Changing Generation Z Consumption Patterns and Their Implications for Global Marketing Strategies

Authors

  • Difa Nuresa Universitas Pendidikan Indonesia, Indonesia

DOI:

https://doi.org/10.59613/mjbms.v1i2.234

Keywords:

Generation Z, Digital Consumption Patterns, Global Marketing Strategy

Abstract

The development of digital technology has driven a major transformation in the consumption behavior of Generation Z, the generation born between 1997 and 2012 and known as digital natives. They show a preference for products that reflect personal values ​​such as sustainability, ethics, and authenticity, and are highly influenced by social media, online reviews, and digital campaigns. This dynamic consumption pattern presents new challenges as well as great opportunities for global companies to adjust their marketing strategies. This study aims to examine the changes in Generation Z's consumption patterns and analyze their implications for the formulation of global marketing strategies. Using a qualitative approach with a literature study method, this study collected and reviewed more than 30 relevant scientific articles, which were then selected into 10 main sources based on quality criteria and thematic relevance. The results of the study show that Generation Z is very responsive to creative, interactive, and emotional digital content. Factors such as influencers, endorsements, digital promotions, and sustainability and inclusivity values ​​have a major influence on their decision-making process. These findings emphasize the importance of adaptive, personalized, and value-based marketing strategies. The study concludes that companies that want to successfully reach Generation Z globally need to integrate a values-based approach, digital technology, and social sustainability into their overall marketing strategy.

Downloads

Published

2023-10-10

How to Cite

Nuresa, D. (2023). Changing Generation Z Consumption Patterns and Their Implications for Global Marketing Strategies. Mandalika Journal of Business and Management Studies, 1(2), 26–34. https://doi.org/10.59613/mjbms.v1i2.234