The Need for Personalisation

Chapter
Part of the SpringerBriefs in Business book series (BRIEFSBUSINESS)

Abstract

Mass customization finds its roots in the basic human needs. As soon as mankind, or at least a part of it, has found a way to satisfy the basic physical needs, the attention has been redirected towards personalizing products in order to improve the personal utility of a product and to show personal status and power. However, only with the use of mass production and assembly line technology for personalisation purposes made personalised products available to a growing number of customers for a reasonable price. It is possible to offer customization at different stages of the manufacturing process: distribution, assembly, fabrication or design. According to the stage where it is introduced, the result and the difficulties faced for the effective implementation vary. Therefore, companies adopt different business models with different scopes when starting to insert a mass customization strategy in their production and products' offer.

Keywords

Personalization needs Hierarchy of needs History of personalization Mass customization strategies Products variety 

References

  1. Alderfer C (1972) Existence, relatedness and growth. Free Press, New YorkGoogle Scholar
  2. Amburgey TL, Kelly D, Barnett WP (1993) Resetting the clock: the dynamics of organizational change and failure. Adm Sci Q 38:51–73CrossRefGoogle Scholar
  3. Boër CR, Dulio S (2007) Mass customization and footwear: myth, salvation or reality? Springer, UKGoogle Scholar
  4. Cox MW, Alm R (1998) The right stuff. America’s move to mass customization. Federal Reserve Bank of Dallas, USAGoogle Scholar
  5. Forza C, Trentin A, Salvador F (2005) Product information management for MC: the case of kitting. In: Proceedings of the MCPC 2005Google Scholar
  6. Huang C, Kusiak A (1998) Modularity in design of products and systems. In: IEEE transactions on systems, man, and cyberneticsGoogle Scholar
  7. Huitt W (2001) Motivation to learn: an overview. Educational Psychology Interactive. Valdosta State University, ValdostaGoogle Scholar
  8. James W (1962) Psychology: briefer course. Collier, New YorkGoogle Scholar
  9. Jiao J, Tseng MM (1999) A methodology of developing product family architecture for mass customization. J Intell Manuf 10(1):3–20CrossRefGoogle Scholar
  10. Kleinginna P Jr, Kleinginna A (1981) A categorized list of motivation definitions, with suggestions for a consensual definition. Motivation and Emotion 5:345–379 CrossRefGoogle Scholar
  11. Krishnan HS, Chakravarti D (1999) Memory measures for pretesting advertisements: an integrative conceptual framework and a diagnostic template. J Consum Psychol 8(1):1–37CrossRefGoogle Scholar
  12. Lampel J, Mintzberg H (1996) Customizing customization. Sloan Manage Rev 38(1):21–30Google Scholar
  13. Leonard N, Beauvais L, Scholl R (1995) A self-concept-based model on work motivation. Annual Meeting of the Academy of ManagementGoogle Scholar
  14. Maslow AH (1943) A theory of human motivation. Psychol Rev 50(4):370–396CrossRefGoogle Scholar
  15. Maslow AH, Lowery R (1998) Toward a psychology of being. Wiley, New YorkGoogle Scholar
  16. Mathes E (1981) Maslow’s hierarchy of needs as a guide for living. J Humanist Psychol 21:69–72CrossRefGoogle Scholar
  17. Moser K (2007) Mass customization strategies—development of a competence-based framework for identifying different mass customization strategies. Lulu Enterprises, Inc., USAGoogle Scholar
  18. Salvador F, Forza C, Rungtusanatham M (2002) How to mass customize: product architectures, sourcing configurations. Business Horizons 45(3):61–69CrossRefGoogle Scholar
  19. Salvador F, Rungtusanatham M, Forza C (2004): Supply Chain Configurations for Mass Customization. Prod Plan Contr 15(4):381–397CrossRefGoogle Scholar
  20. Su JCP, Chang Y-L, Ferguson M (2005) Evaluation of postponement structures to accommodate mass customization. J Oper Manag 23(3/4):305–318CrossRefGoogle Scholar
  21. Swaminathan JM, Tayur SR (1998) Managing broader product lines through delayed differentiation using vanilla boxes. Manag sci 44:161–172CrossRefGoogle Scholar
  22. Wells MM, Thelen L, Ruark J (2007) Workspace personalization and organizational culture: does your workspace reflect you or your company?. Environ Behav 39:616–634Google Scholar

Copyright information

© Paolo Coletti 2011

Authors and Affiliations

  1. 1.School of Economics and ManagementFree University of Bolzano BozenBolzanoItaly
  2. 2.San Genesio Atesino (BZ)Italy

Personalised recommendations