![]() |
||||||||
Executive Summary Affluent households in the United Statesduring these times of economic vigor, technological revolution, and relative worldwide political stabilityare a growing market of unprecedented opportunity. However, significant challenges face any institution that seeks to serve and profit from this market. Products and services that were merely adequate to meet the needs of Affluent households in the past will no longer fit their needs in the future. And because advances in the Affluent's capabilities (assets, education, health, and enabling technologies) will continue to grow, the speed with which the Affluent's needs will change will accelerate. As the Affluent change, institutions that do not evolve with them will wither and die. On the basis of our analysis of the current and previous waves of the MacroMonitor's survey of Affluent householdscombined with continuous conversations among the leading financial institutions, associations, government agencies, universities, and consultants and balanced with what the media reportwe believe that the following five factors will have the most profound impact on the future of financial services for the Affluent:
Something wonderful is happening. The United States has more Affluent households than ever before. And the reason is not just population growth or wage inflation. Some of the explanation is the natural occurrence of an economy that has grown virtually uninterruptedly for nearly a decade. Part of it is attributable to enhanced productivity and the gains from shifting from an industrial and merchandise to an information and service society. Enhancing the situation is an (irrationally?) exuberant stock market that has grown twentyfold in nearly two decades. Finally, economic benefits come from people's living longer, healthier lives. Pyramid to Diamond (Millions of Households) ![]() Whatever the causes, the effect is that in the United States more households have more resources. This change translates into higher levels of education, more jobs, more forms of entertainment and other diversions, more affluent (calculated by income or net worth per capita), and more millionaires. The danger for a financial institution seeking to serve these households is in making the assumption that they are all alike. As this group grows, so do the variations that make a difference. Treating today's Affluent as a homogeneous group can only provide misunderstanding based on stereotypes and other measures of centrality that drown out the critical distinctions. What is necessary is an effective way in which to separate the Affluent into distinct, cohesive groups, each of which is easy to identify and market to. The CART (Computer Aided Regression Trees) segmentation, which MacroMonitor used initially in 1992 to segment Affluent households and comparably implemented in the three waves of the MacroMonitor since, is such a method. The Affluent Segmentation ![]() The growth and movement that we have seen among the various Affluent segments is readily explainable by the changes in the economy and the stock markets and the natural evolution of standard demographics. The three segments that have historically had the most exposure to the equity marketsthe Wealthy Retireds, the Balanced Builders, and the Focused Buildershave all increased significantly in the past two years. The other segment most likely to have equitiesthe Capableshas not increased significantly because as its financial assets have grown, the Capables have migrated into the Balanced and Focused Builder segments. Conversely, if a major correction occurred in the stock markets, this segmentation suggests that the three segments most affected would be the Wealthy Retireds and the Balanced and the Focused Builders.
|
|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
![]() |
|
||||||||||||