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Consumerbehaviourbboard.pptVIP

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Consumerbehaviourbboard.ppt

Roles Position of a person among a group, organisation, and institution Familiar influences Have a direct impact on the consumer’s decisional purchasing process Reference group and opinion leader A reference group is any group able to influence positively or negatively a person’s values. They could be: Families Work colleagues Students associations Civil associations Church groups Opinion leader In the most of reference group, one or two people are always the opinion leader An opinion leader always gives information on a specific sphere that is of interest of the entire group They are considered by the others as well informed about that specific sphere Social classes People always use to rank others, this phenomena leads to the social classes People are classified by criteria different from society to society In western countries usually important factors are Work Instruction levels Salary Class (% of population) Behaviour Purchasing characteristics Upper Class (14%) Their annual salary varies from group to group, but they have the similar aims. They believe in the instruction in prestigious private schools. They like a lot goods of high quality. They prefer expensive brands. They spend a lot of money in arts, travels, cinema and theatres, books, tennis golf and swimming pools. Middle class (32%) Usually they are employees, they are considered as white collars; like the prestigious schools. Try always to emulate the upper class. They prefer travels to sports They love fashion goods; use to consult books, specific magazines before purchasing. Spend money for experiences useful for the education of their child Working class (38%) They have a strong feeling for the family, they try to approach to any economic advantage for it (economic sustainment from government). They use to buy car for the family. Like camping, they have strong values, they frequent outlets, off-price stores. They love DIY. Lower Class (16%) Usually they have no work not because of them. S

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