Mass promotion will first highlight the concept and
It then needs to highlight individual possibilities
and unique benefits.
To provide concrete examples and to assist
newcomers to the process, it is useful to create starter products
which can be adapted.
To help customers one should develop easy to use design
systems possibly incorporating computer based training, expert
systems and simulation.
Customer needs will be better met where products and services can be
personalised and customised easily.
Your marketing department needs to take a
approach and create identifiable basic building
blocks. These will need to be priced individually along with any overall
Rules will define the possible combinations
and limits. Such rules will usually be held in a
repository, along with the other business that define policies, processes,
Design needs to include real-time cost calculations and credit or payment
approval. Design then needs to be integrated with
production, billing and servicing.
Processes and IT systems
will need to support this Lego™ like
approach, not only in product development, but through marketing,
sales, production and servicing.
The channel renumeration basis may
well need changing.
Agents, distributors and sales staff will need training
in both the technology and in the sales approach. In particular
there is the paradigm shift from pushing existing products or services to
that of elucidating needs and then designing a tailored product or service.
Production systems needs to assemble the basic blocks
according to the rules.
The supply system will need to changed. The process becomes either
"design one", "build one", "order many
component" or "design one", "order many component", "build one"
if the suppliers can deliver within an acceptable time frame - acceptable
to the final customer that is!
Likewise, the delivery system will need to change. Rather than deliver numerous
identical items when the wholesaler or retailer orders,
the delivery system will deliver 1 particular
item, perhaps direct to the customer. This is less of an issue
where the product is an intangible service product that can be delivered
by post or electronically.
Profiles of individual customer's products
need to be available to support staff throughout
the life of the customer. This is in addition to profiles of the individual
customers which may well be needed to give the complete customer picture.
This is especially so where the servicing may involved the offering and sale
of further components. In effect customer service is marketing.
Alternatively, with some products, the product
specification can be embedded within the product, for example,
on a micro-chip. This could be used in conjunction with any diagnostic software.
Activities need to be linked together
dynamically according to the product and customer profiles.
The links need to be seamless to the
customer, and they must not introduce any inefficiencies or errors.
Feedback during the any part of the design or service cycles
needs to be encouraged and captured. This
could be by overtly asking for feedback or by monitoring customer interactions
and by analysing the unique product they have designed.
Such data needs to be analysed, communicated, and acted
on in a timely fashion. For example, by feeding back into the
marketing promotion or into the design of further components.
Information provided by customers must be used sensitively and be kept secure.
There needs to be a supportive Vision:
One based on being quick and responsive,
exploiting opportunities in a turbulent marketplace and chaotic world (after
Five "A's": any volume; anytime; anybody; anywhere;
and anything (after Nissan).
All staff and distributors will be need to be well
trained and motivated to meet individual needs. The management
style and organisational culture may well need
Organisational and functional boundaries must not inhibit
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