling the economic impact as much as other cohorts and will have more means for digital acceleration compared with people living paycheck to paycheck. Segments will not be the same in every country. The consumer-sentiment data shows, for example, that retirees in the United States are not expected to feel the economic pinch as much as retirees in China.

Values

Behaviors that are driven by personal values, such as sustainability or the desire for personal interaction, are apt to vary in their long-term adoption rates across countries and regions, depending on local infrastructure and other conditions (exhibit). Some behaviors that look deeply embedded now could regress. For example, when restrictions ease, will there be a backlash against remote experiences and a drive for physical reconnection? The emphasis on health and hygiene that has led to an increase in single-use plastic reversed some of the preexisting focus on sustainability. Will that last or will consumers come to see COVID-19 as a wake-up call, a glimpse of the potentially catastrophic consequences of climate change?

Consumer organization and operating models for the next normal

In addition to these factors, consumer-facing companies should take into account that habits which were accelerated rather than initiated during the pandemic are also likely to be stickier. And, of course, any of these habits must attract a critical mass before they become a real part of the next normal.

3. Companies must rethink how and where they engage with consumers.

With the World Health Organization (WHO) stating that COVID-19 will be with us for some time, companies must prepare for a rapidly changing environment that may bounce between periods of lockdown and transition. As consumers go in and out of these cycles, the new trends may wax and wane, but they will mostly persist until we move past the transition phase for good.

As these new behaviors solidify, companies will need to adapt to fundamentally different consumer preferences and behaviors regarding how consumers get their information, what and where they buy, and how they experience the product or service. Many companies will need to increase their investment in insights and plan to stay on top of the changes. As consumer-facing companies look at the landscape of a changed consumer journey, they should focus on key points of engagement with their customers:

How consumers get information

With many consumers switching brands, raising awareness of one's brand to improve its consideration is crucial for marketers. At the same time, a flight to online sources for information and entertainment has increased the importance of digital channels. Marketers hoping to reach consumers need to meet them where they are. Increasingly, that's online.

What consumers purchase

With health concerns paramount, both shopping the aisles and going through checkout need to become as touch-free as possible. Already, consumers concerned about infection have moved decisively away from cash payment to cashless systems and credit cards. Getting customers to buy will require an omnichannel experience that includes drive-through, curbside pickup, and other delivery options that cater to the new emphasis on health, safety, and convenience.

We have also seen shoppers migrate to established large brands in a desire to seek out trusted sources. Given the likelihood of continued uncertainty, companies should focus on efforts to renew and build trust with consumers through excellent shopping experiences and in the way they engage with the community during this difficult time.

Where consumers purchase

Online shopping has surged, but a significant amount of shopping will still happen physically in stores. The new hierarchy of needs will put health and hygiene at the top of the priority list. Retailers should rethink store layouts and opening hours to make in-and-out shopping safe and quick. They also need to optimize for a different kind of shopper, most notably, one who shops less frequently and consumes less overall-but buys more per shopping trip.

Store assortments will need to evolve as well, to reflect new economic realities. Value will become increasingly important along with catering to the demand for multiple price points. High-growth categories are likely to include household essentials and health, while highly discretionary categories will most likely see a drop in demand. There will be increased opportunity for both large national brands and store brands.

How consumers experience

With consumer preferences changing rapidly, retailers and other consumer-facing companies need to provide a strong feedback loop. That means improving their ability to collect data and qualitative feedback to stay ahead of the trends.

Given the long list of things consumer-facing players might need to undertake in the short-to-medium term, it is crucial to plan ahead. A short diagnostic exercise will help companies to identify their biggest opportunities and risks and to prioritize actions in response.

While the details of the next normal are still unclear, its overall contours are coming into focus. Because many of the longer-term changes are still being formed, companies have an opportunity, if they act now, to shape a positive future.

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As the world begins its slow pivot from managing the COVID-19 crisis to recovery and the reopening of economies, it's clear that the lockdown has had a profound impact on how people live. The period of contagion, self-isolation, and economic uncertainty will change the way consumers behave, in some cases for years to come.

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Get free delivery and returns for £20 a year.

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Subscribing to nextunlimited - To subscribe to nextunlimited, you must have a valid e-mail address registered to your account.

Purchasing nextunlimited - The service costs £20 for 12 months' subscription. The charge for the nextunlimited service will not be included in any other offer or incentive.

Activating nextunlimited - The service will be immediately activated upon sign up.

Next credit account holders - If you are a credit account holder, the nextunlimited subscription charge will be added to your credit account and will show on your statement as a one off charge for the year. Interest will be charged on the subscription if you do not pay off your balance in full before the next statement from the statement date following the date on which the subscription is added to your account. At the time of your purchase, the charge will be added to your total at checkout.

Using nextunlimited - nextunlimited orders can be placed over the telephone, or online once you have logged into your account at next.co.uk. Subject to the exceptions listed below, the nextunlimited service includes orders for home delivery, 2 person delivery items, deliveries to Hermes Parcel Shops and collection of any item.

Returns with nextunlimited - Standard returns made via courier collection with a nextunlimited subscription are free of charge. Next reserve the right to amend return fees, including the right to charge customers with nextunlimited subscriptions, by giving reasonable notice of any change.
The return of non faulty large furniture items are subject to a one off charge of £30 in the first 14 days of having received your item/s (starting the day after delivery) up to £60 after day 15 as the item/s will require a full independent 2 part inspection (in your home pre-collection and at our warehouse) to re-evaluate the stock for resale before you receive your refund. You must take reasonable care of the goods whilst they are in your possession. Please return goods to us in their original packaging and ensure that all parts and fittings are included.
If you return goods to us without arranging collection by us, we will not be responsible for any loss or damage to them. We recommend a recorded or secure delivery method is used when returning goods to us. If goods are lost or damaged in transit, we may charge you the value for loss or damage, or deduct this amount from your refund.

1. Orders placed for Precise Home delivery and Precise Furniture (2 hour slot) delivery. These are available at a reduced cost using nextunlimited.

2. Orders for the following: fresh flowers, Art2 Order, Gift Cards, gift experiences, items from Next Garden, some personalised items and items made to order, fitted bedrooms by Hammonds and large domestic appliances.

The nextunlimited 1 month free trial - Available to nextpay customers only. Customers must not have had a full nextunlimited subscription in the past 6 months or 3 previous 1 month free trials at any time. The trial includes 30 days of free standard home delivery and returns. By signing up to the trial you are agreeing to sign up to 12 months of nextunlimited at the end of your trial period, and that payment of £20 will be automatically charged to your nextpay account at the end of the trial. You have the right to cancel this trial at any time. Exceptions, cancellation rights, terms and conditions apply.

Standard next day delivery - The standard next day delivery service applies to most orders placed before 12 midnight. All courier delivery services are subject to stock, courier area and availability and demand.

Conditions of use - The service is for personal use only and is not available for customers who purchase goods for business, re-sale or wholesale purposes. It is your responsibility to ensure you use the nextunlimited service in accordance with the terms and conditions. Any breach by you will result in the termination of your subscription and no refund will be given. Next reserves the right to amend these terms and conditions and/or discontinue the offer at any time. If Next discontinues the offer, you will be refunded pro rata for the remaining months of your subscription.

Cancellation rights for nextunlimited - nextunlimited can be cancelled at any time. If you cancel this subscription within its first 14 days and the service has not been used you will be refunded in full. If you wish to do so, please login to your account at next.co.uk and click on the nextunlimited section of 'My Account.'

After the first 14 days, no refund will be given and access to nextunlimited will immediately stop. This includes if credit is withdrawn or you close your credit account. To cancel after 14 days please phone the customer service team on
0333 777 8000 . Please check your service provider for charges.

Renewing nextunlimited - If you have a credit account you will be contacted before your 12 month subscription is automatically renewed. Please note, in order for your subscription to be renewed your account must have sufficient credit to cover the renewal cost. For customers without a credit account, we will contact you before your subscription is due to expire. The subscription is non-transferable between accounts.

Please note if you subsequently open a credit account whilst you have an active next unlimited subscription, your subscription will be amended to automatically renew on your expiry date. The charge of £20 for another annual subscription will be added to your account as a one off charge for the year and will show on your next statement following renewal. This preference can be changed to not automatically renew at any time and managed through your setting.

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nextunlimited | Unlimited Standard Next Day Home Delivery Service | Next

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Subscribing to nextunlimited - To subscribe to nextunlimited, you must have a valid e-mail address registered to your account. Purchasing nextunlimited - The service costs £20 for 12 months' subscription. The charge for the nextunlimited service will not be included in any other offer or incentive.

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There are 2 different options:
1. NEXTPAY which allows you to pay on your credit card and pay it off at the end of the month.
2. NEXT 3STEP which splits your payments into 3 easier smaller transactions across 3 months.

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Next Credit Options | Credit Accounts for Fashion & Homeware | Next

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Find information on how to apply for a credit account, how it works and ways to pay. Representative 29.9% APR variable. Credit subject to status.

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This service for £20 a year includes free delivery and returns.
Next stated they were going to start charging customers £1 for using Hermes services.

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Next has revealed to customers that it will start charging customers a £1 fee for returns made through a courier or through a Hermes Parcel Shop.

The fashion retailer emailed customers this week to say that from June 6 it will introduce a £1 charge on returns made through either channel on orders made after that date. The charge is per collection rather than per item. The fee will be charged to customers' Nextpay accounts or deducted from the amount the retailer refunds customers, it said.

Next's move comes as retailers increasingly look to subtly push customers into channels that are less expensive for them to operate. Returns to store will remain free for Next customers.

Next offers unlimited delivery and free returns through its £20 annual delivery pass Next unlimited delivery pass.

"The vast majority of Next online customers now make their returns, free of charge, via one of our stores - and Next will continue to promote this service," said a spokesperson for the retailer. "Next Unlimited was recently introduced, where any number of items can be delivered to, or returned from home for just £20 per year. The £1 per collection (not item) fee contributes to the true cost of returning goods to Next from home, no matter how many parcels are returned".
Image credit: Next

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Next to charge customers £1 for courier or Hermes Parcel Shop returns - eDelivery.net

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Next has revealed to customers that it will start charging customers a £1 fee for returns made through a courier or through a Hermes Parcel Shop. The fashion retailer emailed customers this week to say that from June 6 it will introduce a £1 charge on returns made through either (more...)

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The different elements that the app has.

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Next Official Fashion & Home App | iPhone, iPad, Android & Tablet

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Fashion at your fingertips. Enjoy shopping the latest collections on our up-to-date smartphone and tablet apps for iPhone, iPad and Android.

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Statistics for how many consumers have apple pay.

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How many people use Apple Pay? Global iPhone users that activated Apple Pay grew by more than 65 million people in 2020. This according to an estimate that assume active iPhones grew by nine percent during 2020 and an increased use of contactless payments during the COVID-19 pandemic. No precise figures for Apple Pay are available: Apple does not communicate user figures, and banks that provide the Apple Pay services are contractually forbidden to share this information. Hence why country specific figures on the payment service do not exist, unless they are based from survey estimates.

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How many people use Apple Pay? Global iPhone users that activated Apple Pay grew by more than 65 million people in 2020. This according to an estimate that assume active iPhones grew by nine percent during 2020 and an increased use of contactless payments during the COVID-19 pandemic.

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RECAP-Questions and answers on consumer behaviour.

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Consumer Board - Photo Collage by Hayley

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I have analysed which acorn segmentation group Generation X would be in.