Walk with the "Little Emperor"

In every great challenge lies an equally great opportunity.

The same is certainly true for China's "little emperors". This generation of young people, born between 1980 and 1990, is sometimes referred to as the "Generation of Ego," which corresponds precisely to what other countries call "Generation Y." Managers around the world are now realizing that successfully marketing to this generation, or managing them successfully, requires a new mindset and mindset. In China, this phenomenon is even more pronounced.

China's "Generation Y" grew up in an environment of "rapid economic growth, dramatic social change, rapid technological advancement, and stringent educational requirements," womenofchina.cn wrote.

Tomorrow, this generation will be China's leaders; and now, they have shown strength in the market and organization. They are a strong consumer group. The "little emperors" with a population of about 200 million have become an extremely attractive market segment. A study shows that in some large cities, their consumption level accounts for more than 50% of household spending.

In China, the gap between them and other generations in lifestyle and consumption concept is larger than in other countries.

They are also demanding employees. They are known for their natural superiority, outspokenness, inability to accept criticism, and technical savvy. Michael Stanat, author of "China's Generation Y," said, "These young people are more entrepreneurial and capitalist than their parents. And, as the market changes, It’s easier to be an entrepreneur.” It also makes them harder to manage as employees. How to manage the "little emperor"? How to market to them? Double challenges and seek double management countermeasures.

Managing Generation Y

At a large company, the CEO sent a mass email to thousands of employees informing them of a major decision. James, 24, was sitting at his desk in the large office, and he was involved in the decision earlier. After getting the email, he decided to share his feelings with the top of the company, and quickly emailed the idea to the CEO.

A few minutes later, the CEO's reply appeared on James' screen: "I've been running this company for ten years; I think I know what I'm doing." Undeterred, however, James replied: "I understand this conversation is not pleasant, but I'm not alone in disagreeing with you." Fortunately, he was able to convince his boss that he wasn't being rude by doing so.

This example illustrates how the overconfidence of Generation Y is creating challenges for managers, according to research published in The Observer.

This study found that younger employees are more motivated to challenge managers and traditional hierarchies.

This is just one of their characteristics. Reuters' Molly Smith summarizes other standout characteristics of Generation Y workers:

They demand more than money. Compared with monetary remuneration, they pay more attention to progress and ability improvement, and pay more attention to the recognition of their achievements reflected by the promotion of positions.

Because they speak different languages, recruiting and line managers need to adopt new forms of communication characterized by direct, timely feedback, and frequent encouragement and recognition of their efforts.

They demand a work-life balance. Remote work (instead of working in an office) has become more common. This generation is comfortable with online communication tools.

They value social responsibility, both their own and their company's.

China's Generation Y also shares these characteristics, and in some ways shows them more prominently. For example, a study by Aroonwan Körefalk and Maria Pettersson of Kristianstad University in Sweden, among others, showed that compared with other people of the same age in the world , China's younger generation pays more attention to results.

Let's take a look at how some companies are addressing these challenges in their HR and leadership practices.

Make your company more attractive. Companies need to hire many Gen Y employees, so it pays to attract this demographic. Work Empowerment Foundation provides the following tips.

Frank. Employers need to appear candid and trustworthy in their interactions with Gen Y, who would rather know the stark reality. Companies need to be prepared to actively communicate with them about their vision, values, and culture—“The best way to hire and retain Generation Y is to identify them with the company.”

Make job offers attractive . Design positions carefully to achieve work-life balance. Provide opportunities for Gen Y to master a variety of different skills in the company.

Leverage their technical proficiency. "Generation Y is best positioned as an enabler of product development, sales and ownership in an organization. Also, they are best at inspiring innovation by challenging the current way organizations and industries operate."

Using their language speaks. To hire and retain them, managers need to be able to speak the language of Gen Y and understand what appeals to them the most.

“They see their career as a career, and they want a responsible boss,” Paul Redmond, a prominent expert on generational theory, said in an interview with The Times. Be prepared to leave bosses who are not responsive to their values and concerns."

A recruiter's way of attracting top graduates starts with emphasizing those values on the company's website. Research has shown that Gen Y graduates expect within 3 clicks of a company website to figure out what a company's business is, what standards they need to meet as a candidate, and with whom they can discuss those standards.

“If this information is not found, they will lose interest in the company and go elsewhere. If we want good graduates to join, we need to communicate with them in their language,” Centrica, UK The company's graduate recruitment manager, Yvonne Crew, said.

In addition to providing a lot of information about the company, communicate with them enthusiastically, even humorously. Jenny Floren, CEO and founder of Experience, a leading career services provider, said on the company's website, "Hiring and line managers need to communicate in a new style. Passion and facts respond positively - don't try to make up information on them."

Implement mentoring and reverse mentoring. Once they join the company, the challenge of managing Generation Y workers is further compounded.

One of the solutions is mentoring. "Generation Y workers need to understand what the company expects of them in their careers, as well as all aspects of the company's culture," wrote Deborah Gilburg in CIO Magazine. "Managers must explain the company's vision to Generation Y workers. goals, and their role in it.”

Guidelines can also work in the opposite direction: bottom-up. This is called reverse mentoring, and Welch was a famous advocate of this approach. In an article, Charles Wonderlic said the former GE CEO was a pioneer in reverse mentoring, when he ordered hundreds of the company's top executives to set up mentoring with new hires.

However, this form of coaching flows differently than traditional coaching. His goal is to get younger employees to pass knowledge upwards, mentoring executives on technology.

What can executives learn from Gen Y workers? a lot of. Technology and computer use is clearly an area of study due to the technological savvy of the younger generation. Plus, thanks to Gen Y's candor, new hires also help executives understand what employees are thinking. "These new hires can offer fresh perspectives and perspectives that managers themselves would never have seen," Windley wrote.

For reverse coaching to be successful, training in coaching skills needs to be provided, as younger employees are unlikely to have experience coaching an executive. Set clear goals for both young employees and their managers. After three months, survey these new hires. Survey results are anonymous and get their responses in customer service, company culture, communications, and other areas you think are important.

Build a social network among employees. “Are you thinking about incorporating social media concepts into your workforce?—those are exactly the concepts that resonate with Generation Y. Over 80% of the Gen Y population uses social media services like FaceBook, and every second there is an article A new blog is born," wrote chinavalue.net.

Building a social network can be beneficial in many ways—such as recruiting Generation Y, developing their ability to collaborate, and building a company's own social networking tools.

Recruiting through social networks is part of "Relational Recruiting". Psychologist Hilary Blackmore writes on the ChangeBoard website that Generation Y expects connection, respect, attention and a quick response. "When considering a company to join, they turn to the opinions of their fellow Gen Y."

Social networking also enables young team members to collaborate with each other—something they know very well.

“Gen Y’s strength is proficiency in technology. Digital communication is Gen Y’s gift,” Gilberger wrote in CIO Magazine, “in this way, they have the tools and proficiency necessary to use modern The information systems commonly used by companies to work and tackle the challenges of dealing with complex issues in virtual teams. Being developed as team members, they are ideal for a collaborative work environment."

The Boeing 787 Dreamliner is the A design crystallization that utilizes collective collaboration and creativity. Boeing no longer designs airplanes on its own, but works with many companies and individuals to design and produce airplanes. Mike Bair, vice president and general manager of Boeing Commercial Airplanes, made a key comment about the partnership when the new aircraft hit the market: "I'm proud of the people at Boeing, the people of our more than 70 partner companies. Proud that they brought these planes to passengers around the world."

Continue to inspire them with coaching. Sometimes, it doesn't necessarily take all the latest tricks to manage Gen Y. Some old management principles are equally valid, but require new passion to execute. Coaching is one of them.

Coaching plays a key role in maintaining the passion and creativity of Generation Y employees. On the IT World website, Joanne Sujansky summarizes five ways to coach Generation Y employees.

1. Be a leader. Generation Y is used to having a role model to learn from. This generation was brought up with the education that no question is stupid. They are used to asking questions, and you must always be ready to answer them. And don't forget to lead by example. Gen Y loves seeing their bosses work with them.

2. Train them. For previous generations, the job can be told and then left to do it on their own. And Gen Y needs to be trained first, and they love training.

3. Challenge them. This generation is hungry for excitement. They have grown up in the tech boom, so attention spans have shortened accordingly. It's not that they can't concentrate at all, it's that it's easier to concentrate when challenged.

4. Maintain technological advancement. Generation Y tends to feel out of touch with the times. While they don't expect state-of-the-art technology for everything, once they know a task can be done more easily with technology, they can quickly become frustrated if they can't use such technology.

5. Respect the differences between generations. Don't simply think that because they are young they are necessarily incompetent. Great coaches for Gen Y employees guide them on how to turn the best ideas into reality.

Using multimodal training. Some basic principles remain the same, but others are subject to change. For example, in terms of training, the training techniques previously applicable to earlier generations in China may no longer meet the needs of training Generation Y.

The key is to use multiple modes of training, or to use different training modes. Remember, this generation has grown accustomed to doing several things at a time, with shortened attention spans.

"This generation is used to listening to iPods, browsing the Internet, and writing papers. This challenges how to educate them. It affects their learning preferences," said John Ambrose, senior vice president of SkillSoft. ) said in an interview with Mass High Tech magazine.

This approach makes Generation Y impetuous learners, so any company considering hiring and training them should have a multimodal approach to training and make training available 24 hours a day, 7 days a week .

“The previous generation may have read training manuals, but manuals are not useful to this generation. They need content in the form of podcasts or online courses, and they expect powerful graphics. Mixing multiple learning modes can really Appeal to this generation," Ambrose said.

As learners, they may be impatient; but they are also excellent problem solvers by nature. Experts agree that Gen Y does possess such skills, regardless of their source. Growing up playing video games might help with that.

“From a technology standpoint, this generation is more versatile at working on difficult problems. They are good at extracting useful information from a trove of data in order to solve problems,” Wilmington, Delaware-based NuView In an article in Mass High Tech magazine, Shafiq Lokhandwala, CEO of Systems Inc., said, "In technology, we rely on these people to make our products better, and they are really great at this. Valuable."

Let benefits, work locations and times vary from person to person. Gen Y demands flexibility, especially when it comes to benefits from employers.

Close to 15% of employers in the UK have reportedly changed their benefit policies to appease Generation Y workers. What are the most important benefits? Flexible working system.

Experience's Floren writes: "Employers have become more creative in offering perks. For example, a month's vacation after five years of service with the company. This recognizes the strengths of Generation Y and provides It also helps reduce the job-hopping problem that plagues many employers.”

Procter & Gamble is one multinational company that has improved recruiting and treatment in response to the needs of Generation Y. P&G is no longer just emphasizing high salaries, but flexible hours, the ability to work from home, family vacations and periodic vacations.

There is a similar trend in flexible work environments. Telecommuting and remote work comes naturally to Gen Y. These young employees are accustomed to online meetings and rarely require "face-to-face" collaboration. This also makes them more suitable for working with team members distributed around the world in the future.

Floren explains, "If employers also change with employees, organizations are more dynamic and competitive; here, knowledge is shared and execution is accelerated, constantly opening up new opportunities. Road."

Marketing to Generation Y

Global brand consultancy Interbrand recently unveiled its latest list of the world's best brands. The biggest winners were Google (+43%), Apple (+24%), Amazon (+19%), ZARA (+15%), SAP (+13%) and Nintendo (+13%).

Obviously, these are "Generation Y brands." Therefore, the advantages of companies that are good at marketing to Generation Y are unquestionable.

What are Gen Y's consumer expectations? Broadly speaking, they expect fast service; they want their needs met quickly. They like to see the technical component in the service and the communication in the brand. It's no secret that they're picky, and they openly compare products and services to those of their peers. They demand more choices than their predecessors.

And the biggest feature is that no company can "own" Gen Y consumers.

William J. McEwen, global practice leader for Gallup's Brand Performance Management Group, said that in this age group, only one in five (19%) believe there is only one Soft drink brands are the best, with only one-third (34%) feeling that only one beer is right for them, and less than one-third (30%) saying one brand of sneakers is very different from the rest.

So, marketing to Gen Y in China is a huge challenge—and a huge opportunity at the same time.

Companies that treat Gen Y consumers right can join the ranks of the "Most Trusted Brands" that earn their admiration as a top brand. Such top brands include Apple, Ben N Jerry's, Adidas, Levi's, Volkswagen and Converse, according to a survey by Outlaw Consulting.

What do these brands have in common? They are simple and clean, not only in the appearance of the product, but also in how the company organizes the supply of the product. They are unique, even unique. Some brands are known for being socially responsible and environmentally friendly. It would also help if they had happy employees. This echoes the values of Generation Y.

Here are some tips for attracting and building loyalty among Gen Y consumers.

Go where they frequent. For Gen Y consumers, Toyota has a problem. Young people see Toyota as a brand of older generations. As a result, Toyota lost tens of millions of potential customers, who make up a huge part of the car buying market.

To make its newest Scion brand appealing to young buyers, Toyota has done something no automaker has ever touched before: into the hip-hop and underground music culture of today's youth.

According to the Metro Times, Scion's marketing focuses on underground music and art culture that many automakers ignore.

Toyota's innovation is that it does not use traditional TV advertising. Toyota built a popular website and published a free urban culture magazine. Scion also hosts monthly meetups across the country for hip-hop club artists.

With Gen Y's emphasis on personal taste, Toyota is letting Scion consumers go online to customize their cars. Consumers can choose from a variety of accessories.

At first, Toyota's competitors scoffed at the marketing plan. But Scion's bold plans proved them wrong. Now, critics are less vocal.

"Scion's marketing program has been a huge success," said Todd Lassa, an editor at Motor Trend. Toyota sold nearly 100,000 Scion vehicles, far exceeding the original plan of 75,000.

Will Travis, president of Attik USA, told Indian media outlet Rediff News that going places frequented by Generation Y proved to be the right marketing tool. "It's true that Gen Y consumers like to discover brands on their own. That's not to say they don't like being the target of marketing. It's just that marketing has to do it their way, where they go."

Satisfy their need for information craving. For information age employees, product information can be as important as the product itself.

Of course they have access to a lot of information in a variety of ways. This generation spends more time online than watching TV, with at least 2 in 5 people watching video online at least once a month. Four-fifths of Gen Y mobile phone users use text messaging to send or receive services.

Charles Golvin, principal analyst at Forrester Research, said, "Technology has permeated everything Gen Y does."

Gen Y wants their bosses to be open to them and the market. Marketers are forthright with their product and company messages. Even if you don't provide this information, they themselves will find out using social networks.

Nilofer Merchant, CEO of Rubicon Consulting, cautions: "Don't try to blanket the market. They're diverse and need bespoke products. Adapt the product or service to the consumer—for them Tailor it and they'll buy."

This approach requires the use of focus groups and marketing to influencers. Merchant said these influencers have to be seen as partners.

“This generation likes to have a say in the products they buy and to engage with the producers.”

Remember, what matters most to businesses is how they present their products, and how they treat them along the way. way of consumers. "Don't speak in a superior way and show no respect for them," Merchant added.

You also need to maintain a two-way conversation. Remember, this generation is looking for a high level of engagement. This is true for employers, and it is true for brands.

Brands will benefit from being able to "approach this demographic as a social brand group that is constantly sharing and communicating over wireless technology," says brand communications strategist Patt Coxingham.

Communicate directly. In many market segments, direct mail has proven to be a powerful marketing tool. For Gen Y, this tool is even more powerful.

A study conducted by InnoMedia and others found that 87% of Gen Y consumers read their email the day they received a direct mail ad. They think 75 percent of these ads are valuable.

MarketingScoop.com founder and president Michael Fleischner said on Articlealley.com that there are a few basic marketing practices to keep in mind when trying to reach Gen Y consumers with direct mail. Direct mail is most effective when you understand your audience, time your marketing properly, come up with a compelling product, and research a relevant message.

Reader: You need a more comprehensive understanding of this segment. You should know what motivates Gen Y, what is their biggest pain, what their underlying needs are, and what products or programs they are currently using.

Timing: Whether the message is delivered at the right time is important to the resulting marketing results. Therefore, you need to figure out the timeline of your readers and understand when they are in the market to buy your product or service.

Offer: Many consumers need a reason to buy, especially the skeptical Gen Y. You need to give buyers some level of comfort when buying while offering some benefits to them. This can take the form of a satisfaction guarantee or other similar form.

Message; your message needs to resonate with potential consumers. Do you understand their needs? Have you communicated the benefits and features of the product? Are you solving problems for them? Is your message simple and powerful?

In conclusion, Gen Y offers a great opportunity to rapidly build consumer and employee loyalty.

The author JET MAGSAYSAY is a consultant to the journal. Translated by Jiang Xiaoshan.