Being innovative as a company in an aging society

Purpose We propose a framework to better understand the factors that influence consumers' perceptions of firms' innovativeness and how these, in turn, can inform innovation strategies. These can be factors that are in the customer's view, but also factors behind the line of visibility that indirectly affect innovativeness. We pay particular attention to the challenges of an aging society for innovation management. Design/methodology/approach We conduct an exploratory analysis of the Spanish Innovation Index database. With the aim of understanding the role of age in this framework, we perform a qualitative content analysis of consumers' expressed opinions about firms' innovativeness (n = 8,100 over five sectors), differentiating between two large population groups: those between 16 and 29 years old and those over 60 years old. The results of this analysis are combined with the proposed framework to provide managerial guidance for innovation management. Findings Innovation implies useful changes to the status quo. The perceived value of innovation varies between groups. Both are open to change, but the older group seeks clear benefits before adopting new practices. Younger consumers focus on specific attributes, while older ones assess innovation more globally, often rating companies' innovativeness lower. Additionally, older consumers greatly value the perceived changes on their relational experience with firms (i.e. relevance of socialization and customer care). Therefore, companies need to rethink human contact with this segment, particularly in service settings. Research limitations/implications Focusing on the aging population, we outline questions based on the proposed framework. We emphasize (1) the role of social and digital innovations in shaping perceived innovativeness, (2) defining a successful integrated marketing campaign and (3) the impact of hiring older workers on perceived innovativeness. Practical implications The article allows for drawing practical implications related to the customer experience at the service frontline. In particular, innovative firms in an aging society should offer integrative solutions instead of focusing solely on features or low prices, respect consumers' habits when altering delivery methods, hire and train empathic frontline employees (i.e., including older staff), and create meaningful interaction spaces. Originality/value This article presents a framework to enhance understanding of customers' views on firm innovativeness. Based on qualitative analysis of a new dataset, it provides insights for innovation management in an aging population.