Kohlbacher / Herstatt The Silver Market Phenomenon

Marketing and Innovation in the Aging Society
2. Auflage 2011
ISBN: 978-3-642-14338-0
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 465 Seiten, eBook

The current shift in demographics – aging and shrinking populations – in many countries around the world presents a major challenge to companies and societies alike. One particularly essential implication is the emergence and constant growth of the so-called “graying market” or “silver market”, the market segment more or less broadly defined as those people aged 50 and older. Increasing in number and share of the total population while at the same time being relatively well-off, this market segment can be seen as very attractive and promising, although still very underdeveloped in terms of product and service offerings. This book offers a thorough and up-to-date analysis of the challenges and opportunities in leveraging innovation, technology, product development and marketing for older consumers and employees. Key lessons are drawn from a variety of industries and countries, including the lead market Japan.

Zielgruppe

Professional/practitioner

Autoren/Hrsg.

Kohlbacher, Florian

Herstatt, Cornelius

Inhaltsverzeichnis

1;Preface and Introduction;6
1.1;Structure of the Book: Overview;9
1.2;Structure of the Book: Detailed Overview;9
1.2.1;Part I: Innovation, Design and Product Development for the Silver Market;9
1.2.2;Part II: Marketing for the Silver Market;13
1.2.3;Part III: Industry Challenges and Solutions;16
1.3;Lessons Learned and the Challenges and Opportunities Ahead;21
1.3.1;Lessons Learned;21
1.3.2;Challenges Ahead;22
1.3.3;Opportunities Ahead;23
1.3.4;References;23
2;From the World Demographic and Ageing (WDA) Forum;24
3;Contents;28
4;Contributors;32
5;Part I Innovation, Design and Product Development for the Silver Market;36
5.1;Chapter 1: Product Development for the Silver Market;37
5.1.1;Introduction;37
5.1.2;Competing in the Silver Market;38
5.1.2.1;Strategies of Market Development;38
5.1.2.2;The Need for Autonomy;38
5.1.3;Product Design for Autonomy;41
5.1.4;Need-Driven Versus Age-Specific;43
5.1.5;Summary and Conclusion;45
5.1.6;References;46
5.2;Chapter 2: Silver Age Innovators: A New Approach to Old Users;48
5.2.1;Introduction;48
5.2.1.1;Old People and Innovations;49
5.2.2;Users with Active Needs in the PLUS Furniture Project;51
5.2.2.1;Expressed Demands To Be Designed;51
5.2.3;Users with Not Yet Activated Needs Looking for Support;52
5.2.3.1;Demands To Be Realized;53
5.2.3.2;Missing Markets;53
5.2.4;Users with Latent Needs;54
5.2.4.1;Evolutionary Innovations;55
5.2.5;Three Types of Needs;56
5.2.6;Summary and Conclusions;58
5.2.7;References;58
5.3;Chapter 3: Disabled Persons as Lead Users for Silver Market Customers;60
5.3.1;Introduction;60
5.3.2;User-Centered Design and Lead Users;61
5.3.3;Disabled Persons as Lead Users in Mobile Phone Design;64
5.3.4;User Needs of Disabled Users Versus Ordinary Users;65
5.3.5;Leading-Edge Behavior of Disabled Users;68
5.3.6;Critical Attributes for Visually Impaired Users;70
5.3.7;Critical Attributes for Hearing-Impaired Users;71
5.3.8;Summary and Conclusion;71
5.3.9;Appendix: Overview of the Study;73
5.3.10;Photo-Diary;74
5.3.11;Contextual Inquiry and Open-Ended Discussion;75
5.3.12;References;76
5.4;Chapter 4: Integration of the Elderly into the Design Process;78
5.4.1;Introduction;78
5.4.2;How the Discipline of Design Views Itself Within the sentha Project;80
5.4.3;Senior-Friendly Product Design: Going Beyond Stigmatizing Aids;80
5.4.4;Design as an Empirical-Experimental Process;82
5.4.5;Participatory Observation;83
5.4.6;The Dialog: Participative Principle of Our Research;84
5.4.7;Empathy: The Foundation for the Designs in the Sense of the Later User;87
5.4.8;Interdisciplinarity: Stimuli Through the Disciplines Involved in the Research Project;87
5.4.9;Product Development;89
5.4.10;Summary and Conclusion;94
5.4.11;References;95
5.5;Chapter 5: Leveraging Disruptive Innovations for the Silver Market;97
5.5.1;Introduction;97
5.5.2;Disruptive Innovations;98
5.5.3;Disruptive Innovations for the Silver Market;101
5.5.3.1;Low-End Disruption;101
5.5.3.2;New-Market Disruption;102
5.5.3.3;Dual-Focus Disruption;103
5.5.3.4;Examples/Cases;103
5.5.4;Summary and Conclusion;106
5.5.5;References;108
5.6;Chapter 6: Gerontechnology for a Super-Aged Society;110
5.6.1;Introduction;110
5.6.2;What Is Gerontechnology?;111
5.6.3;Age-Related Decline;112
5.6.4;Gerontechnology for Home Appliances;113
5.6.5;Gerontechnology for ICT Products;114
5.6.6;Existing Products Aimed at the Elderly in Japan;116
5.6.7;Do Older Adults Really Need ``Elderly-Aimed´´ Products?;116
5.6.8;Needs of Older Adults Identified Through Trial Use of Products;117
5.6.9;Summary and Conclusion;119
5.6.10;References;120
5.7;Chapter 7: Designing for Everyone, One Person at a Time;121
5.7.1;Introduction;121
5.7.2;Ability, Not Age;123
5.7.3;Design Is About the Experience, Not the Object;123
5.7.4;Real People;125
5.7.5;Empathic Modeling;128
5.7.6;Discussion;129
5.7.7;Summary and Conclusion;129
5.7.8;References;130
5.8;Chapter 8: Universal Design: Innovations for All Ages;131
5.8.1;Introduction;131
5.8.2;The Potential of Universal Design;134
5.8.3;Implementing Universal Design Within the Corporation;137
5.8.3.1;Define a Suitable Strategy;137
5.8.3.2;Establish Adequate Processes;139
5.8.3.3;Design the Products Right;142
5.8.3.4;Market the Products Appropriately;142
5.8.4;Summary and Conclusion;144
5.8.5;References;146
5.9;Chapter 9: Transgenerational Design: A Heart Transplant for Housing;147
5.9.1;Introduction;147
5.9.2;An Emerging Design Challenge;148
5.9.3;Why Transgenerational Design;149
5.9.3.1;A Matter of Terminology;149
5.9.3.2;The Transgenerational Paradigm;151
5.9.4;The Transgenerational House: A Case Study;152
5.9.4.1;Project Goals;152
5.9.4.2;The Design Program;152
5.9.4.3;The Site;153
5.9.4.4;The Plan;154
5.9.4.5;Green Design;154
5.9.5;Tour the Transgenerational House;155
5.9.5.1;Zone A;156
5.9.5.2;Zone B;157
5.9.5.3;Zone C;158
5.9.5.4;Zone D;159
5.9.6;Summary and Conclusion;160
5.9.7;References;160
5.10;Chapter 10: Service Innovation: Towards Designing New Business Models for Aging Societies;162
5.10.1;Introduction;162
5.10.2;Aging Societies and Business Issues;163
5.10.3;Why Service Innovation in Japan Matters;164
5.10.3.1;Service Economies;164
5.10.3.2;Aging Markets Worldwide;165
5.10.4;Service Innovation;165
5.10.4.1;Innovation;165
5.10.4.2;Services;166
5.10.5;Changing Business Models with Service Innovations;167
5.10.6;Designing and Implementing Service Innovation;168
5.10.6.1;Seven-Eleven Japan;168
5.10.6.2;Yamato Transport´s Takkyubin;170
5.10.6.3;Seven Meal Service;171
5.10.7;Summary and Conclusion;173
5.10.8;References;174
6;Part II Marketing for the Silver Market;176
6.1;Chapter 11: Current Strategies in the Retail Industry for Best-Agers;177
6.1.1;The Retail Trade in the Face of Demographic Change;177
6.1.2;Effects on Location and Types of Business;178
6.1.3;The Consequences for Assortment Structuring and Packaging Design;181
6.1.4;Implementation and Trends;184
6.1.5;Summary and Conclusion;186
6.1.6;References;186
6.2;Chapter 12: Silver Pricing: Satisfying Needs Is Not Enough - Balancing Value Delivery and Value Extraction Is Key;188
6.2.1;Introduction;188
6.2.1.1;Japan´s Silver Market: At First Glance, a Highly Attractive Opportunity;188
6.2.1.2;It´s Worth a Second Glance: Value Delivery and Value Extraction;191
6.2.2;Understanding Willingness to Pay: The Key to Smart Profit Growth in the Silver Market;192
6.2.2.1;Price Is the Primary Profit Driver;194
6.2.2.2;Pricing Process;196
6.2.2.3;Pricing Strategy;197
6.2.2.4;Price Analysis;197
6.2.2.5;Price Decision;197
6.2.2.6;Price Implementation;198
6.2.2.7;Monitoring;199
6.2.3;Summary and Conclusion;199
6.2.4;References;200
6.3;Chapter 13: Changing Consumer Values and Behavior in Japan: Adaptation of Keio Department Store, Shinjuku;201
6.3.1;Introduction;201
6.3.2;Mechanism and Factors in Changing Values and Lifestyle;202
6.3.3;Transition of Department Stores and the Retail Sector in Japan;203
6.3.3.1;Early Stage of Department Store Development;204
6.3.3.2;Dynamic Change in Retail Formats with Economic Growth;204
6.3.3.3;Falling into Functional Insufficiency;205
6.3.4;Changing Consumer Values and Behavior;206
6.3.5;Case Study: Keio Department Store, Shinjuku;208
6.3.5.1;Subdividing Senior Customers into Even Smaller Categories;209
6.3.6;Subdivision of Customer Category;210
6.3.7;Targeted Categories and Women´s Apparel Floor Layout: The Second, Third, and Fourth Floors;210
6.3.7.1;Selections;210
6.3.7.2;For Quality Communications and Accurate Marketing;212
6.3.7.3;After Being Dragged into an Economic Recession;213
6.3.8;Discussion;215
6.3.9;Summary and Conclusion;216
6.3.10;Appendix;217
6.3.11;References;218
6.4;Chapter 14: Bargain Hunting Belongers and Positive Pioneers: Key Silver Market Segments in the UK;220
6.4.1;Introduction;220
6.4.2;Silver Market Segmentation;221
6.4.3;Positive Pioneers (30%);222
6.4.4;Bargain Hunting Belongers (38%);222
6.4.5;Benefits of the Model;223
6.4.6;Managerial Implications and Applications;224
6.4.7;Summary and Conclusion;225
6.4.8;References;226
6.5;Chapter 15: Grey Power: Developing Older Customer Strategies;227
6.5.1;Introduction;227
6.5.2;Older Workers;228
6.5.3;Older Workers as Older Customers;230
6.5.4;Internalistic Versus Externalistic Older Customers;232
6.5.5;The Older Customer Challenge;234
6.5.6;Older Customers in Context;235
6.5.7;The Future Household;235
6.5.8;The Intergenerational Agenda: From Savers to Spenders to Debtors;237
6.5.9;Summary and Conclusion;238
6.5.10;References;239
6.6;Chapter 16: Catering to Older Consumers´ Customer Service Needs;241
6.6.1;Introduction;241
6.6.1.1;Functional Changes;242
6.6.1.2;Social Changes;242
6.6.2;Understanding the Older Consumer;243
6.6.3;Age-Friendly Service Providers;244
6.6.3.1;Supermarkets;245
6.6.3.2;Financial Planners;246
6.6.3.3;Health Sector;247
6.6.4;General Practitioners;248
6.6.5;Hospitals;249
6.6.6;Implications for Service Delivery;250
6.6.7;Summary and Conclusion;251
6.6.8;References;251
6.7;Chapter 17: Business Strategies for Enhancing Quality of Life in the Later Years;253
6.7.1;Introduction;253
6.7.2;Factors that Enhance Well-Being in Later Life;254
6.7.2.1;Choices Affecting Physical and Emotional Health;254
6.7.2.2;Financial Assets;255
6.7.2.3;Discretionary Consumption Activities;256
6.7.2.4;Access to Information;257
6.7.3;How Businesses Can Enhance Consumer Well-Being;257
6.7.3.1;Helping Younger Customers Prepare for Later Life;258
6.7.3.2;Enhancing Older Consumers´ Quality of Life;259
6.7.4;Summary and Conclusion;260
6.7.5;References;261
6.8;Chapter 18: Silver Advertising: Older People in Japanese TV Ads;262
6.8.1;Introduction;262
6.8.2;The Representation of Older People;263
6.8.2.1;Male Versus Female Ratio;264
6.8.2.2;The Role of Older People;265
6.8.2.3;Product Categories;265
6.8.2.4;Opinions About Older People in TV Ads;266
6.8.3;Discussion;267
6.8.4;Summary and Conclusion;268
6.8.5;Appendix;269
6.8.5.1;Content Analysis of TV Commercials;269
6.8.5.2;Consumer Survey;269
6.8.6;References;270
6.9;Chapter 19: Advertising Agencies: The Most Calcified Part of the Process;271
6.9.1;Introduction;271
6.9.1.1;A Very Brief History of Advertising Creatives in the United States;272
6.9.1.2;Advertising Today: Is It Only the Experienced, Older Creatives that Agencies Need to Bring into the Fold?;277
6.9.2;Three Successful Campaigns, And A Possible Backlash;279
6.9.3;Boomer Brains;283
6.9.4;Summary and Conclusion;283
6.9.5;References;284
6.10;Chapter 20: The Importance of Web 2.0 to the 50-Plus;285
6.10.1;Introduction;285
6.10.2;What Is Web 2.0?;286
6.10.2.1;The Differences Between Web 1.0 and Web 2.0;286
6.10.3;Is Web 2.0 Age-Neutral?;286
6.10.4;Social Networking;289
6.10.4.1;How Is Social Networking Likely To Develop?;292
6.10.4.2;Web Video;293
6.10.4.3;Why the Rules of Web Video Have Changed;293
6.10.4.4;Web Video Is Age-Neutral;294
6.10.4.5;The Challenges of Web Video for Organizations;295
6.10.4.6;How Is Web Video Likely To Develop?;295
6.10.5;Summary and Conclusion;296
6.10.6;References;297
7;Part III Industry Challenges and Solutions;298
7.1;Chapter 21: The Business of Aging: Ten Successful Strategies for a Diverse Market;299
7.1.1;Introduction;299
7.1.2;Strategy 1: Become a ``Finder of FUDI´´ (Feelings of Uneasiness, Dissatisfaction, Inconvenience): New FUDI Can Be Found With Sa;303
7.1.3;Strategy 2: Become a ``Need-Focused Merchandiser´´: The Ways of Service Will Shift from Selling Products to Solving Problems;305
7.1.4;Strategy 3: Become a ``Aging-Friendly Stylist´´: The Priority of the Product Will Shift from Function-Oriented to Style-Oriente;305
7.1.5;Strategy 4: Become a ``Refuge Temple´´ at the Customer´s Home: The Place for Providing Services Will Shift from the Shop to the;306
7.1.6;Strategy 5: Become a ``Private Concierge´´: Use High-Tech to Enable ``Mass Customization´´ and Maintain High Quality;307
7.1.7;Strategy 6: Create a ``Third Place´´ for Retirees, a Replacement for the Workplace: The Number of Retirees Who Have No Places T;308
7.1.8;Strategy 7: Arrange ``Intellectual Camp Experiences´´ in Your Services: ``Experience-Learning´´ Will Be More Appealing for Life;309
7.1.9;Strategy 8: Become a ``Knowledge Net Worker´´: ``Nanocorps,´´ Own-Sized Mini-Companies Will Increase and Need Sales Support;310
7.1.10;Strategy 9: Use ``Intellectual Tie´´ as the Appeal of the Service: Intellectual Stimulation Creates the Chemical Reaction and t;311
7.1.11;Strategy 10: Focus on ``Loose-Tie-Big-Family´´: The Border Between Individuals and Groups Will Become Blurred;312
7.1.12;Summary and Conclusion;314
7.1.13;References;314
7.2;Chapter 22: The Age-Neutral Customer Journey;315
7.2.1;Introduction;315
7.2.2;The Options for Business;316
7.2.2.1;Option 1. Develop New Products and Services To Meet the Needs of an Older Customer;316
7.2.2.2;Option 2. Adapt Existing Products and Services To Meet the Changing Needs of an Older Customer;316
7.2.3;The Principles of an Age-Neutral Business;317
7.2.4;Aging Consumers - Psychology + Physiology;317
7.2.5;The Customer Journey;319
7.2.6;The Effects of Aging;320
7.2.7;Measuring and Monitoring Age-Neutrality;321
7.2.8;Case Studies;322
7.2.8.1;Case 1: Hotel;322
7.2.8.1.1;Lessons Learned;324
7.2.8.2;Case 2: Home Cordless Phone;324
7.2.8.2.1;Lessons Learned;325
7.2.8.3;Case 3: Toothbrush;326
7.2.8.3.1;Lessons Learned;327
7.2.9;Summary and Conclusion;327
7.2.10;References;328
7.3;Chapter 23: The Discovery and Development of the Silver Market in Germany;329
7.3.1;Introduction;329
7.3.2;Demographic Change;330
7.3.3;Income and Consumption of Older People in Germany;331
7.3.3.1;Income Situation of Older People;332
7.3.3.2;Consumer and Savings Behaviour of Older People;332
7.3.4;The Silver Economy in Germany;333
7.3.4.1;Why Is the Silver Economy Important as a New Socio-economic and Politico-economic Field of Activity?;333
7.3.4.2;Which Areas Comprise the Silver Economy?;335
7.3.4.3;Activity Field: Tourism;335
7.3.4.4;Activity Field: Living;337
7.3.4.5;Excursus: Computer-Aided Independent Living as a Central Future Field of the Silver Economy in Germany;339
7.3.4.6;Activity Field: Financial Services;340
7.3.5;Summary and Conclusion;342
7.3.6;References;343
7.4;Chapter 24: Japan´s Population Aging and Silver Industries;345
7.4.1;Introduction;345
7.4.2;Seniors as Consumers;347
7.4.3;Emerging Silver Industries;348
7.4.4;Housing and Real Estate;348
7.4.5;Food and Food Safety;349
7.4.6;Pets;350
7.4.7;Robotics;351
7.4.8;Senior Care Appliances;352
7.4.9;Funerals;353
7.4.10;Summary and Conclusion;354
7.4.11;References;355
7.5;Chapter 25: India: Opportunities and Challenges of Demographic Transition;358
7.5.1;Introduction;358
7.5.2;The Indian Context;360
7.5.3;Demographic Analysis;363
7.5.3.1;Market Planning;363
7.5.4;Marketing Implications of Demographic Change;364
7.5.4.1;New Product and Service Development;364
7.5.4.2;Repositioning and Branding Strategies;366
7.5.5;Summary and Conclusion;367
7.5.6;References;368
7.6;Chapter 26: Silver Markets and Business Customers: Opportunities for Industrial Markets?;371
7.6.1;Introduction;371
7.6.2;B2B Business with Products Supporting Employees in Older Age Groups;374
7.6.2.1;Components for Products That are Sold to Customers: Where These Customers Use, Package, or Otherwise Resell These Products Ulti;374
7.6.2.2;Products for the Health Care and Elderly Care Market;375
7.6.2.2.1;Preventive Medicine;376
7.6.2.2.2;Personalized Medicine;376
7.6.3;B2B Products for Helping Companies Cope with Demographic Change;378
7.6.3.1;Prevention of the Loss of Skills from Retiring Workers;378
7.6.3.2;Accommodations for Older Workers;380
7.6.3.2.1;Working Environment;380
7.6.3.3;Survival Strategies for Business Operations with Fewer Workers;384
7.6.4;Summary and Conclusion;386
7.6.5;References;387
7.7;Chapter 27: Business Opportunities in Personal Transportation: Traffic Safety for Older Adults;389
7.7.1;Introduction;389
7.7.2;Transportation System for Older Adults;390
7.7.2.1;Assistive Technology for Drivers;391
7.7.2.2;Electric Wheelchairs;391
7.7.2.2.1;Public Transportation;391
7.7.2.3;Consideration of Transportation Systems for Older Adults;391
7.7.3;Pedestrian Safety;392
7.7.3.1;Assistive Technology for Older Pedestrians;392
7.7.3.2;Training System Using Virtual Reality;393
7.7.3.2.1;Advantages of Using VR Technology;393
7.7.3.2.2;Human Factor of Older Pedestrians;394
7.7.3.3;Consideration of Strategy of Pedestrian Safety;397
7.7.4;Business Opportunities in the Future Technology;397
7.7.5;Summary and Conclusion;397
7.7.6;References;398
7.8;Chapter 28: In-Vehicle Telematic Systems and the Older Driver;400
7.8.1;Introduction;400
7.8.1.1;The Aging Driver Population;400
7.8.1.2;The Changing Car;401
7.8.2;Why Are Older Drivers Special?;402
7.8.3;Designing Telematics for Older Drivers;404
7.8.3.1;The Importance of Long-Term Evaluation;404
7.8.3.2;User-Centered Design;405
7.8.3.3;Considering Older Drivers´ Sensory Capabilities;405
7.8.4;The Promise of Telematics for Older Drivers;406
7.8.5;Summary and Conclusion;408
7.8.6;References;409
7.9;Chapter 29: The Golden Opportunity of Silver Marketing: The Case of Housing and Financial Services;411
7.9.1;Introduction;412
7.9.2;Financial Services in Japan: Rethinking Customer Needs;413
7.9.3;Marketing Real Estate to Older Consumers;417
7.9.4;Summary and Conclusion;421
7.9.5;References;422
7.10;Chapter 30: The End of Mass Media: Aging and the US Newspaper Industry;424
7.10.1;Introduction;424
7.10.2;The US Boomer Market;425
7.10.3;The Fragmenting Media Audience;427
7.10.4;Impact on the Industry;428
7.10.5;Future of Print Journalism;430
7.10.6;Summary and Conclusion;431
7.10.7;References;431
7.11;Chapter 31: Material Innovation in the Japanese Silver Market;433
7.11.1;Introduction;433
7.11.2;Market and Product;435
7.11.2.1;Market;435
7.11.2.2;Product;436
7.11.3;History of SAP and the Development of Disposable Diapers;437
7.11.4;Background of the Development of AQUALIC CA;438
7.11.4.1;Development of Sodium Polyacrylate;438
7.11.4.2;Development of Polymer for Sanitary Napkins;439
7.11.5;Development Process of AQUALIC CA;440
7.11.5.1;Invention of a New Manufacturing Method;440
7.11.5.2;Development Cancellation Crisis and an Opportunity for a Large Contract;442
7.11.5.3;Risks Involved in the Massive Supply Agreement;443
7.11.5.4;First-Mover Advantage by Developing Evaluation Technologies;444
7.11.5.5;Becoming the De Facto Standard;446
7.11.6;Summary and Conclusion;447
7.11.7;References;448
7.12;Chapter 32: Effective Gerontechnology Use in Elderly Care Work: From Potholes to Innovation Opportunities;449
7.12.1;Introduction;449
7.12.2;Results of Empirical Research on the Use of Safety Alarms;452
7.12.2.1;Organizational Issues;452
7.12.2.2;Trust, Skills and Motivation;453
7.12.2.3;Services Rendered;454
7.12.3;Discussion: How to Avoid Potholes?;454
7.12.3.1;New Individual Competence Requirements;454
7.12.3.2;Strength of Orientation;455
7.12.3.3;Importance of Impact Assessment;456
7.12.3.4;Other Factors;457
7.12.3.5;Technology Use: Like Assembling a Mosaic;458
7.12.3.6;From Potholes to Innovation Opportunities;459
7.12.4;Summary and Conclusion;460
7.12.5;Appendix: Methodology;461
7.12.6;References;462
7.13;Chapter 33: Senior Educational Programs to Compensate for Future Student Decline in German Universities;464
7.13.1;Introduction;464
7.13.2;The Third Age;466
7.13.3;Universities of the Third Age;467
7.13.3.1;Historical Survey;467
7.13.3.1.1;Case Box1;468
7.13.3.2;Senior Educational Services in Germany;469
7.13.3.2.1;Case Box2: UTA at the University in Cottbus;471
7.13.4;Strategies to Enlarge the Benefit for German Universities;472
7.13.5;Summary and Conclusion;474
7.13.6;References;475