GENERATIONAL MARKETING
Gathering data
Details for this millennials segmentation are based on data from Global MONITOR, The Futures Company’s annual global tracking survey. It drew insights from the responses of more than 8,500 16- to 31-year-olds in 20 countries.
attention and purchasing power towards the things they’re interested in. They move through diff erent spheres comfortably and are more likely to seek out lifestyles that enable them to succeed in life while also exposing them to a variety of experiences and personal passions. This tribe is important in the Americas – in the US and Brazil in particular. It’s also signifi cant in Europe, where the recent rise in a tem- pered economic optimism is likely to help the Spirit mindset come to the forefront.
The Striders millennials tribe will seek out luxury and premium experiences
A generation that increasingly seeks validation through experiences presents a unique opportunity for operators who are able to move their imagination
How to connect The four tribes have diff erent needs and aspirations, highlighting that a ‘one size fi ts all’ approach will not be enough. There are opportunities to appeal to all four tribes and successful millennial brands have the ability to combine marketing modes that resonate with each segment in diff erent ways. Satellites get excited over technology
and performance and will seek out services that do just that. In the fi tness space, Nike has been very successful with reaching this group through its diverse performance tracking innovations from Nike+ to the Fuel Band. Operators can engage with this segment if they’re able to spark enthusiasm over new and shiny technological solutions. On the other hand, Striders will be
looking for services and experiences that enable them to express their achieve- ments and status. Premium and luxury
propositions are most likely to resonate with them, as much as experiences with a show-off factor. Nike has also connected with this segment by designing iconic and must-have items, such as some trainers in its Air Max range, and by launching these through savvy social media strategies that pique the curiosity of this exclusivity- and appearance-conscious tribe. Just because Steppers are fi nancially
constrained, it doesn’t mean they’re out of range. Nike has been able to connect with this group in the recession by marketing some if its ranges as more durable and giving longer guarantees to reassure value-conscious Stepper shoppers. They’re unlikely to indulge in luxurious splurges but they will look for ways to disconnect from their daily pressures and anxieties and seek out much-needed boosts. Small beauty treatments such as an express manicure or day passes to spa facilities are some concrete treats they would be willing to give to themselves. Operators
The Futures Company is an award-winning, global strategic insight and innovation consultancy with global expertise in foresight and futures. Its teams in Europe, North America, Latin America and Asia work to unlock new sources of growth for clients through consultancy, global insight and a range of subscription solutions. To discuss how to better connect with millennials, get in touch with The Futures Company by contacting: Tel: +44 20 7955 1800 Twitter: @FuturesCo Email:
unlockingfutures@thefuturescompany.com www.thefuturescompany.com
40 Read Spa Business online
spabusiness.com / digital
that show solidarity with this group, by guaranteeing value for money and access to much-appreciated small luxuries, will fi nd a grateful audience among Steppers. Spirits, the most connected and socially
aware tribe, are the most likely to give a strong priority to seeking experiences and exploring the world around them. Operators have an opportunity to connect with them through novel and meaningful off ers, including more holistic wellness treatments. They’re also the most engaged with social and environmental issues, hence sustainability-driven propositions will resonate well with them, as also seen with Nike’s numerous corporate social responsibility initiatives that build credibility among the Spirits tribe.
Mix and match Each tribe has distinct characteristics that require diff erent approaches to marketing and service design. Businesses that are able to mix and match their strengths to appeal to the millennial tribes will be more success- ful in connecting with the next generation of spa and health club audiences. ●
Vera Kiss is an analyst at The Futures Company’s London offi ce Email:
vera.kiss@
thefuturescompany.com
Spa Business 2 2014 ©Cybertrek 2014
SHUTTERSTOCK.COM/BART78
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100