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dc.contributor.authorGardiner, Sarahen_US
dc.contributor.authorGrace, Debraen_US
dc.contributor.authorKing, Ceridwynen_US
dc.contributor.editorProfessor Gillian H. Wrighten_US
dc.description.abstractPurpose - The purpose of this paper is to explore congruency between the self-identity of Baby Boomer, Generation X and Generation Y consumers with the generational label and popularised identity of each generational cohort. Design/methodology/approach - Data were collected using a mixed methods approach of focus groups (n=49) followed by an online survey (n=627) of Baby Boomer, Generation X and Generation Y consumers. Focus group data were thematically analysed. Descriptive, ANOVA and factor analysis was conducted on the survey data. Findings - The results show that most consumers only have a vague association with their generational label and profile and find it easier to characterise generations that are different to their own. Generation self-identity congruency is greater among members of the Baby Boomer cohort compared to the younger generations. Yet, even in the Baby Boomer cohort, generational identity is not homogenous among its members. Practical implications - The results challenge the explicit use of generational labels and stereotypes in marketing strategy. Originality/value - Given the immense interest and application of generational cohort segmentation, understanding whether and why consumers identify with cohort labels and profiles is critical. The paper questions the longevity of generational cohort analysis given the limited understanding and relevance of this concept to consumers.en_US
dc.publisher.placeUnited Kingdomen_US
dc.relation.ispartofjournalMarketing Intelligence & Planningen_US
dc.subject.fieldofresearchMarketing Management (incl. Strategy and Customer Relations)en_US
dc.titleChallenging the use of generational segmentation through understanding self-identityen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.facultyGriffith Business School, Department of Tourism, Sport and Hotel Managementen_US
gro.hasfulltextNo Full Text

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