Ah, Black Friday: What would the post-Thanksgiving shopping bonanza be without a visit to the local mall? This year, I was keen to perform some gumshoe research on a theme I've been talking about all year long: mass customization, a product strategy that's ready for prime time across multiple industries.
A trip to the Natick Mall (yes, "Mall," no longer "Collection," New Englanders) reveals that mass customization isn't just the future; it's the present. In fact, it's hiding in plain sight. Build-a-Bear Workshop, Hallmark, Lego, and LensCrafters are all stores in the Natick Mall that offer significant customization for consumer products. Burberry is the latest Natick Mall vendor to offer mass customization; I am quoted in Time magazine this week (here, but subscription required to view the link; page 82 in the December 5 paper edition) discussing how luxury clothing and customization fit together well. As I've written before, one of the benefits of employing mass customization is that it empowers consumers to create products that express their personalities -- a particularly relevant feature for clothing and apparel products.
Calling all product strategists at big name clothing and apparel companies: If you work at the likes of Gap, Macy's, Nordstrom, or American Eagle Outfitters, we at Forrester think you are currently missing out on an opportunity to delight customers, generate new revenue, and differentiate your offerings. We’ve been writing about why now is the time to experiment with mass-customized product offerings – customer-facing digital technologies have reached the point where customization is easy to deliver, and customers increasingly expect products and services will be tailored to their desires and needs.
Now it’s time for product strategists at big name clothing and retail companies to give mass customization another shot. Levi’s once offered customized jeans (from 1993-2003), but the offering was too far ahead of the curve – it didn’t have the opportunity to leverage the type of digital configuration experiences available today, and it didn’t offer buyers choice in features they wanted (like color).
We know that product strategists who want to offer mass-customized clothing and apparel products face customers who are stuck in an off-the-shelf comfort zone. We know that this customer resistance is holding back some product strategists at big brand-name clothing companies. Yet the return on investment could be significant. Incorporating customization into your product strategy will enhance current customer relationships and attract new customers that, up to now, have not been able to find what they want or need from your products.
I'd like to invite you to participate in an exciting new forum for discussion: our community for Consumer Product Strategy professionals!
The community is a place for product strategists to exchange ideas, opinions, and real-world solutions with each other. Forrester analysts will also be part of the community, helping facilitate the discussions and sharing their views.
Right now, we already have discussions going on the topics of product co-creation, creating video content for your product or brand, and the effects disruptive technologies like the iPad have on product strategies. These vibrant conversations are just getting started, but they're already pretty exciting discussions.
In general, here's what you’ll find
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I encourage you to become part of the community:
Ask a question about a complex business problem.
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The community is open to both Forrester clients AND to non-clients. Why not visit today?
Product strategists should check out this article in today’s New York Times about online borrowing. Think of it as a Web-empowered peer-to-peer product rental program. The article describes how Web sites like SnapGoods allow private owners of products to rent them out for temporary periods of time to consumers who want to use – but do not (or cannot) own – those same products. It’s a product rental marketplace, smaller than but resembling a product sales marketplace (like eBay).
This peer-to-peer product rental approach to sharing complements another sharing technique that has been around for a while: timesharing. Vacationers who own 1/8 of a condominium in the Bahamas get to use it part of the time, as do their fellow timeshare partners. More recently, the Web enabled Zipcar to grow to over 275,000 users by 2009. Zipcar users make reservations to use vehicles in their neighborhoods on an hourly basis.