Achieving Mass Customization Through Postponement: A Study of International Changes
Tóm tắt
Mass customization is presented as one of the ways to deal with the increasingly demanding and turbulent environments. Achieving mass customization requires the development of multidimensional strategic capabilities. In an evolutionary process these capabilities can be developed. In this paper the capabilities required to realize mass customization are made explicit and postponement is presented as an operational method to move towards a mass customization strategy. Results of an exploratory survey (among 101 companies) are presented to assess the trend towards mass customization based on the development of the necessary strategic capabilities and the application of postponement.
Tài liệu tham khảo
Achrol, R. S. (1991), “Evolution of the Marketing Organization: New Forms for Turbulent Environments,” Journal of Marketing, vol. 55, Oct., pp. 77–93.
Anderson, J. C., and Narus, J. A. (1995), “Capturing the Value of Supplementary Services,” Harvard Business Review, Jan.—Febr., pp. 75–83.
Bartlett, C. A., and Ghoshal, S. (1989), Managing Across Borders, Boston: Harvard Business School Press.
Bucklin, L. P. (1965), “Postponement, Speculation and the Structure of Distribution Channels,” Journal of Marketing Research, vol. 2, Febr., pp. 26–32.
Christopher, M. (1998), Logistics & Supply Chain Management, London: Pitman Publishing.
CLM (1995), World Class Logistics, The Challenge of Managing Continuous Change, Oak Brook, Il: CLM.
Cooper, J. C. (1993), “Logistics Strategies for Global Business,” International Journal of Physical Distribution & Logistics Management, no. 24, pp. 12–23.
Dröge, C., Germain, R., and Spears, N. (1995), “Form Postponement as a Strategic Initiative Affecting Organizational Design,” Proceedings of the American Marketing Association Educators' Conference, Washington (Summer, 1995) pp. 263–269.
Feitzinger, E., and Lee, H. L. (1997), “Mass Customization at Hewlett-Packard: The Power of Postponement,” Harvard Business Review, Jan.—Febr., pp. 116–121.
Gilmore, J. H., and Pine II, J. P. (1997), “The Four Faces of Mass Customization,” Harvard Business Review, Jan.—Febr., pp. 99–101.
van Hoek, R. I. (1998), Postponed Manufacturing in European Supply Chains, a Triangular Approach, Utrecht: KNAG.
van Hoek, R. I., Commandeur, H. R., and Vos, B. (1998), “Reconfiguring logistics systems through postponement strategies,” Journal of Business Logistics, vol. 19, no. 1, pp. 33–54.
Kotha, S. (1995), “Mass Customization: Implementing the Emerging Paradigm for Competitive Advantage,” Strategic Management Journal, vol. 16, pp. 21–42.
Kotler, P. (1989), “From Mass Marketing to Mass Customization,” Planning Review, Sept.—Oct., pp. 10–17.
van Laarhoven, P., and Sharman, G. (1994), “Logistics Alliances: The European Experience,” The McKinsey Quarterly, no. 1, pp. 39–49.
Lampel, J., and Mintzberg, H. (1996), “Customizing Customization,” Sloan Management Review, Fall, pp. 21–30.
Muntendam, J. (1987), “Allocation of Resources by Philips,” in G. A. Hoekveld and L. van der Laan (Eds.), Regio's in Wereldcontext, Meppel, Edu'actief, pp. 130–136.
Naert, P. (1994), “Global Marketing,” in A. Witteveen (Ed.), Top 20 Trends in Strategic Management, pp. 65–76, Amsterdam: Management bibliotheek.
Nohria, N., and Ghoshal, S. (1997), The Integrated Network, JB Publishing.
Peelen, E., Commandeur, H. R., Moenart, R. K., and Caeldries, F. (1995), “The Coordination of Marketing in the International Firm: An Exploratory Survey on Organizational Structures,” Proceeding of the American Marketing Association Educators Conference, Washington.
Pine II, J. P. (1993), Mass Customization, Boston: Harvard Business School Press.
Stern, L.W., El-Ansary, A. I., and Coughlan, A. T. (1996), Marketing Channels, fifth edition, New Jersey: Prentice Hall.
Wernerfelt, B. (1984) “A Resource-based View of the Firm,” Strategic Management Journal, vol. 5, no. 2, pp. 171–180.
Zinn, W., and Bowersox, D. J. (1988), “Planning Physical Distribution with the Principle of Postponement,” Journal of Business Logistics, vol. 9, no. 2, pp. 117–137.