ACR Strategic Plan 2026 – 2031
Mission
ACR’s mission is to advance consumer research worldwide through the exchange of ideas that benefit scholarship, marketing practice, public policy, and the well-being of consumers and society.
Our Mission
The Association for Consumer Research (ACR) was founded in 1969 by a small group of consumer behavior researchers whose informal meeting at the Ohio State University led to the vision of a yearly conference devoted to the study of consumer behavior. Today, ACR’s mission is to advance consumer research and facilitate the exchange of scholarly information among members of academia, industry, and government worldwide. One of the key functions of ACR is to facilitate the growth and advancement of the field of consumer research. ACR hosts and supports a number of conferences as well as reviews and publishes scholarly research publications.
Open Exchange and Anti-Discrimination
The Association for Consumer Research (ACR), as an organization dedicated to the understanding of consumers’ attitudes, behaviors, and needs, rejects discrimination of any sort, hate-filled speech, and policies that require and/or support such discrimination. ACR supports freedom of opinion and encourages open dialogue. However, ACR will not issue official statements on specific conflicts or political situations, beyond how conflicts/situations might directly impact our members’ abilities to attend and/or engage in ACR-sponsored activities. The absence of such statements does not signal a lack of conviction or empathy. Rather, it is with conviction and empathy that ACR aims to facilitate open exchange of scholarly ideas and diverse points of view, which is necessary to help its mission to advance consumer research.
Unravelling the Consumer Experience
The Association for Consumer Research (ACR) warmly invites you to engage in a dynamic dialogue exploring the human intricacies of consumer behavior. Founded on a shared passion for understanding the motivations and choices that drive individuals in the marketplace, ACR fosters a welcoming and interdisciplinary environment for both established scholars and budding researchers. Through vibrant conferences, esteemed publications, and engaging initiatives, we delve into the latest advances in consumer psychology, marketing science, and related fields. Join us as we translate fundamental knowledge into actionable insights, shaping better marketing strategies, informing public policy, and ultimately, elevating the consumer experience. Whether you’re a seasoned academic, a curious professional, or an enthusiastic student, ACR invites you to contribute your unique perspective and collaborate with colleagues who share your dedication to unlocking the secrets of the consumer mind.
On Conference Locations
When choosing conference locations for our annual Fall conference, ACR uses a wide range of selection criteria to ensure that as many of our members as possible can participate in person. These criteria include economic and logistical factors, such as food and lodging costs, accessibility from across the globe, and visa requirements for visitors. These criteria also include factors affecting the physical and psychological safety of our members, such as health care provision or whether a particular location has enacted discriminatory policies. ACR strives to optimize on all these dimensions but acknowledges that there are often tradeoffs to be made.
Strategic Goals: Priorities for the Next 5 Years
The Association for Consumer Research aspires to be the year-round intellectual home for a globally connected community of consumer researchers. This strategy builds on a defining strength that has distinguished the organization for decades: ACR is widely regarded as the intellectual home base for consumer research. The annual conference remains the field’s premier convening event, fostering the exchange of ideas, scholarly collaboration, mentorship, and professional relationships that advance consumer research over time.
As the environment surrounding academic associations evolves, ACR has an opportunity to build on this foundation. Scholars face increasing budget and travel constraints, while many subfield communities connect through specialized conferences and digital networks. To maintain and extend its leadership role, ACR must strengthen opportunities for engagement, intellectual exchange, and professional connection throughout the year. ACR must also cultivate partnerships with academic and non-academic organizations to advance consumer research and increase its impact on marketing practice, public policy, and consumer and societal well-being.
To achieve this vision, ACR will focus on four strategic priorities: Inspire, Connect, Partner, and Sustain.
GOAL 1
INSPIRE
Be the year-round home for intellectual exchange and professional growth throughout members’ careers.
GOAL 2
CONNECT
Facilitate connection among an intergenerational, inclusive and global community of scholars.
GOAL 3
PARTNER
Cultivate partnerships with academic and non-academic organizations to advance consumer research worldwide.
GOAL 4
SUSTAIN
Build a firm financial foundation to achieve the organization’s strategic goals.
Inspire. ACR will provide year-round opportunities for intellectual exchange, professional development, and learning, helping scholars remain at the forefront of emerging methods, technologies, teaching best practices, and research approaches throughout their careers.
Connect. ACR will strengthen relationships among scholars across career stages, methodologies, disciplines, and regions of the world. Recognizing that the vitality of consumer research depends on strong intergenerational exchange, ACR will create opportunities for networking, mentorship, collaboration, leadership development, and relationship-building that support scholars throughout their careers and help shape the future of the field.
Partner. ACR will deepen relationships with organizations and individuals beyond its membership, including other academic institutions, practitioners, public policy makers, and other non-academic partners. These collaborations will broaden participation in consumer research, expand global engagement, and increase the visibility and impact of consumer research worldwide.
Sustain. ACR will strengthen its long-term financial foundation to support innovation, accessibility, and global engagement. A significant fundraising campaign will reduce dependence on conference revenues and create resources for travel grants, regional programming, mentorship initiatives, and new forms of scholarly exchange.
Together, these investments will create a reinforcing cycle. Greater accessibility, engagement, and connection will strengthen participation in the exchange of ideas that drives consumer research forward. Stronger relationships and broader collaboration will enhance the relevance and impact of consumer research across scholarship, practice, and society. As the value of participation in ACR grows, the organization will attract deeper support from members, partners, and donors, further strengthening its capacity for innovation and impact. In this way, ACR will preserve what has long made it distinctive—a broad, inclusive intellectual home for consumer research—while expanding its global reach, resilience, and ability to advance consumer research worldwide for generations to come.
Implementation and Monitoring
Task forces. To implement this plan, one task force will be appointed to focus on each strategic goal and develop plans for each coming year to fulfill the goal.
Strategy Steering Committee. A Strategy Steering Committee will be appointed, which together with the board, will approve the annual plans to be implemented by each task force. The Strategy Steering Committee will oversee collection of baseline measures of progress in Fall 2026 and again in 2028 and 2030. This data collection will include subjective measures (e.g., member perceptions collected via surveys) and objective measures (e.g., data collected about programs offered and member participation).
Timeline. This 2026-2031 Strategic Plan outlines ACR’s strategy priorities for the next 5 years. By 2031, the President will appoint a task force (including members of the Strategy Steering Committee and/or additional members) to review the Plan and develop a new or revised 5-year or 10-year plan based on conditions in 2031. We outline here a timeline for 2026 and subsequent years to ensure implementation and monitoring of the Plan.
|
DATE |
PERSON(S) |
ACTIONS NEEDED |
|
|
2026 |
Late July – early August | President with input from senior leadership | Assembles and charges task forces and Strategy Steering Committee |
| August | Task forces and Strategy Steering Committee | Meet with the Strategic Planning task force to discuss the rationale and analysis based on stakeholder input underlying the strategic plan | |
| ACR in-person board meeting September 24 | President | Updates the board on the composition of the task forces and Strategy Steering Committee and on the kick-off of the Strategic Plan | |
| November/ December |
Strategy Steering Committee | Collect baseline measures from a subsample of ACR members (both who attended and did not attend the conference in Chicago); ask a separate sample of ACR members to do the post-conference survey | |
| By early November | Task forces | Provide a one-pager with plans for the coming year to the Strategy Steering Committee and board | |
| Board/Strategy Steering Committee | Organize meetings with each task force to provide feedback | ||
| Nov. – December | Task forces | Implement their plans | |
|
2027 |
January – June | Task forces | Implement their plans |
| July | President (in consultation with Strategy Steering Committee) | Appoints any new member(s) to the task forces and recognizes members completing terms | |
| July/August | Task forces | Outgoing member(s) meet with new member(s) to facilitate knowledge transfer and continuity | |
| September | Task forces | Provide a brief (e.g., one-page) written summary of the past year’s activities and one-page written description of plans for the coming year to the Strategy Steering Committee and board | |
| Board/Strategy Steering Committee | Provide feedback to the task forces | ||
| Oct. – December | Task forces | Implement their plans | |
|
2028 – 2031 |
Same as 2027* | ||
* The process in 2028-2031 should follow the same overall timeline as 2027, except that:
1) By Fall 2028, the Strategy Steering Committee should collect measures of progress toward fulfilling the mission and strategic goals; they should repeat this by Fall 2030 (ideally would be separate from the post-conference survey and to a subset of members including people who were not able to attend the annual conference).
2) In November 2030, the President should charge a task force (comprised of members of the Strategy Steering Committee and/or new members) to evaluate progress toward the 2026-2031 Plan and develop a new (or revised) 5-year or 10-year Strategic Plan.
3) The President should consider when to have the Strategy Steering Committee report back to the board on how things are going (e.g., at the in-person board meeting at the annual conference or at some other meeting).
