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This paper examines adolescent’ money attitudes in the USA and France. It introduces and validates an 18-item scale for assessing adolescent money attitudes, explores the symbolic values that American and French teens attach to money, identifies the major segments of teens based on their attitudes toward money and assesses the importance that these groups place on price, novelty and brand name.

Twenty-eight in-depth interviews were initially conducted to explore adolescent’ money attitudes, assist in the development of measures and provide a context for interpreting subsequent results. Exploratory factor analysis (among 90 French and 70 American adolescents), followed by confirmatory factor analysis (among 332 French and 273 American adolescents) indicated that six dimensions captured money meanings. These dimensions were used in a subsequent cluster analysis to group teens into segments.

Six dimensions (worry, achievement, status, security, budget and evil) captured teenage money attitudes among French and American adolescents. A cluster analysis based on these dimensions yielded three groups: no worries, success and security. These three groups varied in their attitudes toward money and the importance that they placed on price, brand and novelty in purchasing.

This study provides measures for assessing adolescent money meanings and presents a preliminary segmentation of USA and French adolescents based on their attitudes toward money.

The results explore the impact of money attitudes on adolescent consumption preferences, demonstrate the utility of measuring adolescent’ money attitudes and segmenting adolescents based on these attitudes and emphasize the importance of both cultural and individual differences.

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.

France has a long historic heritage with two world wars: the First World War (1914–1918) and the Second World War (1939–1945). Most people associate French culture with Paris, which is a centre of fashion, luxury, cuisine, art and architecture, but life outside of Paris is very different in its 96 regions. Concerning demographic and economic aspects, people aged between 15 and 24 accounted for 11.79 per cent of the total French population. France is currently the 22nd most competitive economic country in the world, with a high unemployment rate (24%) among those aged 18 to 25 through, which can explain why the French Generation Z is the most pessimistic about the future in Europe (with a score of 59%). Extremism and global terrorism (81%) are thought to be the greatest threats for the future by the young French people, from which the ‘Generation Bataclan’ got its name to refer to French young, open-minded demographic population traumatised by terrorist attacks. Parents are a pillar for the French Generation Z, with 89 per cent of them reporting that their parents influence the values they hold. Beyond the personal and familial sphere, Generation Z requires a reconsideration of management in the workplace. According to a 2017 ‘Gen Z management’ study conducted among 2,300 French young people (Gentina & Delécluse, 2018), the main important criteria for their future careers are ‘working as a team’ (28.8%), ‘developing skills’ (28.4%) and ‘challenging varied roles’ (16.2%). Moreover, 60 per cent of the French Generation Z reveal that they choose face-to-face meetings as their preferred form of communication, as opposed to emailing (16%) or instant messaging (11%).

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.

This chapter draws the book ‘Generation Z in Asia’ to a close. It first considers the value of the notion of generations before explaining the contribution of this text. The chapter then reflects on the trends that appear to be common across Asian counties while recognising the differences between them. Finally, the chapter questions whether the positive outlook for Generation Z in Asia will continue into the future.

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.

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.