Y世代和Z世代对健身行业的影响（英）-15正式版.pdf

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1、 The Influence of Gen Y and Gen Z on the Fitness Industry How Generations Y and Z are Impacting the Global Fitness Industry www.Club-I Pg. 2 The Awakening of a New Era Our world finds itself at the precipice of one of the most dramatic generational shifts in the modern history of our planet; one tha

2、t is positioned to dramatically change consumer purchasing behavior over the next few decades. As the 21st Century quickly approaches its third decade of existence, what was once the most influential generation in the history of mankind, Baby Boomers, are now being replaced by Generation Y (Millenni

3、als) and Generation Z (Gen Z) as the most influential consumer generations around the globe. By 2030 Boomers will all have reached age 65, and despite representing a larger percentage of the global population than they do today (9% in 2019 and rising to 16% by 2050), their influence on consumer purc

4、hasing behavior is waning. By 2030, over 80% of the global workforce will be be derived from Millennials and Gen Z and over 80% of consumer purchases will be driven by these same two generations. According to IHRSAs 2019 Health Club Consumer Report, Millennials and Gen Z now represent 38% of U.S. he

5、alth/fitness club members, a percentage that will likely rise to over 50% in the next decade. This shift in generational dynamics, especially as it relates to the rising purchasing influence of Millennials and Gen Z, or digital natives, is part of a much larger set of generational upheavals we refer

6、 to as “Intergenerational Darwinism.” Intergenerational Darwinism speaks to the laws of evolution from a generational perspective, where challenges brought on by intergenerational differences are creating an environment where businesses must adapt quickly and regularly or lose marketplace relevance.

7、 In the case of this whitepaper, our focus is to explore the business challenges and opportunities inherent in this generational power shift, more specifically looking at the influence being brought to bear on the fitness industry by Millennials and Gen Z. www.Club-I Pg. 3 The Beliefs and Behaviors

8、of Millennials and Gen Z For fitness operators to effectively market, program and design fitness experiences that leverage the purchasing power of Millennials and Gen Z its imperative to understand the underlying attitudes, behaviors and lifestyle choices of each. What follows in this section is an

9、in-depth look at the attitudes and behaviors of Millennials and Gen Z. Millennials Millennials, born between 1980 and 1999 (Pew Research puts the cut off at 1996), are the first digitally native generation in the history of mankind, having grown up concurrent with the introduction and evolution of c

10、omputers and digital technology. At present, Millennials represent slightly less than 32% of the global population. Figure 1 shares information on the percentage of various national populations comprised of Millennials. As of 2020, the Millennial Generation will represent adults 21 to 40 and by 2030

11、 adults 41 to 55. So what characteristics, attitudinal and behaviorally, speak to the generalized persona of the Millennials around the globe? By 2025 they will represent 75% of the global workforce and by 2030 they will represent 50% of the U.S. workforce. Millennials will represent 50% of consumer

12、 spending by 2020. Collectively they account for $200 billion in purchases and indirectly for $500 billion in purchases annually. They spend an average of $838 annually on non-essential items, nearly $300 more than Generation X and $200 more than Boomers. When asked what influences their spending pr

13、actices, 43% say friends and family, 33% said it helps to overcome boredom and 21% said social media was an important influencer. www.Club-I Pg. 4 Millennials are more likely than other generations to incur credit card debt for non-essential spending (49% report doing this). They are masters of self

14、-expression with 75% having a profile on at least one social media platform, 20% having posted a video of themselves online, 38% having one to six tattoos, and 23% having at least one body piercing. 94% of Millennials in the U.S. own a smartphone and 80% sleep with it. Millennials spent an average o

15、f 5.7 hours on their phone with 13% reporting they spend upwards of 10 hours a day on their phone. Figure 2 provides an overview of how U.S. Millennials allocated their time on a smart phone. 40% of Millennials report interacting with their phone more frequently than with other humans. 90% of Millen

16、nials are on social media, spending an average of 1.8 hours each workday immersed in the social media universe. Millennials love their mobile apps. On average, they spend between 2.6 and 3.2 hours a day immersed in a mobile app. Among U.S. Millennials, the top five essential mobile apps are Amazon (

17、35%), Gmail (30%). Facebook (29%). Facebook Messenger (18%). and You Tube (16%). 60% of Millennials produce and/or upload content to the internet, the majority being video content. 40% of Millennials said their favorite social influencer understands them better than their friends. 55% of Millennials

18、 claim to experience FOMO if they are not constantly connected to social media. www.Club-I Pg. 5 86% of Millennials report a willingness to share brand preferences online, especially on social media. They indicate social media is the primary way they engage with brands. 80% of Millennials only want

19、to work for firms that have cutting edge technology. 47% of Millennials indicate work-life balance is essential, considerably different than previous generations such as Boomers who tended to sacrifice balance for a career. Millennials want to have 24/7/365 dialogue capability with the brands they l

20、ove. They are significantly more trusting of brands than previous generations, yet are more likely than previous generations to terminate a relationship due to trust issues. When it comes to starting a relationship with a business the three most important considerations for Millennials are the ethic

21、al behavior of the business (36%), businesss ability to protect their data (28%) and the type of ad campaigns the business runs (28%). Conversely, when it comes to dumping a business relationship the three leading reasons are: ethical behavior (38%), company style changes (29%) and the failure to pr

22、otect their personal data (25%). 68% of Millennials desire an integrated shopping experience, meaning they want a seamless journey through the virtual and brick and mortar elements of the journey. Millennials are more likely than previous generations to be living at home with 22% having boomeranged

23、back home and 36% reporting they still receive financial support from parents. They are delaying or putting off marriage. Only 46% indicate they are married compared to 57% of Gen X, 62% of Boomers and 83% of the Silent Generation. Millennials are far more accepting of womens rights; equal pay for e

24、qual work; diversity; more likely to come from an ethnically mixed marriage; more likely to enter into a relationship with a different ethnicity or ideology, and finally accept and support same-sex marriage. 80% of Millennials indicate the Gig economy appeals to them (freelance and contract work). w

25、ww.Club-I Pg. 6 Globally, Millennials tend to be more pessimistic than optimistic in regards to perceptions of their world based on Deloittes MillZ Mood Monitor that measures the degree of pessimism and optimism (0 representing absolute pessimism and 100 absolute optimism) among Millennials across f

26、ive general categories (business, the environment, economic, personal finance and social political conditions). Figure 3 provides a comparison of the MillZ scores for various millennial populations around the globe. Gen Z Gen Z reached a milestone in 2019, inching out Millennials to become the large

27、st population on the planet representing, 32% of the earths population. Figure 4 provides a perspective on the Gen Z makeup of various nations around the globe. This global milestone comes only a few years after Millennials surpassed Boomers as the largest generational segment on the planet. So what

28、 characteristics, attitudinal or behaviorally, speak to the generalized persona of Gen Z? A 2018 report by McKinsey referred to this generation as “TruGen” as a result of their insistence on pursuing the truth. Gen Z view themselves as analytical, pragmatic, cautious, fragile, adaptive, open-minded

29、and socially responsible. www.Club-I Pg. 7 In 2020 over 50% of Generation Z will identify as mixed race or mixed ethnicity. Gen Z is significantly more likely to want a family and purchase a home than Millennials. Gen Z will represent close to 40% of consumer spending by the end of 2020. Gen Z is th

30、e first 100% digitally native generation and the first generation seemingly attached by an umbilical cord to their smart phone and social media. Members of Gen Z are hyper-cognitive; collecting and cross-referencing multiple sources of online information prior to making a decision. Gen Z is consider

31、ed masters at integrating virtual and offline experiences. They are the first generation to see artificial intelligence, augmented reality and virtual reality as actual human realities. More than Millennials, Gen Z believe profoundly in the efficacy of dialogue (mostly online) as a means of resolvin

32、g conflicts. Gen Z sees tangible consumption as an expression of individual identity, but also as a means of access rather than possession. Gen Z consumption is also highly impacted by ethical considerations. 98% of Gen Z owns a smartphone, compared to 94% of Millennials. 85% of Gen Z investigates n

33、ew and existing products online, with 69% visiting an online site based upon what they observe on social media. 80% of Gen Z refuses to buy from a company involved in scandal. When it comes to social media, 35% of Gen Z prefers Snapchat, 34% prefer Instagram and only 9% prefer Facebook for their soc

34、ial media consumption other than for viewing video. 71% of Gen Z indicates that Snapchat is their preferred platform for staying connected and 75% prefer YouTube for long-form content. Gen Z watches an average 68 videos a day and 50% say YouTube is the one app they cant live without. 71% of Gen Z wa

35、tches in excess of three hours of video online each day. YouTube is visited by 80% while Facebook video content is viewed by 79%. www.Club-I Pg. 8 Gen Z spend 20% more time engaged with mobile apps than other generations and 30% more time engaged with their favorite apps. On average they spend 3 to

36、4 hours a week engaged with non-gaming apps and 4 to 5 hours a week engaged with mobile games. In respect to their personal ambitions, Generation Z indicates its top three priorities are traveling and seeing the world (56%); earning more money/becoming wealthy (52%); and purchasing a home (47%). As

37、reflected in figure 5, Generation Z, similar to Millennials, is generally pessimistic about the future. Health Fitness Facility Behavior Among Millennails and Gen Z How and why Millennials and Gen Z enage with health/fitness facilities is influenced by the general attitudes and behaviors they displa

38、y. What follows are some key insights in respect to the the fitness facility behavior of Millennials and Gen Z. According to data from IHRSAs 2019 Health Club Consumer Report and data dervived from 2018 U.S. Census data, it is estimated that in 2018 26% of Millennials were members of a fitness facil

39、ity and 12% of Generation Z were also members of a health/fitness facility (figure 6). Data for from IHRSAs 2019 Health Club www.Club-I Pg. 9 Consumer Report indicates that Millennials represented the largest segment of fitness facility members in 2018 at 33%, while the percentage of facility member

40、s identified as Gen Z was 11% (figure 6). Among Millennials, females comprise a larger percentage of the membership (55%) than males (45%). For Gen Z the mix of male to female skews slightly more male at 52% compared to female at 48%. When it comes to how often they visit a fitness facility, older M

41、illennials (25 to 34) are the most active segment of Millennials and Gen Z, visiting an average of 101 times a year. Figure 7 shows the usage levels for the youngest and oldest segments of Millennials and Gen Z. As reflected in figure 8 young Millennials (18 to 24) are the most likely to hold multip

42、le memberships, with 34% belonging to two or more fitness facilities. Generation Z is the second most likely to be in possession of two or more memberships with approximately 29% belonging to multiple fitness facilities. Among Millennials the three most popular in-facility activities are running, yo

43、ga and HIIT. For the younger members of Gen Z (6 to 12), running, dance, step and other choreography, and walking are the three most popular pursuits. Among older members of Gen Z, running, walking and swimming are the top three activities they pursue in fitness facilities. Gen Z are the most likely

44、 to be members of a nonprofit or a YMCA/YWCA/JCC with 31% of each generation being a member of one or the other. www.Club-I Pg. 10 Millennials are most likely to belong to a nonprofit (29% of generation) or a commercial fitness-only facility (28% of generation). Boutique fitness studios are the doma

45、in of Millennials. Just over 6% of Millennials report having a membership with a boutique fitness studio and 41% of the boutique fitness studio membership is comprised of Millennials. Members of Gen Z participate in small group training activities more than any other generation. The youngest members

46、 of Gen Z (6 to 12) particpate in personal training more than any other generation. Achieving Success with Millennials and Gen Z Abraham Lincoln, a former President of the United States, when confronted with the cultural storms of his period said, “The occasion is piled high with difficulty and we m

47、ust rise with the occasion. As our case is new, we must think and act and anew.” This quote is particularly applicable to todays fitness industry when it comes to the challenges fitness operators face to effectively serve Millennials and Gen Z. In this second to last section of the whitepaper we bri

48、ng forward general insights and recommendations to inspire fitness operators to think differently, and more importantly, act differently when it comes to running their businesses to meet the tangible and intangible needs of Millennials and Gen Z. Business Operations and Programming Its all about cho

49、ice, trust and transaprency. Millennials and Gen Z expect the brands they do business with to align with their personal values and beliefs. Furthermore, they expect the brands they do business with to act in an ethical and responsible manner. Finally, be brands they can trust. The data shows they wi

50、ll terminate a relationship quickly if they perceive a brand they are doing business with has violated a promise, acted unethically, or have hidden information from them. If fitness operators want to generate customer loyalty among the members of these two generations they need to look in the mirror