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Senior citizens adjust to retirement living in distinctly different manners. These adjustment mannerisms could be used as a basis for market segmentation. Although some of the potential segments might be alienated by appeals aimed solely to the elderly, others might be successfully approached by appeals positioned specifically toward their needs.

In the first issue of this Journal, Florence Shelly states that the proper use of social‐trend data can help market‐ing managers in at least four areas by providing: 1. a future outlook for specific business units; 2. an input for brand / product strategy; 3. a basis for checking specific tactics; and, 4. an enriched understanding of market segments. Perhaps, the major point of that article is not just what it says, but what it implies‐the need for a marketing philosophy of “implementation based on anticipation.” In conceptualizing this philosophy, the correct use of social‐ trend data can be seen as the first step necessary in strategic‐marketing planning—the tip of the iceberg. However, the strategies adopted by American marketers over the past two decades do not demonstrate that the levels of marketing myopia which Levitt discussed in the 60's have diminished. What is even more disconcerting is that the tools for reducing marketing myopia are not obscure trade secrets; as a matter of fact, they can be found in most introductory marketing textbooks. Environmental scanning, the prime instrument available for this purpose, deserves a closer look in relation to its worth for managerial decision making.

Examines the mature market, defined as consumers age 50 years or older, and reviews 33 segmentation methods for the mature market and identifies five key segmentation criteria: discretionary income, health, activity level, discretionary time, and response to others. Integrates methods devised by other researchers and provides marketers with a step‐by‐step, actionable segmentation method based on these five criteria. Offers implications for managers.

While the consumer movement was popular in economically advanced countries between 1965 and 1975, developing countries were not yet ready for such issues. The consumers in these countries, due to their economic, social, and political environments, were not aware of their rights. Taiwan was a typical case. Three main reasons contributed to the ignorance of the Taiwanese consumers at the advent of the worldwide consumer movement. First, in its early years, Taiwan was basically an agricultural society. The primary industry and its commodities made product differentiation impossible. It was nature, and not human beings that decided the quality and/or quantity of the products produced for the market. Everyday products were simple and few, and the choice between products, easy. Secondly, it was not until the 1960's that Taiwan turned slowly from an import‐oriented economy to that of an export‐oriented economy. Raising tariffs and controlling the importation of products were necessary to protect local businesses from foreign competition. Thus, the rights of consumers were sacrificed. Lastly, the very nature of the Chinese (e.g., psychological profile), led them to endure the suffering of any mistreatment. They would avoid a direct confrontation on any dispute. Therefore, organized activities against businesses was not possible. All of these reasons made the consumer movement unheard of in Taiwan during the 1960s.

For decades, organizations have based their marketing efforts to the 65 and older market on traditional stereotypes. This is surprising given the size, growth, and spending power of this market. It is also inconsistent with the marketing concept. This article identifies a number of dimensions which highlight the diversity of the so‐called senior citizen market. The diversity of this market involves a complex set of factors involving age, health, income, education, retirement, information processing, the self‐concept, reference groups, and cohort membership. The marketing implications of these dimensions are illustrated through examples of current marketing practice.

Advertisers have been criticized for underrepresenting the elderly in print ads and television commercials. What critics often overlook, however, are audience and product considerations along with the effectiveness of older spokespersons in influencing intent to purchase among elderly and younger consumers. This article examines what is currently known about the use of older persons in advertising and extends these findings by reporting the views of advertising agency executives on this topic. From the results of these studies, an audience‐product matrix with examples is provided to help put the advertiser's position into perspective. According to the literature reviewed and the perceptions of advertising agency executives, the use of elderly spokespersons tends to work best when the product or service can be targeted to elderly consumers and the products or services themselves are elderly‐oriented. There is some evidence to suggest that elderly persons are used in advertisements not because advertisers want to represent the elderly, but rather when these spokespersons can sell the product.