Me, my life, my wallet KPMG International Global Customer Insights Second edition kpmg.com/knowyourcustomer © 2018 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. © 2018 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. 44–47 Introduction Our lives and technology The illusion of control The customer The illusion of control 44–47 insight imperative 06–13 The future of interactions 48–51 Understanding the Five Mys 14–25 Trust: the new currency Changes across cohorts Trust: the true imperative 52–53 Generational surfing 26–31 One degree of trust with my data 54–59 Gen X & Gen Z: the alternative echo effect 32–37 A day in my data 60–61 My life in data 62–63 64–67 Wealth and our wallets Institutions we trust 64–67 Institutions we trust Wealth and retirement: delay and pray, or avoid? 38–43 Can your customer trust you? 68–73 Me, my life, 26–31 Generational surfing my wallet 38–43 Wealth and retirement: delay and pray, or avoid? 4 © 2018 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. Organizational imperatives The changing customer It’s the future. Do you know where your customer is? 74–79 around the world Executive summary: B2B: the human factor 80–87 the market viewpoint 88–91 Brazil: Get ready for good times 92–99 Canada: America’s neighbor in geography only 100–107 80–87 B2B: China: the human factor Solving the conundrum 108–117 France: Long live difference 118–125 India: Subcontinent of richness and complexity 126–133 The UAE: Purchasing power worth fighting for 134–141 The UK: Building trust in the UK 142–149 US: Shifting expectations 150–159 160–163 108–117 The wake-up call China: Solving the conundrum In closing The wake-up call 160–163 Background Methodology 164–165 5 © 2018 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. Me, my life, my wallet 6 © 2018 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. The customer insight imperative Few executives debate the importance of deep customer insight and empathy, and the need to get closer to the customer. But how many can truly claim to have done so in the face of constant, seismic change? t’s been almost a year since we published KPMG’s inaugural Using our design-thinking Me, my life, my wallet report, methodology, alongside our the first comprehensive output multifaceted research process, of our Global Customer Insights we have worked to deepen our IProgram, the distinctive worldwide understanding of the complex framework designed to grow our drivers of human behavior and understanding of the customer, their what’s really behind the choices Five Mys, and the rapid and profound that customers will make changes in consumer motivations, tomorrow, not just today … attitudes and expectations. And that which we uncovered 1 year ago Julio Hernandez, shows no sign of abating. Customer Advisory Lead, This year, we’ve gone deeper and KPMG in the US further in our continuing exploration of the multidimensional customer: what’s truly driving behavior and choices; how this is set to change as unparalleled 7 © 2018 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. Me, my life, my wallet develop deep insights into changing Trust isn’t a vague ideal or empty rhetoric; it’s consumer attitudes, expectations and becoming central to building customer loyalty and behaviors. It’s this knowledge that therefore the future financial prosperity of all fuels their customer centricity agenda. organizations and institutions. It’s not enough to simply This year’s survey results reinforce state an ambition — developing and maintaining the importance of understanding successful customer relationships means a change in “who I am as an individual as a mind-set as well as day-to-day data practices … customer”. Acquiring that knowledge in an era of eroding customer trust Colleen Drummond, Head of Innovation Labs, (in part due to high-profile misuses KPMG in the US of data) and new privacy regulations poses fresh challenges and calls for a delicate balance between transformation and disruption in our leveraging and protecting customers’ lifetime continues, and as the customer information. This requires companies of tomorrow emerges. to rethink how they capture, use and We’ve built on our first edition’s monetize customer data and insights unique and multilayered research to power an ever-evolving customer methodology with additional engagement approach. elements, drawing on new insight 37% We’ve also taken a new look at from across the KPMG network and of consumers the customer wallet and found that extending our primary investigation, worldwide say how individuals save money and this year surveying approximately they have trust manage (or don’t) their financial 25,000 consumers in Brazil, Canada, in governments lives, provides a fresh perspective China, France, India, the UAE, the that’s critical for companies to UK and the US collectively where a understand as they seek to engage majority of the world’s consumers with a dynamic and complex reside and will continue to grow, consumer. We’ve considered how as well as conducting ethnographic key life events affect the relationship research interviews in each market. between income, consumption In our inaugural publication, we and spending, and explore introduced the Five Mys, a distinctive attitudes to wealth and retirement framework designed to help across countries, generations and organizations more fully and deeply 24 % socioeconomic groups, and what understand the complex, underlying of consumers these variations imply. drivers of human decision-making. around the Also, we’ve taken a closer look We already know from our multiyear world wouldn’t at Generation X, born between Customer Experience Excellence be willing to the early-1960s and 1980, who research, discussed in more detail trade their represent a large cohort of technically within this report, that those data for any savvy and up-and-coming business companies that understand and get benefit from the professionals, sandwiched between closest to their customers, and deliver organizations both their baby-boomer parents and relevant customer propositions and and institutions their millennial children, with broad experiences, realize stronger growth they interact with and diverse needs and desires, yet and commercial performance than often overlooked. their competition. Gen X is now ready to shed its In the year since its introduction, common label of the ‘forgotten KPMG firms have helped clients generation’, especially prevalent around the world and across in North America, and are ripe for industries to use the Five Mys to organizations to get to know better. 8 © 2018 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. Professionally, Gen Xers are entering their peak employment years and ascending to organizational leadership 9% positions across industries. This of Gen X generation is often coping with the consumers competing challenges of caring both feel they have for aging parents and young children. adequate We also explore the interplay savings to retire between Gen X and their Gen Z children, born since 2000, addressing the potential behavioral transfers between the two generations and how this may shape future choices. In addition, we consider how business-to-business (B2B) organizations can use the Five Mys framework to reassess their own customer relationships. Here we see that trust and data protection remain vitally important, with the stakes higher given greater regulatory requirements. Relationships are just as important, if not more so, in a B2B context, but can be much more complex, based on the interests and influences of all the parties involved. And just like in consumer-facing markets, clients’ expectations of value and experience are influenced by both competitive and comparative practices. We invite you to continue this journey with us, as we further explore the multidimensional customer, and especially to consider the implications of our findings and ideas, advice and direction for you and your organization. Where some see uncertainty, we see opportunity. Where some see the threat of change, we see new potential opening up across generations. The organizations that embrace these dynamic times and confront the big questions facing tomorrow’s consumer will likely be the ones best placed to build sustainable, value-creating relationships with a customer they know better than ever before. Willy Kruh, Global Chair, Consumer & Retail, KPMG International 9 © 2018 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. Me, my life, my wallet Work and retirement Attachment to technology Average days worked per week 75% Split between those that would prefer Highlights to lose their wallet versus their phone India 5.7 41% A glimpse into the technologically powered UAE 5.5 50% world of today through consumers’ own words, China 5.3 sentiment and actions 25% Would Brazil — and a preview of 5.3 rather lose the research themes wallet France and insights explored 5.0 throughout this report.