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1、JournalofBusiness&EconomicsResearch–July2008Volume6,Number7StrategiesForMassCustomizationDennisPollard,CaliforniaStateUniversity–FullertonShirleyChuo,AmericanIntercontinentalUniversityBrianLee,HanyangUniversity,KoreaABSTRACTMasscustomizationallowsfirmstoproduceonlythingstheircustomerswant
2、(orproduceaftertheyhaveordersinhand).Thisapproach,make-to-order,bringsmanybenefitstofirmsintermsofcostandprofitbecauseoflowerinventorylevels,maximumsales,eliminationofmaterialwaste,flexibleproductionand,mostofall,customersatisfaction.However,masscustomizationmaynotbethepanaceaforallorgani
3、zations.Whilesomecompaniesareverysuccessfulwithmasscustomization,othersarenot.Thispaperillustratesthatmasscustomizationstrategiesdependonanunderstandingoftheconditionsineachindustry.INTRODUCTIONnhisbook"MarketsofOne–CreatingCustomerUniqueValuethroughMassCustomization",JosephIPine,IIwrote:
4、MassCustomizationcallsforflexibilityandquickresponsiveness.Inanever-changingenvironment,people,processes,units,andtechnologyreconfiguretogivecustomersexactlywhattheywant.Managerscoordinateindependentcapableindividuals,andanefficientlinkagesystemiscrucial.Result:lowcost,highquality,customi
5、zedgoodsandservices.Masscustomizationrequirestheoperatingnetworkhavetobeflexibleordynamicbecausetheoriginalpurposeofmasscustomizationistoadaptone-to-one;itsgoalistoallowcustomerstodesignneededproductsthemselves.Withthatgoal,thedemandsofcustomersbecomepredictable.Tobeflexible,operationssho
6、uldbeasystemofunitsormodules;eachofthemistypicallyataskorprocess.Quickresponsivenessisabroadconceptthatisevaluatedbysomecriteriasuchascapabilityofofferingexactlythefeaturesthatcustomersneed,deliveringontimeaspromised,supplyingthequantityascontracted,etc.Veryimportantly,masscustomizationde
7、mandsthatbesidessatisfyingatmostcustomers’demands,operationcost(thusprice)andthequalityofproductsmustbeimproved.Itisunacceptableifmasscustomizationresultsinabigadditionalcostthatisoutofacceptableprice(thefailureofP&G’coffeeproductdescribedlaterillustratesthispoint).
