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Can commonality relieve cannibalization in product line design?

机译：通用性可以减轻产品线设计中的同化吗？

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摘要

Usage of product specific components or common components is a decision that marketing and manufacturing have to make regarding their product lines. Though common components reduce cost of manufacturing, it is believed that commonality reduces product differentiation and can lead to product cannibalization within the product line. This paper researches past literature and shows that such a perception may not be true under all circumstances. The study also shows that under non-dominating preference structure commonality can work against production cannibalization. That is if the market consists of two customer segments a higher segment and a lower segment the different segments value product characteristics differently. In the framework considered in this study, consumers are vertically differentiated for a particular attribute but are opposite in the importance they give to the vertical attributes. As a examples in auto market the lower level market considers only the functionality of cars where as higher end customers value luxury and aesthetics as their requirements. Similarly in the iPod market, baggage market and food market also such differentiation could be seen. This study shows the effects of commonality on product line cannibalization in non-dominating preference structure in contrast to the past studies that concentrated on markets dominating consumer preference structure. (28 refs.)
机译：使用产品特定组件或通用组件是营销和制造必须针对其产品线做出的决定。尽管通用组件降低了制造成本，但人们相信通用性会减少产品差异化，并可能导致产品线内部的产品蚕食。本文对过去的文献进行了研究，结果表明，这种看法可能并非在所有情况下都是正确的。该研究还表明，在非主导偏好结构下，公共性可以对抗生产自相残杀。也就是说，如果市场由两个细分市场（一个较高的细分市场和一个较低的细分市场）组成，则不同的细分市场对产品特征的评价会有所不同。在本研究中考虑的框架中，消费者在特定属性上在垂直方向上有所区别，但他们对垂直属性的重视却相反。作为汽车市场的一个例子，低端市场仅考虑汽车的功能，而高端客户则根据其需求来重视豪华和美观。同样在iPod市场，行李市场和食品市场也可以看到这种差异。这项研究表明，在非主导偏好结构中，共性对产品线同类化的影响与以往集中于主导消费者偏好结构的市场的研究相反。 （28参考）

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  • 来源
    《Operations Research》 |2014年第6期|511-512|共2页
  • 作者

    Kilsun Kim; Dilip Chhajed; Yunchuan Liu;

  • 作者单位

    College of Business, Sogang University, Seoul 121-742, South Korea;

    Department of Business Administration, University of Illinois at Urbana-Champaign, Champaign, IL 61822;

    Department of Business Administration, University of Illinois at Urbana-Champaign, Champaign, IL 61822;

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