Current Challenges for Mass Customization on B2B Markets

Grafmüller, Leontin Karl; Habicht, Hagen

doi:10.1007/978-3-319-29058-4_21

Cited by 3 publications

(4 citation statements)

References 49 publications

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“…In addition, several studies deliver precise insights of the value components unfolded by the MC offering [48,49]. However, most of the studies in the MC area are grounded in the consumer context [2], paying far less attention to business customers [24]. We argue that the major difference regarding the cocreation process relates to its value to the customers: while consumers value enjoyment, creativity and product uniqueness, business customers buy for economic rather than emotional reasons [50].…”

Section: A Co-creation Perspectivementioning

confidence: 96%

“…In the evolutionary history of manufacturing, MC is seen as the fifth contingent stage following (1) manual manufacturing, (2) manufactories, (3) industrial mass production, and (4) flexible production of many variants [22]. Depending on the context in which MC is implemented, companies move to MC from the customization side (increasing the "mass"-aspect) or from the mass production side (increasing the "customization" aspect) [24]. For previous mass producers, customization can increase costs for the complex coordination of producing and marketing goods according to diverging customer needs [23].…”

Section: Theoretical Underpinningsmentioning

confidence: 99%

“…For previous mass producers, customization can increase costs for the complex coordination of producing and marketing goods according to diverging customer needs [23]. For previous craft producers, instead, finding ways to standardize the individual offering, is the core focus [24]. Comparing the introduction of MC in SMEs to large corporations, this reveals a number of additional challenges but also advantages for SMEs.…”

Section: Theoretical Underpinningsmentioning

confidence: 99%

See 2 more Smart Citations

Developing complex, mass-customized products in SME networks: Perspectives from co-creation, solution space development, and information system design

Grafmüller¹,

Hankammer²,

Hönigsberg³

et al. 2018

IJIEM

Self Cite

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Already for nearly three decades, Mass Customization (MC) has been described as a viable business model for companies in diverse sectors. Nonetheless, the introduction and the successful operation of an MC approach is a challenging endeavor for companies of all sizes. In this article, special attention is given to small and medium-sized enterprises (SMEs), which increasingly collaborate in networks to successfully develop complex, mass-customized products. While collaboration allows for pooling several areas of expertise, the cross-organizational development poses challenges in manifold regards. To study these challenges, we set up a network business process model developed with four SMEs from the German high-tech textile industry. Based on the current literature on capabilities for MC, we evaluate the challenges of MC in SME networks detected in our network business process model to underpin the need for further research. In our study, we detail the conceptual analysis of such networkbased scenarios along our process model for three focal areas: (1) co-creation, (2) solution space development, and (3) information system design. We construe the need for further research and derive implications for both academia and practice.

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Section: A Co-creation Perspectivementioning

confidence: 96%

Section: Theoretical Underpinningsmentioning

confidence: 99%

Section: Theoretical Underpinningsmentioning

confidence: 99%

See 1 more Smart Citation

Developing complex, mass-customized products in SME networks: Perspectives from co-creation, solution space development, and information system design

Grafmüller¹,

Hankammer²,

Hönigsberg³

et al. 2018

IJIEM

Self Cite

View full text Add to dashboard Cite

show abstract

“…Companies can offer the product or service personalization at different levels of the SC, meaning that collaboration is established with the final customer or other business. The theme of product customization has always been closely connected to the Business-to-Consumer (B2C) sales channel [21] to collect personalization requests and needs directly in brick-and-mortar, as well as in online shops. In the Business-to-Business (B2B) world, the personalization is often offered as a combination of customized product and service [22].…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Collaborative Product and Service Customization in Fashion Companies

Pessot

Macchion

Marchiori

et al. 2020

Boosting Collaborative Networks 4.0

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This paper focuses on the identification of collaborative strategies and practices adopted by companies of the fashion industry in the management of customized offerings (both products and services) along their supply chain (SC). A multiple case study approach is applied and four companies (both medium and large) were interviewed. The cross-case analysis enabled mapping the cases following two dimensions: type of market asking for the customization (B2B vs. B2C) and scope of customization (products vs. services). The analysis highlights the practices and processes related to the customization, the enabling technologies adopted, and the actors involved by a focal company in the collaboration (both in upstream and downstream networks) to offer the product or service that meet customer needs.

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Investigating Barriers in Adoption of Mass Customization in Consumer Electronics Sector in Indian Perspective

Sharayu

Thampi

2022

Global Journal for Research Analysis

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Mass customization (MC) offers tailor-made services to customers and necessary for industries in current global competition. However, implementation of MC is at nascent stage particularly in consumer electronics. This study investigates barriers in adoption of MC in context with developing economies such as India. There are quite a few barriers which may affect implementation of MC. Through literature survey and experts' opinion 15 barriers has been identied. DEMATEL method was used to nd cause-effect relationship between these barriers. Also most signicant barriers has been identied as Lack of nancial support, Lack of awareness of use of Information Technology in MC, Not availability of machines supporting MC, Lack of support from top management, and Lack of trained & skilled manpower. This study guides policy maker and managers in understanding the challenges in implementation of MC in emerging economies.

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Current Challenges for Mass Customization on B2B Markets

Cited by 3 publications

References 49 publications

Developing complex, mass-customized products in SME networks: Perspectives from co-creation, solution space development, and information system design

Developing complex, mass-customized products in SME networks: Perspectives from co-creation, solution space development, and information system design

Collaborative Product and Service Customization in Fashion Companies

Investigating Barriers in Adoption of Mass Customization in Consumer Electronics Sector in Indian Perspective

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