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Purpose: This chapter seeks to understand ethnic identification among second-generation consumers by drawing upon the lived experiences of British Indian migrants in England.

Methodology/Approach: The authors analyze interviews with middle-class, Hindu, second-generation British Indian women through Bourdieu’s key concepts of capital, field, habitus, and distinction.

Findings: Through resources such as Bollywood cinema, and Indian schools for language, music, and dance, second-generation consumers acquire, use and (re) produce situationally prized subcultural capital for distinction from other ethnic consumers and members of the white majority group. Ethnicity is central to second-generation consumers’ identity projects, and their everyday social interactions. Ethnicity is considered in uplifting and empowering terms, and first-generation consumers play a key role in reinforcing this belief.

Research Limitations/Implications: Due to our small sample size, limited by class, religion, and gender, the findings of this chapter might not be generalizable to the wider population. Instead, they can be used to develop new theoretical ways of understanding ethnicity in multicultural settings with long-established migrant populations.

Social Implications: Ethnicity can play a central and positive role in the everyday lives of second-generation consumers. By investigating this further, we can improve our understanding of contemporary, multicultural societies.

Originality/Value of Paper: Prior work in consumer research has focused on understanding first-generation migrant consumers through the lens of acculturation, and foregrounding experiences of stigma and tension. Instead, the authors foreground the positive and uplifting lived experiences of second-generation consumers in relation to their ethnicity. This chapter extends the literature on second-generation ethnic consumer identity work.

An estimated 52% of Pakistan’s population is under the age of 25, and like their counterparts elsewhere around the globe, Generation Z in Pakistan was born into a world overrun with technology, Internet, and social media. This generation of consumers possess information processing ability that is much faster than any other generation. Generation Z consumers in Pakistan are active users of social media platforms connecting with local and international users, brands and exchanging information, photos, videos, ideas, and opinions with people inside and outside Pakistan. To develop insights into the consumption patterns, preferences, attitudes, and preferences of this segment of consumers, this chapter provides an overview of cultural and social values underpinning consumption choices and social media preferences. The chapter identifies and discusses the dynamic nature of Generation Z in Pakistan by identifying some of its defining features: the generation consists of confident, able, and multilingual consumers who are largely collectivists in orientation but shows strong individualistic tendencies. Such consumers have a global outlook and actively seek engagement with brands via digital platforms and influencer marketers expecting authenticity, respect, and equality. The chapter discusses work-related implications such as the need for providing transformational leadership and training programs to harness the intellectual skills of Generation Z in Pakistan. The chapter concludes by identifying and discussing issues relevant to handling Generation consumers in Pakistan including effective marketing strategies.

Generation Z, including individuals born from the mid-1990s to the late 2000s, is said to be different from other generations before. Generation Z is said to be the generation of digital natives, with multiple identities; a worried and creative generation who value collaborative consumption; and a generation looking forward. The authors present here tentative observations of Generation Z in Asia using theoretical approaches and scientific backgrounds: the authors show how socialisation theory (parents and peer group) and technology (relationship with smartphones) offer meaningful perspectives to understand Generation Z behaviours in Asia. Finally, the authors ask some key questions about dealing with Generation Z in Asia in the field of smartphone use, consumer behaviour (shopping orientation), collaborative consumption (sharing), and work context.

• Explain what a smart consumer is through Generation Z views

• Understanding the nature of decision-making process with the use of smart technologies

Explain what a smart consumer is through Generation Z views

Understanding the nature of decision-making process with the use of smart technologies

Generation Z in Malaysia is currently the largest age group representing 29% of the overall population, with a monthly disposable income of US$327 million. The Malaysian Generation Z is an electronically engaged generation and is heavily dependent on their smartphones and social media, spending an average of 8 hours a day on the Internet. They are also well educated, empowered, and entrepreneurial. As consumers, Malaysian Generation Z is influential and independent in their decision-making process. At the workplace, members of Generation Z in Malaysia are curious, caring, competent, and confident. These unique characteristics and behaviours provide specific challenges to deal with them as consumers, workers, and entrepreneurs.

Vietnam is an emerging economy in the South East Asia region. Its Generation Z is gradually taking the lead in the country. But rather than breaking away from the previous generations, this generation also shows a strong preference towards local values and solid commitment to social issues. Thus, traditional culture elements are increasingly integrated in every aspect of Generation Z’s life, such as advertising and fashion. Instead of hanging out at coffee places, they go for bubble tea. They still appreciate the traditional values but integrate them within a modern context. Brands chase after these young people by adapting their values into their products and services. In the work place, the Vietnamese Generation Z is less confident. They are partially lost in career development with poor career counselling in the education system. They desire new experience and new learning opportunities. Generation Z, who were born beginning in 1995, emerges in Vietnam as a fresh and promising force.

Generation Z makes up 20% of China’s population, and accounts for the highest share of household spend at 13% (vs. 3% for the United Kingdom and 4% for the United States). To advance marketers’ understanding about this group of consumers and capitalise on China’s booming market, this chapter uses rich statistics and information to show that China’s Generation Z has distinct behaviour patterns, which can be attributed to the unique background in which they grew up: (1) rigidity of social stratification, (2) abundance of materialism, (3) digital era, (4) limited (vs. extended) family, and (5) heavy schoolwork. Growing up in such a background, Generation Z’s lifestyle and consumption-related attitudes and behaviour are distinct from their predecessors. The chapter presents specific actions that marketers can take when targeting this distinct group of consumers in China, along with useful guidelines to HR managers for hiring them.

Generation Z in Japan, born between 1995 and 2010, has unique characteristics. First, they are pessimists, which is mainly because of the challenging environment in which they were raised, with long-lasting low economic growth and multiple natural disasters. Second, they are digital natives, with a high level of digital device literacy. Raised in a highly advanced technological environment, they benefit in various ways by leveraging such devices. Also, they value relationships with family and friends, forming very close intimate relationships with their parents and broad shallow relationships with their friends. These unique characteristics turn Generation Z into a careful spender in consumption, and a stability seeker in workplaces. As consumers, they are very knowledgeable using both online/offline information, thus, are very selective and cautious when spending their money trying to prepare for the possible risk in the future. As employees, they are less loyal to companies and value their private life higher than their work life. A guideline for targeting Generation Z in Japan is presented.

Hong Kong is a significant market with a strong economy, unique geography, and ongoing trade activities in the Asia Pacific region. This city keeps changing after the sovereignty returned to China 1997. Facing this historical change, how do Generation Z adopt these changes? This chapter draws a comprehensive picture of the context for Generation Z in Hong Kong, including political issues, their communication with families and peers, their opinions on consumption, and their preferences in relation to jobs. Instead of saying that ‘they are too young’, we try to understand more about this generation and its specific characteristic