Characterizing customer value for product customization

机译：表征客户价值以进行产品定制

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Product customization has become an important approach to meet individual customers'needs. One of major challenges in product customization is to assist customers making informed decisions in terms of the company capability and the value-added by customization. The ramification is not only helping customers selecting the most appropriate products but also helping the company to decide what to design and produce. In this paper, taking into consideration of its diversity, customer value can be measured as the quality utility per unit cost, or the ratio of marginal utility and marginal cost. Customer Value Oriented Product Customization (CVOPC) is developed as a systematic process to quantify the quality utility through guiding customers to make customization choices that reflect the balance of customer-valued quality and cost. A modified conjoint analysis is applied to capture the customer's utility function of quality in terms of specific product features. A case study of designing module power supplies for a telecommunication system is presented.

机译：产品定制已成为满足单个客户需求的重要方法。产品定制的主要挑战之一是帮助客户根据公司能力和定制增值来做出明智的决策。其后果不仅是帮助客户选择最合适的产品，而且还帮助公司决定设计和生产什么。在本文中，考虑到其多样性，可以将客户价值衡量为单位成本的质量效用，或者边际效用与边际成本之比。以客户价值为导向的产品定制（CVOPC）是通过指导客户做出反映客户评价的质量和成本平衡的定制选择来量化质量实用程序的系统过程。修改后的联合分析可用于捕获客户在特定产品功能方面的质量效用函数。给出了为电信系统设计模块电源的案例研究。

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《Proceedings of the 1999 ASME design engineering technical conferences》|1999年|p.315-326|共12页
会议地点 Las Vegas NV(US);Las Vegas NV(US)
作者
Xuehong Du; Mitchell M.Tseng;
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原文格式 PDF
正文语种 eng
中图分类机械、仪表工业;
关键词
customer value; customization; utility theory; conjoint analysis;

机译：客户价值;定制；效用理论联合分析;

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1. Customer Attitude and Dispositions Towards Customized Products: The Interaction Between Customization Model and Brand [J] . Gaetano Nino Miceli, Maria Antonietta Raimondo, Stefania Farace Journal of interactive marketing . 2013,第3期

机译：客户对定制产品的态度和态度：定制模型与品牌之间的相互作用
2. A mass customization information framework for integration of customer in the configuration/design of a customized product [J] . ZAHED SIDDIQUE, KARUNAKAR REDDY BODDU Artificial Intelligence for Engineering Design, Analysis & Manufacturing . 2004,第1期

机译：大规模定制信息框架，用于将客户集成到定制产品的配置/设计中
3. Product Configuration Flow from Obtaining Customer Requirement to Providing the Final Customized Product [J] . Yanhong Qin, Guangxing Wei Journal of software . 2012,第2期

机译：从获取客户需求到提供最终定制产品的产品配置流程
4. Characterizing customer value for product customization [C] . Xuehong Du, Mithcell M. Tseng American Society of Mechanical Engineers design engineering technical conferences . 1999

机译：表征客户价值的产品定制
5. Capture the Value of Customer Indifference in Product Customization via Flexible Options. [D] . Tang, Guohua. 2016

机译：通过灵活的选择在产品定制中获得客户冷漠的价值。
6. Customer Behavior on Purchasing Channels of Sustainable Customized Garment With Perceived Value and Product Involvement [O] . Zhenfang Li, Jia Yuan, Bisheng Du, 2020

机译：通过感知价值和产品参与购买可持续定制服装渠道的客户行为
7. La banalisation du luxe (Democratization of luxury) Abstract : La plupart des achats pratiqués sont effectués par des clients occasionnels, ce qui a conduit les entreprises à s’adapter par une nouvelle stratégie. En effet, suite à l’intensification de la concurrence et à la concentration du secteur qui engendrent une contrainte de rentabilité immédiate, mais aussi en raison des impératifs nouveaux du marché, les maisons de luxe se voient obligées d’élargir leur offre afin d’ajouter à une clientèle dite traditionnelle une clientèle plus vaste. Dès lors, le secteur du luxe est progressivement passé d’une logique d’offre où seul un nombre restreint de personnes était ciblé, à une politique d’offre où des professionnels du marketing étudient la demande du marché afin d’orienter la production des biens vers un marché de masse. La banalisation est une problématique capitale et décisive car les maisons de luxe doivent préserver leur image de marque tout en élargissant leur clientèle : elles s’efforcent de créer et de pérenniser leurs marques, sans jamais oublier qu’une marque ne peut pas s’associer à n’importe quel objet, sous peine de menacer l’ensemble de ses représentations. Par conséquent, chaque nouveau produit présente un risque pour la gamme toute entière, d’où le risque d’une erreur stratégique par le choix de la banalisation. Le danger est de voir la clientèle aisée se tourner vers d’autres grands noms pratiquant toujours cet esprit d’élitisme qui caractérise le « luxe ». The luxury market is no longer reserved for an elite as its evolution over the last fifteen years clearly indicates. Luxury goods companies have been forced to adapt and resort to new strategies to take into account the fact that most purchases are now made by occasional clients. The keen competition and the on-going concentration in that sector – with the resulting short term profitability constraints - together with the new market conditions, have forced luxury goods companies to broaden their offer so as to add new customers to their traditional base. As a consequence, the luxury market has progressively moved away from an offer-driven logic – targeting a small number of people – in favor of an offer-based policy with marketing professionals studying market demand so as to direct the production of goods towards mass production. The democratization of luxury constitutes a major challenge for those companies which must preserve their image while broadening their customer base: they now strive to create and perpetuate their brand image, without ever forgetting that a brand cannot be associated to just any object, as this might constitute a threat to all its brand representations. Thus every new product constitutes a real threat to the whole range and there is a risk of making a strategic mistake by appealing to the mass market; and there is also a clear danger of seeing affluent customers turn to other great names that still foster this ‘elite spirit’ that characterizes « luxury ». [O] . Eric Vernier, Pierre Ghewy 100

机译：奢侈品的平庸化（奢侈品民主化）摘要：大多数购买都是由休闲客户制作的，这导致公司采用新战略。事实上，随着竞争的加剧和行业的集中导致了盈利的直接制约，而且由于市场的新要求，奢侈品公司被迫扩大其报价以便为所谓的传统客户增加一个更大的客户群。从那时起，奢侈品行业逐渐从以供应为导向的方式转变为只有少数人被定为供应方政策，营销人员正在研究市场需求以指导产品生产。货物进入大众市场。平庸化是一个至关重要且决定性的问题，因为豪宅必须保持其品牌形象，同时扩大其客户群：他们努力创造和延续其品牌，永远不要忘记一个品牌无法联想到在任何威胁他所有陈述的痛苦之下。因此，每个新产品都会带来整个色域的风险，因此通过选择平凡化就会产生战略错误的风险。危险的是看到富有的顾客转向其他仍在实践“豪华”特征的精英主义精神。奢侈品市场不会超过过去15年。奢侈品公司被迫采用新策略来充分利用其客户。由于市场领先的条件，激烈的竞争和该行业的持续集中迫使他们扩大了市场基础。因此，奢侈品市场已经从针对少数人的以报价驱动的逻辑向前发展 - 转而采用基于报价的政策与营销专业人士。对于那些必须在扩大客户群的同时保持形象的公司来说，奢侈品的民主化是一项重大挑战。对其所有品牌代表构成威胁。因此，每一种新产品都会对市场构成威胁，并且有可能通过吸引大众市场来制造战略错误;看到人们涌向那种“奢侈”的精神精神，也存在明显的危险。

Characterizing customer value for product customization

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