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Mass customization: Literature review and research directions

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Exploring the essence of memorable tourism experiences.

This article presents a model of consumer engagement in co-production. A theoretical paper which develops a five-stage dynamic model of consumer involvement in co-production. The article discusses the basic linkages between co-production and customization and presents co-production as a dynamic process which is composed of five distinct stages. It also specifies five distinct phases of the production activity chain where consumers can become involved in co-production. The model offers researchers an analytical framework conducive for more advanced studies of the phenomenon from both descriptive and analytical points of view. Managers can use it to segment consumers according to their tendencies to engage in co-production and suggests bases for developing corresponding offers of co-production possibilities which focus on diverse consumer benefits.

A descriptive model of the consumer co-production process

Variety for sale: Mass customization or mass confusion?

WebQual is a method for assessing the quality of Web sites. The method has been developed iteratively through application in various domains, including Internet bookstores and Internet auction sites. In this paper we report on the application of a new version of WebQual to Internet bookstores: Amazon, BOL, and the Internet Bookshop. WebQual draws on previous work in three areas: Web site usability, information quality, and service interaction quality to provide a rounded framework for assessing e-commerce offerings. Although WebQual is grounded in the subjective impressions of Web site users, the data collected lends itself to quantitative analysis and the production of e-commerce metrics such as the WebQual Index. The reliability of the instrument is examined and core constructs of Web site quality identified using factor analysis. The role of WebQual in assessing an organizations e-commerce capability is discussed.

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An integrative approach to the assessment of e-commerce quality

First there was agriculture, then manufactured goods, and eventually services. Each change represented a step up in economic value--a way for producers to distinguish their products from increasingly undifferentiated competitive offerings. Now, as services are in their turn becoming commoditized, companies are looking for the next higher value in an economic offering. Leading-edge companies are finding that it lies in staging experiences. To reach this higher level of competition, companies will have to learn how to design, sell, and deliver experiences that customers will readily pay for. An experience occurs when a company uses services as the stage--and goods as props--for engaging individuals in a way that creates a memorable event. And while experiences have always been at the heart of the entertainment business, any company stages an experience when it engages customers in a personal, memorable way. The lessons of pioneering experience providers, including the Walt Disney Company, can help companies learn how to compete in the experience economy. The authors offer five design principles that drive the creation of memorable experiences. First, create a consistent theme, one that resonates throughout the entire experience. Second, layer the theme with positive cues--for example, easy-to-follow signs. Third, eliminate negative cues, those visual or aural messages that distract or contradict the theme. Fourth, offer memorabilia that commemorate the experience for the user. Finally, engage all five senses--through sights, sounds, and so on--to heighten the experience and thus make it more memorable.

Welcome to the Experience Economy

Virtually all executives today recognize the need to provide outstanding service to customers. Focusing on the customer, however, is both an imperative and a potential curse. In their desire to become customer driven, many companies have resorted to inventing new programs and procedures to meet every customer's request. But as customers and their needs grow increasingly diverse, such an approach has become a surefire way to add unnecessary cost and complexity to operations. Companies around the world have embraced mass customization in an attempt to avoid those pitfalls. Readily available information technology and flexible work processes permit them to customize goods or services for individual customers in high volumes at low cost. But many managers have discovered that mass customization itself can produce unnecessary cost and complexity. They are realizing that they did not examine thoroughly enough what kind of customization their customers would value before they plunged ahead. That is understandable. Until now, no framework has existed to help managers determine the type of customization they should pursue. James Gilmore and Joseph Pine provide managers with just such a framework. They have identified four distinct approaches to customization. When designing or redesigning a product, process, or business unit, managers should examine each approach for possible insights into how to serve their customers best. In some cases, a single approach will dominate the design. More often, however, managers will need a mix of some or all of the four approaches to serve their own particular set of customers.

B J Pine nd

Papers

Welcome to the Experience Economy

The four faces of mass customization.