Mass customization business model for the optimization and implementation of the
strategy
Journal Name:
- Intangible Capital
Keywords (Original Language):
Abstract (2. Language):
Purpose: Describe a general process and business model for mass customization,
highlighting the key elements for its implementation, either as a central or
complementary production strategy. The proposed model is based on a thorough
literature review and is defined in its full dimension, describing the different stages,elements, inter-relationships and information flows; offering a global perspective that
could not be found in the existing literature.
Design/methodology: In the in-depth literature review performed, it was not possible
to find a business model or structure for the mass customization process that was
either generally accepted, or viewed the process with a broad perspective and as a
whole. However, the literature offered five partial and different approaches, from which
it was possible to build the proposed integrated business model for mass customization.
Findings: This work defines and develops an overall mass customization process,
implementation and business model. The model has three stages and emphasizes the
iterations that exist between them, including the feedback loop processes. The model is
particularly useful to focus in the value creation. It sets out the principles for identifying
value in the mass customization and how the value is generated in this particular
strategy.
Research limitations/implications: The business model presented is theoretical, so
it would be interesting to develop an empirical contrast. Likewise, been a model for
general application, it has not been possible to enter into the peculiarities of each
industry.
Practical implications: Mass customization productive strategy generates value by
offering products that satisfy individual preferences, with costs and efficiencies similar
to the mass produced ones. Therefore integrates the advantages of differentiation and
cost leadership competitive strategies. The definition of the proposed business model
can allow managers to reflect on how to implement this strategy and how to assess the
value creation of the product customizable attributes.
Social implications: Within the current global market competitive structure, mass
customization strategy can be seen as an innovative formula to enable the achievement
of a competitive position well accepted by consumers. Therefore, it is necessary to
count with a clear business model associated with this strategy.
Originality/value: This paper proposes a business model for mass customization
strategy, which includes all stages, their interrelationships and consequent information
flows. A complete model that cannot be found in the literature and that can provide the
knowledge and understanding about mass customization. It may be of interest for the
industry, especially for general and functional managers, a community that until this
moment, mass customization has had little acceptance and actual diffusion.
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Abstract (Original Language):
Limitaciones: El modelo de negocio presentado es teórico, por ello es interesante
desarrollar un contraste empírico. Así mismo, al ser un modelo de aplicación general no
ha sido posible entrar en las peculiaridades de cada industria.
Implicaciones prácticas: La estrategia productiva de personalización en masa
permite la generación de valor ofreciendo productos que satisfacen preferencias
individuales, con costes y eficiencias similares a los de producción en masa, por tanto
integra las ventajas de las estrategias competitivas de diferenciación y bajo coste. La
definición del modelo de negocio propuesto permite a los directivos reflexionar sobre
como implementar esta estrategia y como valorar las características personalizables de
los atributos del producto a ofertar, para generar valor.
Implicaciones sociales: Dentro de la estructura competitiva del mercado global
actual, la estrategia de personalización en masa se puede contemplar como una
fórmula innovadora para poder posicionarse competitivamente, que además se acepta
bien por los consumidores. Por tanto, es necesario definir claramente un modelo de
negocio asociado a dicha estrategia.
Originalidad / Valor añadido: En este artículo se propone un modelo de negocio para
la estrategia productiva de personalización en masa, que contempla todas las etapas,
sus interrelaciones y flujos de información que se originan en todas sus dimensiones.
Un modelo completo que no se puede encontrar en la literatura y que puede facilitar el
conocimiento y entendimiento de la personalización en masa por parte de la industria y
sus directores funcionales y generales, comunidad en la que hasta este momento la
personalización en masa ha tenido muy poca aceptación y difusión real.
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