Advertising to Baby Boomers: Strategies for TV Commercials

Perceptions and Misconceptions About Baby Boomers

Rather than preparing for the future, Boomers prefer to enjoy the moment, Harris (2003) stresses. The Baby Boomer generation, also known as the "me" generation, reportedly desires to remain healthy and young. Despite this generation's good intentions, however, many individuals in this group are reportedly "not willing to pay the price to get there" (p. 83). One contemporary concern facing the U.S. that will directly affect the future — and that advertisers will also face — is that approximately 76 million Baby Boomers will soon retire from the mainstream of society. As these individuals will no longer work long hours at high-pressured jobs in their primary careers, their lifestyles will dramatically change. Along with this impending transition for Boomers and their communities, the realization comes to light that both society and businesses need Boomers' support. The priceless benefits Boomers contribute to communities — such as their influence, knowledge, wisdom, and financial prowess — impact communities and businesses significantly. Consequently, as Boomers constitute such a powerful group, own the majority of wealth in the U.S., and control the majority of the country's discretionary spending, businesses cannot afford to ignore them (Carpenter; Winter, 2002).

Neither can the fact be ignored that the Boomer generation is nowhere near ready to be written off or discarded. Even during the process of pursuing mid-life comforts and moving into retirement, Boomers refuse to perceive themselves as old. Instead, as they maintain a sense of eternal self-confidence, they perpetually strive to learn, relish a sense of fun in life, are hungry for information, and willingly adopt innovative technologies (Harris).

One key figure in this research reflects how the amount of advertising dollars directed at Boomers — approximately 5% — does not match the percentage of wealth Boomers control (70%), nor the percentage of this group's discretionary spending (50%) (Carpenter). Winter (2002) reports the percentage of advertising funds to be double the amount Carpenter reports, noting that approximately 10% of advertising monies are specifically aimed at the Boomer market. Winter does concur, however, that businesses and creatives target their advertisements primarily toward younger consumers, ages 18 to 49. The underlying message in too many advertisements appears to be that once a person turns 50 years old, he or she no longer matters (Green, as cited in Winter, ¶19).

Although Boomers reportedly control 70% of the wealth in the U.S. (Carpenter), not all Boomers are wealthy. The majority of Boomers grew up relating to the social context that if one works hard and is loyal to his or her employer throughout a career, he or she would, in turn, receive "job security, a good pension, and health insurance" (Moen, as cited in Winter, ¶16) for the remainder of his or her life. Today, a number of Boomers have learned that this belief does not necessarily prove to be fact. Some individuals in the Boomer generation, who reportedly planned to be earning their peak incomes when they turned 50, instead found themselves without a job when they reached that age. Because of their preconceived expectations of continued employment and a hefty salary, many men and women in this age range may not have sizable savings, and some even struggle to maintain a reasonably comfortable lifestyle.

The language used to identify Boomers — particularly in research — must change, Winter purports. Today, "even the word retirement has been rendered meaningless. So are all the other age-defined categories such as 'the aged' or 'senior citizens'" (Moen, as cited in Winter, ¶19). The need exists in the U.S. to no longer characterize an individual's mental and/or physical capabilities by his or her age. As a generation of Boomers, currently in their 50s, 60s, and 70s, move through their lives' plans — whether they choose to retire from their work or not — they want and deserve an array of options.

Even though only approximately 41% of Boomers currently foresee that they will have "a secure, financially sound plan for retirement," they nevertheless believe they will have an average of 22% of their income remaining to spend on discretionary expenses after paying basic living expenses ("Boom time," 2008, ¶4). These capable, energetic seasoned citizens, as Davis (2005) argues, "ought to be the most sought-after demographic cohort for American marketers" (¶3). Instead, they are too often misunderstood and disregarded as old folks who do not count. Harris recounts one particularly unflattering description of the Baby Boomer generation that denotes them, not as misunderstood and deserving of consideration, but as "a bulge moving through a python…" (p. 23). Despite labels and a myriad of misconceptions attributed to Boomers, this group constitutes an extraordinary, lucrative consumer group. Instead of connecting with these older individuals and making conscious, considerate efforts to reach them as customers, however, many businesses and creatives primarily focus on youth — and consequently miss out on potential profits from a vital investment.

One particularly persistent myth regarding Boomers purports that "life ends after 50" (Harris, p. vii). This, according to Harris, constitutes "just plain age discrimination" (p. vii). Harris, however, attributes part of the youth-oriented consumer problem to Boomers themselves, who reportedly — albeit with marketers' help — created this particular marketing situation. Boomers are reportedly the generation that refuses to grow up and vows never to grow old. Harris relates the following myth about Boomers, countered by reality:

Myth: Everyone knows about the Baby Boom. Everyone has heard everything there is to hear. Besides, now that Baby Boomers are on the downward slope of the hill of life, they are still numerous, but are becoming less interesting.

Reality: Both misconceptions can cost a marketer dearly. How can one claim to "know" 77 million people? There is always something new to learn. (Harris, p. vii)

Boomers, Harris notes, are repeatedly ignored or stereotyped with a number of misconceptions. Research by Harris identifies several such myths that persist in advertising and marketing contexts.

Davis purports that when marketing to Boomers, stereotyping and misconceptions relating to their silver hair contribute to bad marketing. Businesses and creatives fare better when they address a Boomer's self-image, not his or her chronological age. A number of researchers argue, however, with Davis's further contention that "anything that makes a 50-ish boomer feel 30 again is a good bet" (Revesz, as cited in Davis, ¶14) in advertising.

CitiBank fraud advertising portrays a blatant example of stereotyping Boomers. The advertisement's depiction of young cyber thieves victimizing older Boomers, Harris stressed, constitutes a double-edged sword. Even though Boomers may perceive the characters as cartoonish and reportedly are not offended because they realize the actors do not realistically portray them, the ads may still alienate them. The message the cartoonish characters appear to portray — of silver-haired, not particularly competent individuals — would likely offend most Boomers regardless of their hair color. Older people are not more susceptible to fraud than younger people, as many Boomers would likely argue; in fact, many Boomers are as competent as, and some even more so than, some of their younger colleagues in the digital era (Harris).

The points Nyren (2005) makes differ dramatically from a number Davis presents, particularly the contention that Boomers want to feel as though they are 30 years old again (¶14). Age is not a factor Boomers dwell on. Most of the time, Boomers — just like individuals in other generations — do not even think about their chronological age. The majority of Boomers do not long to be 18 again, or even 30. This misconception, however, underlies too many advertisements crafted by businesses and creatives, contributing to their failure to connect with Boomers.

Common Ground Across Four Generations

To mend the rift between businesses and advertising creatives and help them connect with Boomers, individuals working in these arenas need to discover the common denominator their message shares with what Boomers want and/or need. Improved communication constitutes one of the threads needed for mending this rift. To bridge the apparent generational divide and begin to craft commercials that connect with Boomers requires clear, constructive communication (Derrick and Walker). Goals for messages advertised in commercials or other media also need to be clear. One primary motivation for Boomers, as well as for younger generations, is the belief that they — along with their contributions — matter (Derrick and Walker). When businesses and advertising creatives focus on similar missions and visions, differences between younger generations and Boomers need not divide them. Instead, as these differences are acknowledged, they can be surmounted.

Currently, conceivably for the first time in U.S. history, four generations of individuals live, work, and shop in American communities. Consequently, four generations serve as potential consumers for businesses. These generations, according to Slahor (2007), consist of: (a) the Millennials, (b) the Generation Xers, (c) the Boomers, also known as "Zoomers" ("Grabbing Zoomer Business," 2007, p. 56), and (d) the Matures.

As these four generations work, live, and shop side by side in communities, each one possesses its own unique history and values. Along with reflecting their age differences, communities of multigenerational individuals also mirror differences in attitudes relating to products and the advertisements promoting them. Derrick and Walker (2006) stress: "While it is easy to over-generalize the similarities among individuals in comparable age ranges, recognizing overall patterns of differences between generations can be instructive" (¶3). Derrick and Walker also note that "the common denominator among the generations is emphasis on and communication of a core set of values" (Conclusions section, ¶1) — one area that may alienate or connect generations.

Younger, middle, and older generations appear to relate to environmental concerns. As a result of responses from all generations, positive progress has been made during recent years in reducing threats to the environment. According to Christensen (1995), some individuals now even question whether businesses should continue to be environmentally proactive, working to anticipate regulation and shape creative new solutions, or whether they can return to old ways. Discounting environmental concerns at this time could prove problematic, Christensen contends. Environmental matters will continue to play a vital role in basic business decisions, including advertising. Businesses and creatives who fail to acknowledge the value of environmental matters risk potential future complications (Christensen).

Another connection between Boomers and other generations appears to be an interest in active lifestyles. In 2002, compared to 1988, Boomers had begun to participate in more active endeavors such as "weightlifting, playing basketball, and playing videogames" (Harris, p. 81). The number of Boomers who engaged in aerobic exercise, hiking, and backpacking had increased more than 100%, while participation in more sedentary activities such as card playing only slightly increased. Harris nevertheless notes a contradiction: Boomers "want to be healthy, but not if they have to work too hard at it" (p. 82). The desire to be healthy while preferring not to work excessively hard to attain results may not be limited to Boomers.

Another area Boomers and other generations have in common, according to Elliott (2004), is that "people have a love-hate relationship with advertising" (Smith, as cited in Elliott, ¶5). Individuals in each generation, according to the 2004 survey conducted by Yankelovich Partners, expressed concerns regarding advertising's increasing obtrusiveness (Elliott). Fifty-four percent of participants in the 2004 survey revealed they would refuse to purchase products "that overwhelm them with advertising and marketing" (Elliott, ¶6). Sixty percent reported that compared to several years ago, they currently hold a less favorable opinion of advertisements. Sixty-one percent of participants reportedly felt that the current barrage of marketing efforts and advertising is "out of control" (Elliott, ¶6). Ultimately, 65% of the Yankelovich Partners survey participants noted they are continually bombarded with excessive advertisements, while 69% related they would consider purchasing services and/or products to help avoid advertisements (Elliott).

In the midst of their diversities and similarities, a number of ways exist for younger generations and Boomers alike to address the rifts that frequently materialize in advertisements. Two perceived generational differences include enthusiasm, which youth appear to possess more of, and experience, a trait commonly attributed to Boomers. Derrick and Walker (2006) stress that those in younger generations need to demonstrate respect for the experience and knowledge that those in the Boomer generation possess. In the advertising sphere, younger generations do not have to "muzzle their creativity" (Derrick and Walker, Harmonizing Enthusiasm section, ¶1), but do need to acknowledge that Boomers have likely experienced much more in their lives and currently possess significant insights.

Advertising Tactics and Strategies for the Boomer Market

Toossi (2002) stresses that "consumer demand is the main force behind the U.S. economy" (¶5). The buffeting force Boomers project toward the economy confirms the need for businesses and creatives to take note and invest in knowing what Boomers want and/or need. As those who create commercials pay the price to better understand Boomers, they can better craft their advertising methods to connect with the generation that controls 70% of the wealth in the U.S. and 50% of the country's discretionary spending (Carpenter). Instead of investing only 5% (Carpenter) of their advertising budgets to connect with Boomers, those who better understand what makes Boomers who they truly are would likely perceive that investing more effort and advertising dollars into connecting with this group would return a profit.

Nyren notes the following regarding the advertising industry: "Advertising people who ignore research are as dangerous as generals who ignore decodes of enemy signals" (p. 127). One valuable tactic advertising creatives and cell phone service providers can utilize to convey their messages is the inclusion of facts retrieved from credible research. Talent, however, according to Nyren, constitutes another vital component of advertising. In fact, Nyren states: "Our business needs massive transfusions of talent. And talent, I believe, is most likely to be found among nonconformists, dissenters, and rebels" (p. 70). Advertising strategies are not to be limited to business as usual, yet the business of advertising needs to be tuned in not only to its own concerns but also to the businesses it represents. According to Nyren, advertising creatives and businesses must use judgment in creating advertisements. Advertisements, written and filmed, need to relay the message "from one human being to another human" (p. 108) — as real as possible, as personal as possible, and in an interesting manner. Some advertisements, Nyren explains, evolve from an individual's personal experiences. Nyren considers the best ads those that evolve from real experience, as that authenticity causes the advertisements' messages to come across as genuine.

O'Rourke (2004) points out that despite a myriad of data and knowledge currently available relating to marketing systems' operations, a dearth of information exists for marketing theorists regarding conceptual and formal requirements to organize and analyze current knowledge. If adequate theory were available, it would proffer "a much more coherent, understandable and useful picture of the entire marketing process" (O'Rourke, 2004, ¶1). Some of the limited information known about marketing system operations began to be revealed in 1919, when retailers marketed the first published book relating to marketing. Along with the rapid expansion of marketing practices and skills during the following years, in the 1920s, ten more books covering areas such as market research, branding advances, and sales management were published.

As the status of marketing rose in major enterprises, Neil McElroy of Proctor and Gamble (P&G) and Alfred P. Sloan of General Motors (GM), along with numerous other business leaders, began to develop innovative ideas relating to the marketing role. During 1920, Sloan transformed one disordered product range into an orderly range of brands centered on specific price ranges, from Chevrolet to Cadillac. Similarly, during 1931, six years after graduating from Harvard, McElroy "proposed the brand management system within P&G" (O'Rourke, Marketing Adopts section, ¶1). Extended opportunities to enhance the expansion of marketing began to materialize in the 1930s and 1940s. Around 1940, the managerial approach to understanding marketing started to surface. O'Rourke reports this approach was created to equip practitioners for marketing positions opening up as U.S. businesses adopted the new "marketing concept" (King, cited in O'Rourke, Marketing Adopts section, ¶3). The guidebooks written for the new format, albeit, generally did not cover markets or market theory. Not until 1940 did one book by Alexander, Surface, Elder, and Alderson reflect the marketing concept (O'Rourke).

Researchers confirm that contemporary advertisers fixate on youth. According to Davis, this strategic orientation evolves from the fact that creatives in advertising, as well as cell phone service providers crafting advertisements in the U.S., are 30 years old and younger. Another reason for the youth-oriented focus stems from "the marketing dogma that consumers tend to cling to the brands they like as young adults" (Davis, ¶5). Advertisers traditionally believe that when a business or brand wins a person's loyalty early in his or her life, that loyalty will persist. An AARP study implemented during 2002, however, purports that young consumers as well as older consumers 45 years old and older are not necessarily, eternally loyal to a particular business or brand. Boomers, like younger generations, do sometimes readily switch brands, services, and products (Davis).

As noted in the previous chapter, the primary strategy advertisers utilize is to specifically target 18- to 49-year-olds. Davis reports, however, that a small "vanguard of marketers is abandoning that old thinking and is now beginning to design products and target advertising to maturing consumers" (¶4). Anheuser-Busch, one of the companies starting to pull away from traditional advertising strategies, promotes Michelob Ultra, its low-calorie, low-carb beer, in AARP's magazine. Anheuser-Busch's ads project Boomers engaged in biking, swimming, and kayaking. The Gap, a company favored by Boomers during their youth, has planned to begin testing the market for stores catering to women over 35. Cadillac's TV commercials utilize another contemporary strategy by paying homage to Led Zeppelin, the 1970s-era rock band, playing "Rock and Roll," a 1971 hit that resonates with many Boomers (Davis).

Other strategies cell phone service providers currently utilize in advertising include reassuring customers that they and their business are valued. One senior vice-president in banking marketing reported that his bank made a point to treat its customers as individuals (Bargerhuff, as cited in "Grabbing Zoomer Business," p. 56). Reassuring customers and clients of their value to a business could, in turn, contribute to increased customer valuation and loyalty. In the TV arena, the marketing strategy of understanding viewers, according to Waldman (2008), reminds viewers they matter to advertisers. When advertisers understand their audiences, they are able to make informed strategic decisions in response to what they know (Cohen, as cited in Waldman, Ever-Changing Ways section, ¶6).

In addition to the advertisements that cell phone service providers and creatives craft to effectively portray their products' attributes, as Kim and Lowry note, they also have to connect with their targeted audience. Even though securing Boomers' attention frequently proves challenging, businesses have to overcome this challenge if they want to connect with Boomers. This challenge, however, does not apply only to Boomers; to begin to connect with any group of consumers, cell phone service providers and creatives must first secure their audience's attention.

Christensen notes the value of considering environmental concerns in connecting with consumers, as this factor promises to continue claiming significance in advertising. Connecting to consumers' desires for enhanced health and opportunities to enjoy activities — two more common links between Boomers and younger generations — presents additional areas open for advertising messages. Advertising creatives and businesses would nevertheless do well to tread carefully, as Elliott (2004) notes, because Boomers and other generations also "have a love-hate relationship with advertising" (Smith, as cited in Elliott, ¶5).