ベビーブーマーウェルネス市場調査

Baby boomers were born between 1946 and 1964, and now in 2018, are 54 to 72 years of age. As a group, they do not behave at all like their parents’ generation when it comes to physical fitness, wellness, and health. Their life expectancies are longer, in part because they eat better, exercise more, and smoke less.

Unlike younger consumers (e.g. millennials), they tend to have more time and money to devote to, and care for their bodies and appearance.

ウェルネス市場とは何ですか?

これ market covers a range of products 人々が の中へ そして 上に 彼らの体や 使用済み in some manner that promotes good health. In addition, some services help to maintain or improve their well-being. It is an enormous and growing global market, with key sectors and products that include:

食べ物

• 健康的な食事と栄養
• 減量プログラム、食品、飲料
• ビタミン、サプリメント、医薬品

体

• 電動歯ブラシ、ウォーターピック、歯列矯正器具、ホワイトニング剤、マウスウォッシュ
• beauty and anti-aging cosmetics, skin and hair care
• 矯正器具、アーチサポート、ブレース、クッション付きインソール、特殊な靴下やストッキングなどの履物
• 食品や飲料を準備および調理するための器具、例：チョッパー、グラインダー、ブレンダー、スロークッカー
• ヨガ、ピラティス、ダンスのフィットネススタジオ

心

• 温泉と鉱泉
• swimming pools, exercise machines, and equipment, both at health clubs and at home
• mind-body meditation and spiritually oriented retreats
• スパとマッサージ施設
• wellness at work – corporate fitness programs to encourage exercise, meditation, relaxation/stress reduction, as well as in-house cafeterias providing free or low-cost healthy foods, snacks and beverages
• 休暇中の健康 – 健康的な食事、マインドフルネス、老化への対処を重視した観光、クルーズ、その他の団体旅行

市場調査は何に役立ちますか?

If you work and market in the wellness market, you have a challenge. The products or services offered by your company are probably competing for consumer dollars, but not only within your category. So it is important not only to have a deep understanding of alternatives within your specific area, but also where you fit within the broader wellness market.

市場調査は、ベビーブーマー世代が何を購入し、何がその購入決定に影響を与え、今後どのような変化が待ち受けているのかを調査する手段を提供します。

Why Shopper Journey Analytics Reveal a Split Boomer Buyer

The conventional view treats Baby Boomers as a single cohort with uniform health concerns. Shopper journey analytics tell a different story. Boomers split into two distinct buyer types: the “active ager” focused on vitality, mobility, and performance, and the “managed wellness” buyer focused on chronic condition support, cognitive maintenance, and joint health. These two segments shop through different channels, respond to different promotional triggers, and evaluate different product attributes at the shelf.

The active ager gravitates toward branded supplements positioned around energy, collagen, and anti-aging. The managed wellness buyer compares dosage forms, reads clinical claims, and defaults to trusted national brands or pharmacist recommendations. Assortment rationalization that treats the vitamin category as one block misses the fact that these two buyer types occupy different decision trees entirely. A retailer optimizing shelf space allocation for the senior vitamin category needs two planograms, not one.

Amazon, Costco, and CVS have each recognized this split, but their approaches diverge. Amazon’s recommendation engine pushes subscription bundles that favor the active ager through DTC channel economics. Costco uses pack size and unit economics to capture the managed wellness buyer who values per-dose cost. CVS leverages pharmacist adjacency to cross-sell condition-specific supplements at point of care. Each channel architecture reflects a different read on how Boomers shop for wellness products online and in-store.

Category Management Rewritten Around Boomer Consumption Patterns

Standard category management optimization in wellness defaults to age-based segmentation that groups all consumers over 60 into a single tier. The firms gaining share are instead segmenting by consumption occasion: morning supplement stack, post-exercise recovery, sleep support, and cognitive maintenance. Each occasion demands different formats (gummies vs. capsules vs. powders), different price architectures, and different promotional cadences.

Promotional lift measurement for Boomer wellness campaigns reveals a pattern that surprises most brand managers. Boomers exhibit lower impulse responsiveness to price cuts but significantly higher response to educational messaging, clinical endorsements, and loyalty program incentives. A trade spend optimization strategy built around standard BOGO mechanics underperforms one built around trial-size sampling paired with condition-education content at shelf.

ベビーブーマー世代のウェルネス市場の調査

1. Start by first identifying the objectives you have for your company’s products or brands, and develop questions you would need to answer to act on them. Here are some broad and specific examples…

• 業界全体と比較して、あなたの部門またはカテゴリーにはどのような傾向が見られますか?
  • what is the impact of new sleep-related products (e.g. temperature adjustable beds, pillows connected to apps, or machines that introduce calming sounds, odors and lighting)
• どのような新製品やサービスが注目を集めていますか?
  • オピニオンリーダーや早期導入者として認識されているのは誰でしょうか?
  • どのように/どこでそれらに気付くのでしょうか? (オンライン、電話、メディア)
• 食事活動に影響を与えるものは何ですか?
  • オーガニック食品、農場から食卓へ？
  • 外食の精神的、社会的メリットは何でしょうか？リラックスできる、のんびりできる、平日の早い時間から利用できる、特別価格など。
• 食品の購入決定に影響を与える特徴は何ですか?
  • 生鮮と冷凍、カロリー、食物繊維含有量は？
• パッケージは製品の選択に影響しますか?
  • 利益明細書
  • 栄養データ
  • 健康に関する警告
  • 健康で幸せで活動的な人々の写真
• 食事からどの食品を追加または削除していますか？例：ケール、スパイス、グルテン、乳製品
• By what means does this segment monitor and track its wellness-related behaviors (e.g. apps, wearable devices, and clothing)

2.  Find a representative sample of your target market to study (gender, education level, closer to 50, 60 or 70 years of age, geographical location).

3.  Determine the methodology or combined methodologies to use, i.e. qualitative (focus groups, individual in-person interviews) or quantitative (online or phone surveys). Also consider monitoring social media and supplementing efforts with secondary research.

4.  Identify an experienced third-party supplier with the capability to execute your market research project (e.g. have focus group rooms, telephone interviewers, survey programmers), analyze, and report on its findings.

You should be able to glean answers to your questions, confirm assumptions, and gain new insights as a result of a well-conducted market research program.

In many cases, more ideas will arise that will lead to further product development and testing.

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