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We uncover these findings through quantitative and qualitative research and by analyzing data provided to us by brands, employers, and industries across the globe. We analyze the findings in the context of our own database, publicly available data, and other research studies. Thanks to technology , generations are creating more data than ever before.

We use all that information to provide rich insights, strategies, stories, and solutions. Currently, five generations make up our society. Each of those five generations has an active role in the marketplace. Depending on the specific workplace, the workforce includes four to five generations. Here are the birth years for each generation:. For example, being a Millennial in Athens, Greece, with its current unemployment situation, can lead to different expectations and behaviors than being a Millennial in Austin, Texas at the exact same time, where the job market is fantastic.

Click here for how we determine when each generation starts and stops. The end of the Millennial generation and the start of Gen Z in the United States are closely tied to September 11, That day marks the number-one generation-defining moment for Millennials. The Center is currently conducting research on this newest generation and we will be releasing interesting findings in the near future! The three key trends that shape generations are parenting, technology, and economics.


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In the last two years, Millennials have become the largest generation in the U. Millennials are also the fastest-growing generation of customers in the marketplace, bringing the greatest lifetime value.

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In addition, Millennials exhibit different attitudes toward employment , sales, and marketing , which are challenging many conventional strategies and approaches. How and why are they different? What can employers, marketers, politicians, educators, and parents do? Now Millennials have something to look out for, too: the next generation. Known as Gen Z, Generation Z, iGen, or Centennials , this new group of people is making big waves in all the ways a generation possibly could—including parenting, education, employment, entrepreneurship, sales, marketing, politics, religion, and more.

You can also read the stories at GenHQ. We are here to help!


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Our researchers uncovered an important Millennial trend—and it was featured on Business Insider! Posted: April 26, At The Center for Generational Kinetics, we are passionate about uncovering important generational trends, changes, and insights. These are the must-know generational insights that leaders can use to help understand.

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The attendees were leaders and executives who run businesses in more than 80 countries around. As Millennials enter into prime home-buying age, the housing market is beginning to reel from their financial uncertainty. For Gen Zers, the key point is not to define themselves through only one stereotype but rather for individuals to experiment with different ways of being themselves and to shape their individual identities over time Exhibit 3.

Seventy-six percent of Gen Zers say they are religious. At the same time, they are also the generation most open to a variety of themes not necessarily aligned with the broader beliefs of their declared religions. For example, 20 percent of them do not consider themselves exclusively heterosexual, as opposed to 10 percent for other generations.

Sixty percent of Gen Zers think that same-sex couples should be able to adopt children—ten percentage points more than people in other generations do. Gen Zers are always connected.

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They constantly evaluate unprecedented amounts of information and influences. For them, the self is a place to experiment, test, and change.


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Seven out of ten Gen Zers say it is important to defend causes related to identity, so they are more interested than previous generations have been in human rights; in matters related to race and ethnicity; in lesbian, gay, bisexual, and transgender issues; and in feminism Exhibit 4. Gen Zers are radically inclusive. They continually flow between communities that promote their causes by exploiting the high level of mobilization technology makes possible. Gen Zers value online communities because they allow people of different economic circumstances to connect and mobilize around causes and interests.

Sixty-six percent of the Gen Zers in our survey believe that communities are created by causes and interests, not by economic backgrounds or educational levels. That percentage is well above the corresponding one for millennials, Gen Xers, and baby boomers. Fifty-two percent of Gen Zers think it is natural for every individual to belong to different groups compared with 45 percent of the people in other generations , and Gen Zers have no problem with moving between groups.

We must practice tolerance, and we must learn to listen and accept differences. Gen Zers believe in the importance of dialogue and accept differences of opinion with the institutions in which they participate and with their own families Exhibit 5. They can interact with institutions that reject their personal values without abandoning those values. The fact that Gen Zers feel comfortable interacting with traditional religious institutions without abandoning personal beliefs that might not be broadly accepted by these institutions also demonstrates their pragmatism.

Rather than spurn an institution altogether, Gen Zers would rather engage with it to extract whatever makes sense for them. Members of this generation therefore tend to believe that change must come from dialogue: 57 percent of millennials, Gen Xers, and baby boomers think they would have to break with the system to change the world, compared with 49 percent of Gen Zers.

Gen Z is also more willing to accommodate the failings of companies. Thirty-nine percent of the people in this generation, for example, expect companies to answer customer complaints in the same day; for the three earlier generations, the percentage is much higher—52 percent. That brings us to the fourth core behavior of Gen Z.

Work is work. Gen Zers, with vast amounts of information at their disposal, are more pragmatic and analytical about their decisions than members of previous generations were. Sixty-five percent of the Gen Zers in our survey said that they particularly value knowing what is going on around them and being in control. This generation of self-learners is also more comfortable absorbing knowledge online than in traditional institutions of learning.

These challenges made Gen Zers less idealistic than the millennials we surveyed Exhibit 6. Many Gen Zers are keenly aware of the need to save for the future and see job stability as more important than a high salary. They already show a high preference for regular employment rather than freelance or part-time work, which may come as a surprise compared to the attitude of millennials, for example. According to the survey, 42 percent of Gen Zers from 17 to 23 years old are already gainfully employed in either full- or part-time jobs or as freelance workers—a high percentage for people so young.

Generation Z characteristics and its implications for companies | McKinsey

The youthful forms of behavior we discuss here are influencing all generations and, ultimately, attitudes toward consumption as well. Three forces are emerging in a powerful confluence of technology and behavior. This more pragmatic and realistic generation of consumers expects to access and evaluate a broad range of information before purchases. Gen Zers analyze not only what they buy but also the very act of consuming. Consumption has also gained a new meaning. For Gen Z—and increasingly for older generations as well—consumption means having access to products or services, not necessarily owning them.

As access becomes the new form of consumption, unlimited access to goods and services such as car-riding services, video streaming, and subscriptions creates value. Products become services, and services connect consumers. Some companies are already embracing the implications. Car manufacturers, for example, are renting out vehicles directly to consumers, so that instead of selling 1, cars, these companies may sell one car 1, times.

The role of sporting-goods businesses, likewise, has shifted to helping people become better athletes by providing access to equipment, technology, coaching, and communities of like-minded consumers. Similarly, traditional consumer-goods companies should consider creating platforms of products, services, and experiences that aggregate or connect customers around brands. Companies historically defined by the products they sell or consume can now rethink their value-creation models, leveraging more direct relationships with consumers and new distribution channels.

The core of Gen Z is the idea of manifesting individual identity.

Generational Breakdown: Info About All of the Generations

Consumption therefore becomes a means of self-expression—as opposed, for example, to buying or wearing brands to fit in with the norms of groups. Led by Gen Z and millennials, consumers across generations are not only eager for more personalized products but also willing to pay a premium for products that highlight their individuality. Fifty-eight percent of A-class and 43 percent of C-class consumers 2 2. Seventy percent of A-class and 58 percent of C-class consumers are willing to pay a premium for products from brands that embrace causes those consumers identify with.

For most brands, that is truly new territory.

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Although expectations of personalization are high, consumers across generations are not yet totally comfortable about sharing their personal data with companies. Only 10 to 15 percent of them declare not to have any issues in sharing personal data with companies. If there is a clear counterpart from companies to consumers, then the number of consumers willing to share personal information with companies goes up to 35 percent—still a relatively small number.

As the on- and offline worlds converge, consumers expect more than ever to consume products and services any time and any place, so omnichannel marketing and sales must reach a new level. Customer information that companies have long buried in data repositories now has strategic value, and in some cases information itself creates the value. Leading companies should therefore have a data strategy that will prepare them to develop business insights by collecting and interpreting information about individual consumers while protecting data privacy. For decades, consumer companies and retailers have realized gains through economies of scale.

Now they may have to accept a two-track model: the first for scale and mass consumption, the other for customization catering to specific groups of consumers or to the most loyal consumers. In this scenario, not only marketing but also the supply chain and manufacturing processes would require more agility and flexibility. For businesses, that kind of future raises many questions.

How long will clothing collections grouped by gender continue to make sense, for example? How should companies market cars or jewelry in an inclusive, unbiased way? To what extent should the need for a two-speed business transform the internal processes and structure of companies? It is to choose the specific topics or causes that make sense for a brand and its consumers and to have something clear to say about those particular issues.