 |
Situation
|
Profitable ceramics materials manufacturer had fallen behind in
technology |
| Company interested
in determining whether to compete through technology or business model |
| Desired to evaluate mass customization as a
competitive business model strategy to reestablish business
as a leader in the industry |
Actions Taken
| Assembled and led
cross-functional, director-level team to develop and evaluate potential
of breakthrough mass customization concepts |
| Applied
“Customer Value Model” to estimate customer benefits |
| Forecast impact on organizational skills,
manufacturing strategy, and capital plans. Identified risks |
| Created business and development plan for
next stage |
Results
| A
significant investment for mass customization was approved by the
executive leadership team |
|
