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g so, the study seeks to discover whether mass customisation is a viable strategy,and considers it in relation to the theory of the globalisation of markets.
A review of the literatureDavis (1996, p. 177) defines mass-customisation as follows:
. . . mass-customisation of markets means that the same large number of customers can bereached as in the mass-market of the industrial economy, and simultaneously they can betreated individually as in the customised markets of pre-industrial economies [. . .] Theultimate logic of ever-finer differentiation of the market is markets of one, that is, meeting thetailored needs of individual customers and doing so on a mass-basis.Based on this definition, Davis (1996) argued that mass-customisation is the mostadvanced form of segmentation, or “finer segmentation”. This idea is also supported byKara and Kaynak (1997). The interest of mass customisation is to satisfy one customerat a time, as opposed to mass production and global marketing, which aim to satisfyone segment at a time. Therefore, the mass customisation approach aims to satisfy asmany needs as possible for each individual, in contrast to conventional techniqueswhich are based on trying to reach as many customers as possible while satisfying anumber (always limited) of customer needs (Peppers and Rogers, 1997). It may beargued as a result that mass customisation is the ultimate expression of beingcustomer-driven and, hence the ultimate form of contemporary marketing.When the primary objective becomes satisfying as many needs as possible,individual customers must be positioned at the beginning of the firm’s activity
sequence, as shown in Figure 1. Since the logic is that each customer is a segment, eachindividual is invited to become involved in the final design of the product. That is, thedesign and production process is initiated by the customer, who becomes “prosumer”(Moffat, 1990) or “co-designer” (Kubiak, 1993). In other words, the customer is soinvolved in the design process that it is difficult to differentiate between producer andcustomer (Toffler, 1980).
Drivers of mass customisationThree main assumptions have driven the theory of mass customisation and similarmarketing approaches such as post-modern marketing, real-time marketing andone-to-one marketing during the last decade. These assumptions seem to negate the
Figure 1.
Customer-driven
competition activity
sequence
Customers and
mass
customisation
1397arguments in favour of product standardisation as debated in the https://www.51lunwen.org/ygbylw/international andglobal marketing literature.
(1) Demand fragmentation in markets has reached such a peak that even niches aretoo broad to satisfy. In other words, markets are no longer homogeneous on asegment level: rather, individuals vary in their wants and needs (see, forexample, Kotler, 1989).
(2) Although customers are seeking quality, they do not necessarily seek lowprices, but the best value for their money. They are looking for exactly whatthey need and want (see, for example, Pine, 1993; Pine et al., 1995; McKenna,
1997).

 

References
Andersen, D. and Pine, J.P. (1997), Agile Product Development for Mass Customization, Irwin,
Burr Ridge, IL.
Buzzell, R.D. (1968), “Can you standardise multinational marketing?”, Harvard Business Review,
November-December, pp. 102-13.
Davis, S. (1996), Future Perfect, Addison-Wesley, Boston, MA.
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