Pursuing mass personalisation: an identification of strategic management drivers

Abstract

This thesis explores the research gaps identified from a systematic literature review on the topic of mass personalisation, an emerging field of the enquiry. This research examines the strategic considerations Companies make when pursuing mass personalisation, using a case study methodology and semi structured interviews. This thesis contributes to the theoretical boundary of mass customisation (MC) and mass personalisation (MPer) positioning the contingent supply chain components from Cooper et al. (1997) and Lampel et al. (1996) in a synthesised framework. This research also contributes a taxonomy of the literature and a conceptual model. Practical contributions include the understanding of strategic supply chain management and mass personalisation, through an empirical case study of four organisation. Large corporations with infrastructure that already support MC do indeed make different strategic considerations relating to the technical competency of the workforce, product architecture, and acquisition of advanced manufacturing technology when their stated aim is personalisation. The research finds that the pursuit of personalisation is markedly different from the individualisation promised by mass customisation. Large organisations that are seeking to personalise products from a mass customisation background, retain the economies of scale associated with MC. These Companies leverage their infrastructure for personalised products, however, this does not have to be the case, and in fact, the organisation’s size before pursuing MPer and their product complexity are critical factors for the organisation’s reliance on MC economies of scale. Typically these companies are the first foray into MPer and are considered risky ventures. The research concluded that mass personalisation, distinct from the individualisation found in MC literature, is in its infancy and as such may look very different in the near-future. The conclusions of this thesis support the possibility for further empirical validation of the role organisation size and current product variety play in the type of MPer pursued.