Product customisation: an empirical study of competitive advantage and repeat business
Product customisation: an empirical study of competitive advantage and repeat business
复制标题
产品定制：竞争优势和回头客的实证研究
DOI：
10.1080/00207540902946579
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发表时间：
2010
影响因子：
9.2
通讯作者：
L. Hendry
中科院分区：
文献类型：
--
作者：
L. Hendry
经验证据是从24个英国的制造公司，所有提供一定程度的产品定制，大多数有一个显着的纯定制工程师到订单（ETO）元素。证据解决了竞争优势的问题，这在以前的制造战略文献中缺乏实证证据，并包括重复业务的战略重要性的详细调查。它将其结果与以前在文献中发现的结果进行了对比，并得出结论，理论上与该部门相关的竞争优先级存在显着差异。特别是，有人认为，积累的能力是必要的，低成本的能力往往包括在内。确定了四种不同类型的重复业务，一个有关重复业务定制和三个有关的多功能制造公司，重复业务的战略重要性进行了讨论。研究表明，对于一些ETO公司来说，重复业务被认为是降低成本和实现业务稳定的重要方法。然而，所研究的其他一些公司认为重复经营是不可行的，因此需要找到其他方法来降低成本和改善公司业绩。未来的研究，将这项工作扩展到一个纵向研究或更广泛的调查建议。
Empirical evidence is presented from 24 UK based manufacturing companies, all offering a degree of product customisation, with most having a significant pure customisation engineer-to-order (ETO) element. The evidence addresses the issue of competitive advantage, which has lacked empirical evidence in previous manufacturing strategy literature, and includes a detailed investigation of the strategic importance of repeat business. It contrasts its results with those previously found in the literature and concludes that there are significant differences in the competitive priorities theoretically associated with this sector. In particular, it is argued that cumulative capabilities are needed, with a low cost competence often included. Four different types of repeat business are identified, one relating to repeat business customisers and three relating to versatile manufacturing companies, and the strategic importance of repeat business is discussed. It is indicated that for some ETO companies, repeat business is perceived to be an important method to reduce costs and achieve business stability. However, a number of the other companies studied saw repeat business as infeasible and hence need to find other ways to reduce costs and improve company performance measures. Future research to extend this work into a longitudinal study or a broader survey is proposed.