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James Chung has a unique talent for formulating predictions and strategies aimed at organizations looking to thrive amidst the changes ahead. His internationally successful research firm, Reach Advisors, is a testimony to his gift and ability.

With two degrees from Harvard, James started his career off in marketing analytics for Leo Burnett, one of the world’s largest advertising agencies. He also founded a media and research firm that was eventually acquired by a Fortune 200 firm. During his time with the company, he became frustrated when he contracted the services of leading research and strategic forecasting organizations only to receive in return what he felt was advice based on guesswork rather than quantitative research. James’s experience as a disappointed customer led him to create Reach Advisors.

Since founding his firm in 2002, James has limited the annual number of clients the company takes on so that he can personally give each one his attention and time. His exceptional service, methodologies, and skill have set him and his organization far above other strategic research firms. Due to this reputation James is frequently requested to appear by universities, conferences, and mainstream media groups.

Full Profile

    James Chung is the President of Reach Advisors, a New York based strategy and research firm focused on emerging shifts in the consumer landscape. James serves some of the nation’s largest and most innovative organizations involved in sectors such as tourism and resorts, museums and culture, community development, and healthy living. Because Reach Advisors limits the number of new clients taken on each year, James is personally involved in overseeing each of the firm’s corporate engagements.

    James founded Reach Advisors in 2002, following his experience as a client searching for game-changing insight. Despite tapping into a sizeable budget that bought the services of the top research and strategic forecasting organizations in America, he found their work to be like looking in a rear-view mirror. He simply could not find advisors who could pick apart the key drivers for future shifts, deliver truly strategic work grounded in operational reality, and set a course leading to the intended impact. Reach Advisors was created to fill that need for strategic change, driven by data rather than guesswork, with the end goal of maximizing tangible impact for the client.

    Before launching Reach Advisors, James founded a targeted media and research firm that was eventually acquired by a division of a Fortune 200 company. Prior to that, he served at Leo Burnett, one of the nation’s leading advertising agencies, where he helped one of the world’s largest marketers reshape its marketing analytics and plan for how the next decade in marketing would unfold.

    James shares insights regularly as a featured speaker at many of the national and international conferences for the fields that he serves. He is also a writer, analyst and recurring source for media organizations ranging from The New York Times, The Wall Street Journal, Urban Land, Museum, Travel + Leisure, Sports Illustrated, NBC Nightly News, among many others. James is also the co-author of Life Stages of the Museum Visitor, published in 2009 by AAM Press.

    He earned his AB and MBA degrees from Harvard, and spends his non-work time delighting in the marvels of childhood.


James Chung Speaker Videos Back to top

Keynote Speech


James Chung turns to statistics to reveal the principle factor emerging today that determines whether or not a community grows or declines: the community’s ability to incorporate minorities. He draws from his years of research working with community development organizations, citing specifically the success of California’s 13,000-acre Rancho Mission Viejo, a suburb where the community was able to improve education for minorities, specifically the Latino population.

“What we found is that of communities that can do a good job at driving educational attainment in Hispanics, to be able to serve in the community, serve in the workforce more effectively, go off to college, or whatever that point is, it’s an economic bonanza for these large-scale developments,” James reports. “When we were modeling the numbers, they’d be selling a lot more homes. They would have a workforce that employers would come to. There was just no question; the economic rewards and returns are fantastic. The flip side of that is, we notice for communities that cannot drive that improvement, it’s a problem.”


Speeches / Speaking Engagements Back to top


Just as James Chung invests his time and care in customizing research for each one of his clients, he tailors his presentations to address the specific needs and concerns of his audience. James brings strong demographic and economic analysis regarding consumers, their mindset, time, and money and shows organizations the steps they can take to navigate emerging shifts in whatever their sector. A quantitative genius, James’s insights and advice are based on hard data and research rather than speculation.

Topics Include:

  • “Demographics of the Next Decade: Preparing for the Post-Downturn Market”
  • “How the World Will be Different after the Downturn"
  • “Generational Age Waves:  The Implications for the Consumer Market”
  • "Looking to the Future: What the Next 25 Years Brings"
  • "Consumer Healthcare Trends:  The 2010s as the Decade of Total Wellness"
  • “Macro Shifts and Consumer Trends: What′s Around the Corner"
  • "The New Consumer Mindset"
  • "Lessons Learned: New Models to Meet Changing Consumer Demands"
  • "Fundamental Shifts in Leisure Time Trends"

James Chung delivers a true competitive advantage from the creation of market knowledge that others don’t possess.

He digs into each engagement with tools that include:

  • Innovative quantitative and qualitative research methodologies, with constant development and testing of new tools to unearth the deepest insights for the specific audiences examined

  • Unmatched demographic analysis, by far the strongest in each of the fields that we serve

  • Incisive economic analysis, building a track record as the most insightful in the fields that he serves

  • Integration of research with sales data and operational data, meshing past behaviors with indicators of change to create stronger modeling of future behavior

  • Heavy investment in internal intellectual capital development, deliberately cultivated to provide our firm and our clients a competitive edge over others that are without the same depth of market insight

  • A triangulation process that reduces our dependence on any one specific methodology, but rather relying on a more comprehensive set of inputs that reduce ‘false positives’ and ‘false negatives,’ instead delivering deeper insight with higher confidence

Recent engagements tend to share some of the following components:

  • Market opportunity identification drawing on the various tools that we deploy to assess marketplace shifts and long-term trends, determine where demand growth is most likely to exceed supply growth, and develop demographic and psychographic segmentation to lead the market

  • Customer segmentation studies to determine audiences that can deliver the most profitability and highest potential for growth

  • Consumer decision-making studies to determine what marketing and service delivery efforts shape consumer behavior, and how to reallocate marketing and service delivery efforts for increased impact

  • Customer satisfaction studies to determine which consumer touchpoints actually grow repeat business and recommendations – and which service flash points have the opposite effect

  • Brand perceptual analysis to determine the economic value of the brand, and paths to increase measurable economic value from brand positioning

  • Brand repositioning strategies to confront competitive challenges and fundamental shifts in the consumer base

  • Value engineering studies that separate out the core drivers that truly move consumer behaviors versus the aspects that consumers say they want but are ones for which they are unwilling to ascribe economic value

  • Community planning insight development by identifying emerging long-term shifts in attitudes and actions toward family time, leisure time, shopping, work, community connection, etc. that shape desired characteristics

  • Affluent household spending studies, examining shifts in attitudes and consumer behaviors of households segregated by income at the top 20%, 10%, 5%, 1%, ½ of 1%, and .1% of American households by income




* Please note that while this speaker’s specific speaking fee falls within the range posted above (for Continental U.S. based events), fees are subject to change. For current fee information or international event fees (which are generally 50-75% more than U.S based event fees), please contact us.

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Topics Include:

  • “Demographics of the Next Decade: Preparing for the Post-Downturn Market”
  • “How the World Will be Different after the Downturn"
  • “Generational Age Waves:  The Implications for the Consumer Market”
  • "Looking to the Future: What the Next 25 Years Brings"
  • "Consumer Healthcare Trends:  The 2010s as the Decade of Total Wellness"
  • “Macro Shifts and Consumer Trends: What′s Around the Corner"
  • "The New Consumer Mindset"
  • "Lessons Learned: New Models to Meet Changing Consumer Demands"
  • "Fundamental Shifts in Leisure Time Trends"

James Chung delivers a true competitive advantage from the creation of market knowledge that others don’t possess.

He digs into each engagement with tools that include:

  • Innovative quantitative and qualitative research methodologies, with constant development and testing of new tools to unearth the deepest insights for the specific audiences examined

  • Unmatched demographic analysis, by far the strongest in each of the fields that we serve

  • Incisive economic analysis, building a track record as the most insightful in the fields that he serves

  • Integration of research with sales data and operational data, meshing past behaviors with indicators of change to create stronger modeling of future behavior

  • Heavy investment in internal intellectual capital development, deliberately cultivated to provide our firm and our clients a competitive edge over others that are without the same depth of market insight

  • A triangulation process that reduces our dependence on any one specific methodology, but rather relying on a more comprehensive set of inputs that reduce ‘false positives’ and ‘false negatives,’ instead delivering deeper insight with higher confidence

Recent engagements tend to share some of the following components:

  • Market opportunity identification drawing on the various tools that we deploy to assess marketplace shifts and long-term trends, determine where demand growth is most likely to exceed supply growth, and develop demographic and psychographic segmentation to lead the market

  • Customer segmentation studies to determine audiences that can deliver the most profitability and highest potential for growth

  • Consumer decision-making studies to determine what marketing and service delivery efforts shape consumer behavior, and how to reallocate marketing and service delivery efforts for increased impact

  • Customer satisfaction studies to determine which consumer touchpoints actually grow repeat business and recommendations – and which service flash points have the opposite effect

  • Brand perceptual analysis to determine the economic value of the brand, and paths to increase measurable economic value from brand positioning

  • Brand repositioning strategies to confront competitive challenges and fundamental shifts in the consumer base

  • Value engineering studies that separate out the core drivers that truly move consumer behaviors versus the aspects that consumers say they want but are ones for which they are unwilling to ascribe economic value

  • Community planning insight development by identifying emerging long-term shifts in attitudes and actions toward family time, leisure time, shopping, work, community connection, etc. that shape desired characteristics

  • Affluent household spending studies, examining shifts in attitudes and consumer behaviors of households segregated by income at the top 20%, 10%, 5%, 1%, ½ of 1%, and .1% of American households by income


Keynote Speech


James Chung turns to statistics to reveal the principle factor emerging today that determines whether or not a community grows or declines: the community’s ability to incorporate minorities. He draws from his years of research working with community development organizations, citing specifically the success of California’s 13,000-acre Rancho Mission Viejo, a suburb where the community was able to improve education for minorities, specifically the Latino population.

“What we found is that of communities that can do a good job at driving educational attainment in Hispanics, to be able to serve in the community, serve in the workforce more effectively, go off to college, or whatever that point is, it’s an economic bonanza for these large-scale developments,” James reports. “When we were modeling the numbers, they’d be selling a lot more homes. They would have a workforce that employers would come to. There was just no question; the economic rewards and returns are fantastic. The flip side of that is, we notice for communities that cannot drive that improvement, it’s a problem.”