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Zappers born after 1986 influence every purchase decision in every home

Zappers born after 1986 influence every purchase decision in every home
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This is a breakout of a joint family composition in rural India. Zapper’s are bold in their attitude and dressing. They act like influencer and also consumer. Retro generation may not be the consumer but they are absolutely the buyers. Middle generation is the Compromise generation of 30-45 years.
Extracts from Jalebi Management & Strategic Pokes
ZAP 86
Indians born after 1986 comprise the future generation that can really understand and compete in a global economy. I call them the ZAP 86 generation. In 1991 when India’s economic reforms were introduced, this age-group had reached the age of five. When you are five your consciousness is decisive, you have no past to remember, so you have no bias towards it. This age group does not value old Indian habits like sacrificing for savings, sacrificing for different aspects in the social, political or the working environment. They rebel against domination by elders. Not being submissive, they cannot understand why thoughts of sex should be suppressed. The security of a government job appears very boring to them.
Like zapping TV channels, ZAP 86 is the zapping crowd interested in everything, making all purchase decisions in every home and always looking for choice. With no inhibition from the pre-liberalized economy, no mental baggage whatsoever, they function in a new paradigm driven by the speed of technology, code language, egotism, global thought and knowledge, sexual liberation, flirtation with jobs. ZAP 86 is the strong visionary generation of tomorrow’s India.
Corporate India needs to understand Zappers
India’s young people are not aggressive like their western counterparts. A subtle emotion gaining prominence with them is silent action. They seem to have tremendous admiration for the mystique. They love to get involved in proven true value; in minimalist under-statement but that must be perceptible to others. This generation is as well informed, and becoming as impatient as youngsters in the West.
For example, Zappers are skeptical about advertisements, they just do not like them. They prefer symbolic provocation. Using new media does not make much sense if the content is not relevant to them. Repetition with the same advertising message based on the classic advertising architecture irritates them. They would rather see one theme that provoke with changing messages.
To appropriately address this trend, your organization needs to create a very contrary emotional shock factor that will attract young talent and retain them. The principal aim of working professionals in the age group of 20–27 years is to acquire elaborate knowledge. They evaluate organizations on their ability to increase their market value with intricate and advanced skills. Working in developed countries or with globally recognized companies (GRCs) that possess international brand value is still a big draw for Indian students.
In time, when Indian thinking at university campuses becomes more global, this young generation with low attention span like their international brethren will avoid organizations that make them feel uninterested and unchallenged. The more you bring your organizational attitude towards society’s cauldron that’s cooking socio-cultural, economic and trend ingredients, the more subtly will your attitude be reflected in your business delivery.
Zappers neglected in India
In India, there is still a huge distance between industries and their attempt to appeal to the Zap generation. Most connect their products and services to Compromise or Retro generation buyers. They are not sensitive to the fact that the Zap generation has, and will continue to have, a significant influence on their elders. Without this realization and connect to Zappers, Indian brands will become old fashioned and the whole country will be swamped with foreign brands.
Older Zappers just below 30 years who enter the corporate world feel a kind of discord. They cannot influence decision-making as Compromise and Retro do not value their knowledge of society and trend. So they often switch off and flirt with jobs outside to enrich their resumes.
To win their loyalty, work passion, and reduce attrition, industries need to drastically change their traditional outlook and contemporize corporate culture. Zap influence will more easily connect the company’s products and services to the external world because at the end of the day, Zappers are society’s influencers.
Only Zap-connect disruption can increase profitability
Marketing can be manipulative, but the generation manipulating the markets is clearly the below 30-year-old Zappers. They have given a new look to society. Instead of being submissive they air their opinions, which is drastically new to India. Manufacturers, retailers, and the service industry have not caught on to the implications of this radical shift in attitude of this generation. So they do not connect to this mobile-phoning Zap generation and their changing trends and usage patterns.
Organizations need to incline towards the Zapper’s restrained emotional attitude that’s whirling in the melting pot of tomorrow’s society.
India's 3 generation
Different examples of 3 generations consuming pattern
3 generation example
Three generations have created peculiar socio-eco-political circumstances in India
Up to 1990, every father’s pocket was sealed, but today, it has all become topsy-turvy. Lakshmi bhandar (equivalent to the piggy bank) potters may have lost their business because the Zap generation does not save, they just love to spend. This widely divergent group has experienced only the open pockets of their parents because the economy had started booming after liberalization. The 3 generations prevalent today are:
Digital Zap: Born in 1986 or after; the span can go back to 1980 to all those below 30 years
Compromise generation: Born after 1965 up to 1980; 30–45 years
Retro generation: Born before 1965; 45+ years
To have been born before 1986 means that you would harbor a compromised mentality. These people carry two kinds of baggage: pre- and post-liberalization outlook. In most Indian organizations, the majority of the middle and top managements have such a mentality of finding the middle ground. A 45–50-year-old senior manager clearly sees the difference between his and his own 20– 25-year-old children’s lives. But he does not realize he is living in the cusp of society’s transition. He even talks about his life with his children like a story to others. 
Busy parents compensate guilt at denying quality time to children by becoming indulgent. The buyer, influencer, and customer are not the same person anymore. People of the age of 5 to 22 years make choices for all types of products for the family. From savings and frugal spending, the trend is to shop, shop, and shop to overcome situations like boredom or depression, and excitement during festivities.
Zappers influencing family purchase today sometimes become buyers and customers too. Compromise and Retro buy as per commanding Zapper influence. Parents depend on Zapper recommendation for styling, technology, and trend in buying a car although the father is the more frequent user.
48 hours to leave France
  Art of the brand  
  Jalebi Management  
  Strategic Pokes  
Corrugated Slices
1st book: 1991
48 hours to leave France
in French Publisher: Michelle Lafont, Paris
2nd book: 1994
Art of the brand,
The 10 commandments of strategic design Publisher: Rupa, India
3rd book: 2007
First book of Jalebi Trilogy: Jalebi Management, All stakeholders can enjoy a bite Publisher: Sage Publications, USA
4th book: 2014
Second book of Jalebi Trilogy: Strategic Pokes, The Business Jalebi Publisher: Sage Publications, USA
5th book: 2015
Third book of Jalebi Trilogy: Corrugated Slices, The Social Jalebi Publisher: Sage Publications, USA
  Shombit Sengupta  
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  Strategic Pokes:
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  Jalebi Management:
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Amazon India, Amazon UK, Amazon US
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