1
Q
How does mass customisation work?
A
It brings together mass production and differentiation
2
Q
Why does it benefit customers?
A
Understands their requirements and tailors the product, this builds brand loyalty
3
Q
What does mass customisation do for a product?
A
Lowers unit costs and allows for a higher added value
4
Q
What does it mean for inventory?
A
Less inventory needs to be held
5
Q
How are mass customised products priced?
A
Premium prices
6
Q
What do mass customisation require?
A
Efficient supply chain and automation
7
Q
What are some examples of thsi
A
Nike By You
Danfoss B2B make mechanical drives to order
A-level Business
flashcards
Decks in class (79)
# Cards
-
legal structure / ownership12
-
why do businesses exist? MR WHITE12
-
changing structure2
-
mission MR WHITE7
-
shareholders8
-
share value13
-
costs and profit MR WHITE9
-
ownerships and objectives16
-
External factors and business activity7
-
profit and cash flow MR WHITE7
-
interest rates2
-
Demographic factors6
-
ethics and environmental issues7
-
Business activity and the environment3
-
managers and leaders6
-
stakeholder mapping8
-
Stakeholder management4
-
Setting Marketing Objectives3
-
Market size and growth2
-
Influences on marketing objectives2
-
Marketing research and data5
-
Sampling9
-
Employer-Employee Relations18
-
Porter12
-
Hackman and Oldham6
-
Mass customisation7
-
Operational objectives4
-
Capital vs labour intensive production6
-
Lean Production5
-
Break even analysis5
-
Capacity Utilisation8
-
Core competencies4
-
Balanced Scorecard9
-
Triple Bottom line8
-
mission and corporate17
-
elasticity of demand8
-
Sources of finance13
-
inventory management12
-
Marketing Mix - Product19
-
Marketing Mix - Pricing10
-
Marketing Mix - Promotion11
-
Marketing Mix - Place7
-
Marketing Mix - People6
-
Marketing Mix - Process4
-
Marketing Mix - Physical Environment5
-
Digital Marketing and e-commerce8
-
SWOT4
-
Adressing short and long term performance8
-
organic and inorganic growth4
-
mergers, takeovers and joint ventures6
-
franchising4
-
diseconomies of scale6
-
economies of scope3
-
Experience curve5
-
synergies7
-
Ansoff's matrix5
-
bowman's spinning clock1
-
correlation3
-
extrapolation, moving averages and confidence intervals4
-
financial objectives3
-
HR objectives3
-
Tannenbaum and Schmidt Continuum6
-
blake mouton managerial grid7
-
Overtrading4
-
Human Resource Flow34
-
flexible working5
-
Greiner's model of growth10
-
Bowman's Spinning Clock17
-
Supply Chains7
-
Financial Ratios19
-
Segmentation, targeting and positioning22
-
Retrenchment6
-
Legislation22
-
innovation9
-
intrapenuership3
-
benchmarking4
-
Protecting intellectual property - patents8
-
The Business Cycle10
-
International markets17
