Question

Compare Baby Boomers and Generation Xers in terms of attitudes toward purchasing, products, brands, advertising and...

Compare Baby Boomers and Generation Xers in terms of attitudes toward purchasing, products, brands, advertising and price-quality attitudes.

10 marks consumer behaviour question please give examples and relate

0 0
Add a comment Improve this question Transcribed image text
Answer #1

PLEASE HELP ME BY LIKING THIS ANSWER. THANK YOU VERY MUCH FOR THE LIKE!

Through generation, from Baby Boomers to Generation X, has their own distinguishing political and cultural characteristics that have influenced their shopping and coming-of-age routines. There are actually four big generational cohorts that analysts have identified as distinct markets: Baby Boomers, Gen X, Gen Y (more popularly defined as Millennials), and Gen Z — each of which is distinctive in its communication strategies and consumer habits viewpoint. When marketers wish to make their goods accessible to each demographic in the best possible way, they need to adjust their brand image to fit all the choices on which certain audiences depend. From subtle distinctions to apparent variations, each generation has its own buying habits which distinguish them from each other. From targeted messaging to selecting your products and facilities, understanding and addressing the desires of your consumer base's generation(s) is critical. In this post, we take a look at how the demographic patterns of customers affect how they shop, their reasons to shop, and their willingness to exchange.

Gen X:

Yet even because they're digitally-savvy, that doesn't imply selling this group the same as millennials. Gen X enjoys truthful, straightforward advertising and marketing ads providing an simple route to purchase. Gen X is more inclined to do internet research at home and then buy in person, whilst their younger peers perform phone research in the supermarket. The fastest way to make it to Gen X? Please contact. So although others are on social media, the email marketing strategies are far more effective for them. Customer satisfaction is the most significant indicator of engagement when trying at client loyalty. Gen X does not worry too much about being associated with online products, but they are motivated by discouunts.  The myth that Gen Xers were not technologically competent were essential to quell. Nevertheless, a poll of over 1,000 customers in three groups (Millennials, Generation X, and Baby Boomers) showed that 60 percent of Gen Xers use a mobile on a regular basis, while 67 percent use a laptop / PC on a daily basis – which surpassed 58 percent of Millennials that use laptops / PCs everyday. In other words, Gen X can best be accessed through laptops and desktops.

Baby Boomers:

The Boomer group has the largest amount of discretionary income than every other age, but it is their spending habits that separates them differently from the younger generation. According to a Visa survey, there will be 11 million more customers over age 60 by 2020, while the share of consumption by younger consumers is projected to decrease over the next 10 years. Above everything, they trust in-person customer service; LoyaltyOne noticed that, after a subpar consumer encounter, the Boomer generation was more inclined to leave a purchase. Shopping has a particular function to them than other groups, fewer than a third of baby boomers consider soothing shopping. And perhaps the strongest group to compete at The Price is right; boomers ranked lowest in recognizing how much things cost – representing a community that is more price-conscious and fiscally responsible. Only 37 per cent of baby boomers claim they 're going to shop for new items, much of this group isn't involved in seeking out and exploring different goods, and is more going purchasing what they initially wanted to purchase. That faith in the transaction is reflected in how baby boomers use feedback and recommendations, just 12 percent of boomers depend on family and friends to support them make a buying choice. Boomers were the lowest of all groups to choose to shop in-store at 84 percent, and 67 percent notice that if something they are searching for is not available, they choose to purchase it from their local supermarket instead of buying it digitally. And while boomers enjoy the in-store experience, online shopping isn't new to them. Despite 85 percent of surveyed Boomers stating that they are testing goods on their online servers, while promoting and selling to boomers, companies need to adopt an omnichannel strategy. Younger people don't purchase like their parents or ancestors, thus shifting the buying needle to introduce a personalized market strategy for growing age.

Add a comment
Know the answer?
Add Answer to:
Compare Baby Boomers and Generation Xers in terms of attitudes toward purchasing, products, brands, advertising and...
Your Answer:

Post as a guest

Your Name:

What's your source?

Earn Coins

Coins can be redeemed for fabulous gifts.

Not the answer you're looking for? Ask your own homework help question. Our experts will answer your question WITHIN MINUTES for Free.
Similar Homework Help Questions
  • Compare Baby Boomers and Generation Xers in terms of attitudes toward purchasing, products, brands, advertising and...

    Compare Baby Boomers and Generation Xers in terms of attitudes toward purchasing, products, brands, advertising and price-quality attitudes. 10 marks on consumer behaviour

  • Compare Baby Boomers and Generation Xers in terms of attitudes toward purchasing, products, brands, advertising and...

    Compare Baby Boomers and Generation Xers in terms of attitudes toward purchasing, products, brands, advertising and price-quality attitudes.

  • MKT1102 / Page 1 of 3 DIPLOMA IN BUSINESS PROGRAMME (DIB) DIPLOMA IN FINANCE PROGRAMME (DIF)...

    MKT1102 / Page 1 of 3 DIPLOMA IN BUSINESS PROGRAMME (DIB) DIPLOMA IN FINANCE PROGRAMME (DIF) DIPLOMA IN MARKETING PROGRAMME (DMKT) DIPLOMA IN ENTREPRENEURSHIP PROGRAMME (DENT) DIPLOMA IN E-COMMERCE PROGRAMME (DEC) DIPLOMA IN MASS COMMUNICATION PROGRAMME (DMC) DIPLOMA IN CULINARY ARTS PROGRAMME (DCAN) DIPLOMA IN HOTEL MANAGEMENT PROGRAMME (DHM) MKT1102: FUNDAMENTALS OF MARKETING FINAL EXAMINATION: APRIL 2020 SESSION 24 HOURS Instruction: There are TWO (2) scenarios. Scenario 1 and Scenario 2. Answer ALL questions in BOTH scenarios. Scenario 1: Gong...

  • For half a century, Seiko has been one of America's best-known watch brands. In good years...

    For half a century, Seiko has been one of America's best-known watch brands. In good years and bad, Seiko quartz watches have been a fixture of the mid-range ($100 to $500) of the vast U.S. watch market. Since 1967, when Tokyo's K. Hattori & Co. set up Seiko Time Corp. in New York, Seiko has been the company's hero brand here. Not anymore. In a major strategic pivot, Seiko Watch Corp. (SWC) in Tokyo, successor to K. Hattori & Co.,...

  • What Exactly Does Being “Creative” and “Effective” Mean? An argument can be made that “effective” or...

    What Exactly Does Being “Creative” and “Effective” Mean? An argument can be made that “effective” or successful advertising is usually being creative with a purpose. Certainly, the notion of effective advertising can vary from culture to culture. In the United Kingdom, a premium may be placed on being different, humorous, or out-of-the ordinary in differentiating campaigns from the mass of mediocre advertising. In the United States, creative advertising is viewed more often as being “effective” in that the creativity has...

  • Read through the case study and answer the following questions: Using appropriate concepts and theories from...

    Read through the case study and answer the following questions: Using appropriate concepts and theories from Block 2, Session 2, identify and discuss three main threats and three main opportunities that should be considered by Yum! in expanding its global reach within emerging markets such as China. (25 marks) Twelve marks will be awarded on the basis of the appropriateness of the three main threats and three main opportunities that you have identified (two marks each); there are no standard...

  • Trader Joe's Keeps Things Fresh CASE 1A Trader Joe’s Keeps Things Fresh The average Trader Joe’s...

    Trader Joe's Keeps Things Fresh CASE 1A Trader Joe’s Keeps Things Fresh The average Trader Joe’s stocks only a small percentage of the products of local supermarkets in a space little larger than a corner store. How did this neighborhood market grow to earnings of $9 billion, garner superior ratings, and become a model of management? Take a walk down the aisles of Trader Joe’s and learn how sharp attention to the fundamentals of retail management made this chain more...

  • SYNOPSIS The product manager for coffee development at Kraft Canada must decide whether to introduce the...

    SYNOPSIS The product manager for coffee development at Kraft Canada must decide whether to introduce the company's new line of single-serve coffee pods or to await results from the product's launch in the United States. Key strategic decisions include choosing the target market to focus on and determining the value proposition to emphasize. Important questions are also raised in regard to how the new product should be branded, the flavors to offer, whether Kraft should use traditional distribution channels or...

  • Discussion questions 1. What is the link between internal marketing and service quality in the ai...

    Discussion questions 1. What is the link between internal marketing and service quality in the airline industry? 2. What internal marketing programmes could British Airways put into place to avoid further internal unrest? What potential is there to extend auch programmes to external partners? 3. What challenges may BA face in implementing an internal marketing programme to deliver value to its customers? (1981)ǐn the context ofbank marketing ths theme has bon pururd by other, nashri oriented towards the identification of...

  • It’s 7 a.m. in San Antonio, Texas, and Rich Marcogliese, chief operating officer of Valero Energy,...

    It’s 7 a.m. in San Antonio, Texas, and Rich Marcogliese, chief operating officer of Valero Energy, is holding his usual morning meeting with the plant managers of 16 major refineries throughout the United States and Canada. On the walls of the headquarters’ operations center are a series of monitors centered by a giant screen with a live display of the company’s Refining Dashboard. Whether the executives are in the room or connected remotely, all eyes are trained on the Web-accessible...

ADVERTISEMENT
Free Homework Help App
Download From Google Play
Scan Your Homework
to Get Instant Free Answers
Need Online Homework Help?
Ask a Question
Get Answers For Free
Most questions answered within 3 hours.
ADVERTISEMENT
ADVERTISEMENT
Active Questions
ADVERTISEMENT