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The purpose of this paper is to peer into the future of loyalty marketing and to offer marketers clear steps on how to shift focus and adapt to the coming consumer trends.

COLLOQUY delved into its years of loyalty marketing research and experience to pull out three top trends believed to take hold by 2030. COLLOQUY's views are supported by statistical background from Goldman Sachs, the US Department of Economic and Social Affairs and demographers.

Five over‐riding forces are creating a shift in future loyalty trends: an aging population; a burgeoning middle class; increasing extremes of wealth; more boom‐and‐bust cycles; and technology advances towards the seamless, instant and personal. Because of these forces, three new trends have emerged: the next new normal; the new “I‐network”; and the new marketing reality.

This case study offers marketers not only a look into the future of loyalty marketing, but also tips on how to embrace the new trends, including: what you can do now to meet the next new normal – start to test householding options. If households are dealing with multiple generations of parents, grandparents and kids, and the new localism in which the community is vitally important to customers comes to the fore, marketers must figure out how customers can pull their resources across their families, their friends, their networks and their communities to enjoy things relevant to all or most of them. Examples might include redeeming for event resources to host their local high school reunion, or for activities and resources to help a local community center, or simply letting the extended family get away for a ski trip. This needs to be tested now so that it can be determined how people engage, what is relevant, and how to start to prepare.

The paper provides insight on future trends and exclusive tips on how to adapt marketing strategy to thrive in 2030.

Pygmalion and charisma are mutually compatible leadership constructs that beg integration. They share some basic assumptions about human nature, about how leaders lead, and about how they could lead more effectively. Nevertheless, for the most part these constructs are discussed in disparate academic literatures. The present treatise integrates these somewhat divergent yet partially overlapping approaches to leadership and management. The differences between Pygmalion and charismatic leadership, and the commonalities that they share, are explicated. The aim is to understand better how leaders affect followers and how they can exert their influence with greater effectiveness. Some ideas for further research and for more effective management practice based on integration of Pygmalion and charisma constructs are presented. The result is a description of “charismatic Pygmalion,” an integrated management style that embodies both leadership constructs.

The purpose of this paper is to develop a conceptual framework, based in entrepreneurship theory, which explains how marketing emerges in startups founded by members of the Millennial generation.

Following a literature review, from which propositions are derived, an earlier process model of organizational speciation is adapted to marketing by Millennial entrepreneurs.

A four‐stage cycle model of entrepreneurial marketing by Millennials is developed, consisting of enabling through resource scarcity, bonding through social media, new product introduction through incremental stealth, and replicating through variation, selection, and retention.

Model development would be enhanced through empirical data.

Marketers in entrepreneurial firms founded by Millennials can follow a few simple rules to enhance market penetration. Resource scarcity is something to be sought, not avoided. A thoughtful social media strategy can accelerate new product introduction: stealthiness and its close relation small size should be embraced; avoid getting too big too quickly; use furtiveness to drive social media‐based bonding.

Previous theoretical models at the marketing/entrepreneurship interface have not focused on the unique characteristics of Millennial‐led new ventures. This study develops the most comprehensive model of entrepreneurial marketing by Millennials to date.

This paper aims to look at Shakespearean characters and to help managers to discover their strengths and weaknesses and learn from Shakespeare, one of the best psychologists of all time.

Six manager types according to Shakespeare are examined in this piece and comparisons to famous managers of today are drawn.

It was found that Shakespeare's heroes, in their glory and their faults, do not differ too much from today's managers. So if you study Shakespearean leaders, you can prevent errors you may otherwise make as a manager.

The paper shows that managers can: learn more about themselves through Shakespeare; use a story as an indirect approach; prevent errors Shakespearean leaders already made; and understand that Shakespeare is one of the best psychologists and executive coaches.

While there have been some works on leadership in Shakespeare, this paper helps managers to find out more about themselves via Shakespeare. What might look like a detour will turn out to be a shortcut, as it is easier to talk about other people's faults (here: Shakespeare's leaders) than about your own.

Population ageing, extended coverage of beneficiaries and rise in benefit levels of a public-funded universal social pension scheme (USPS) for elderly individuals may exert fiscal pressures on India’s General Government. Using accounting frameworks, this paper aims at an assessment of public expenditure requirements of USPS scenarios in the short term and their long-term implications for fiscal sustainability.

Short-term public expenditure requirements are quantified for the current pension scheme and proposed USPS scenarios, if pension benefits are adjustable for official poverty line, per capita income, the inflation rate and income elasticity of public pension expenditure. Long-term fiscal sustainability is determined by the methodology of generational accounting.

Public expenditure requirements for the USPS scenarios are remarkably higher as compared to the current expenditure on the Indira Gandhi National Old Age Pension Scheme (IGNOAPS). Short-term analyses offer economic justifications for an increase in pension benefits either by a single adjustment factor or combined adjustment factors but at a cost of remarkable increase in public expenditure requirements. Long-term analyses show that the IGNOAPS and proposed USPS scenarios are fiscally sustainable but sensitive to five parameters (productivity growth, inflation rate, discount rate, income elasticity public pension expenditure and income elasticity of health expenditure). A policy mix of these parameters leads to fiscal sustainability of the IGNOAPS and proposed USPS scenarios with differential impacts on inter-generational distribution of welfare by tax and transfer adjustments.

Application of the generational accounting methodology is new for India’s pension economics and may have applicability and relevance for future extensions and analyses of other fiscal policy issues. This paper sets a benchmark for such extensions and applications.

The analyses and implications offer economic justifications for increase in levels of pension benefits by the current pension scheme and proposed USPS scenarios, introduction of sustainable USPS scenarios under current fiscal policies and choice of design parameters for a fiscally sustainable USPS.

Social pensions have implications for providing income security and livelihood benefits for all elderly civilians in society.

The paper adds to the existing knowledge on economic analyses and fiscal implications of India’s old age pension policies in general and social pension policies in particular. Subject to the comparability of socio-economic structures and pension programmes, the methodology and public policy analyses of this paper may be of relevance and applicability for developing countries in Asia.