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fectively. Knowledge exchange with customers is the first one. For customerization to work effectively, there must be an exchange of information between customers and company. In order to reach information exchange, the company needs to show some of its internal processes and structures to its customers, and customers need to be willing to share their pReference, likes& dislikes and affordable price with the company. However, with increasing online competition and concerns about privacy, companies need to carefully design privacy guidelines and incentive structures to facilitate the knowledge exchange. Secondly, the company should know something about the customers. In other words, firms have to find creative ways to customize the shopping experiences of their customers. For example, what style of computer might attract the teens, what kinds of keyboards are preferred by game players etc? Thirdly, customers expect the product they receive to perfectly match their needs and wants, if it fails to meet these higher expectation, they would buy a standardized product on shelf directly next time, who should have been good customers. Customerization is a win-win strategy for both customers and business and sustains the whole marketing process.
Inventory control leverages the direct marketing and is a key challenge for the virtual integration. The operation of direct marketing strategy and customerization all require the effective inventory control." The key challenge and the biggest change from business as usual is changing the focus from how much inventory there is to how fast it's moving" (Magretta, 2000, p.76). If a customer chooses an individual computer from the internet, it is quite a issue for Dell to deliver it to him/her in time. Because traditional marketing for most industries are build to sell, inventory has been a security. It is normal that a warehouse full of finished products imply that there are enough supply on hand to meet customers' demand. In other words, it is a certification of market share. But ever since the 1980s, when General Motors began adopting Toyota's pioneering methods in lean manufacturing, fast companies have reengineered their assembly lines and supply chains by stripping inventory and spare capacity from their operations (Breen, 2004). In computer industry the condition is the same, and no one goes as far as Dell. The most important factors for a smoothly operated inventory control are supply chain and assembly lines.
A supply chain is dynamic and involves the constant flow of information, product, and funds between different stages. When a customer purchases a product online from Dell, the supply chain includes the customer, Dell's Web site that takes the customer's order, the Dell assembly plant, and all of Dell's suppliers and their own suppliers. The website provides the customer with information regarding pricing, product specification and product availability (Chopra, Sunil and Meindl, P., 2004). Because the supply chain require a tight cooperation among outside suppliers and contract manufacturers, a network of suppliers and manufacturers supports the production facility, which has difficulty in controlling the quality and speed. Dell sources the material locally with global component, which is being well served with more experiences.
When the supply chain is perfect, the assembly line is required to be speedy and flexible. Dell recognized early the need for speed, quicken本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。