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alerts, address books, pictures albums and MMS services.Overall, MC is mainly reflected on the increased adoption and development of
personalised mobile phones services by several operators, e.g. myVodafone, myQ fromQ Telecom, myTIM. Consequently, as mobile phone technological advances allowcustomers to participate in the mobile services development, design, production anddelivery process, mobile phone users increasingly demand for affordable and reliableservices that correspond exactly to their specific individual needs, lifestyle and
preferences (Sigala, 2002). Increases in disposable income and users’ mobility furtherreduces demand for static mass services, while on the other hand, the wide adoption ofMC in the mobile phone services sector inhibits operators charge heavy fees foradditional personalised services. Thus, in order to address competition anddifferentiate their offerings, mobile phone operators should adopt and develop MCstrategies that directly enhance customer value. Customer value perceptions are foundto significantly impact and drive consumers’ intentions in terms of repurchase intent,word-of-mouth referrals, customer commitment and loyalty (e.g. Brady and Cronin,2001; Cronin et al., 2000; Duman and Mattila, 2005; Christou, 2003). Recent research in
location-based mobile services also illustrated that increased customer value leads togreater user commitment and behavioural intentions (Pura, 2005). In this vein,customer value based MC strategies are proposed as a competitive strategy for mobilephone operators for differentiating their services, boosting customer loyalty andultimately, creating users’ inertia in changing mobile phone operators.
Although MC has become a business imperative, research into MC in mobile phoneservices, in electronic environments as well as in services is general, is limited (Petersand Saidin, 2000). The greatest majority of studies have primarily focused oninvestigating the operational and technological capabilities of mass customisersspecifically in the manufacturing sector (Papathanassiou, 2004; Sigala and Christou,
2005). Consequently, little discussion and evidence are also provided in terms of how todevelop effective MC strategies that create enhanced customer value. Moreover, ascustomer integration and participation in value chains are the major requirements forimplementing MC strategies, previous studies on MC typologies have adopted a valuechain and business process approach for developing and categorising MC strategies(e.g. Spira, 1996). Overall, it becomes evident that the focus of MC research has been sofar on operations and/or from an operators’ perspective. However, having value chainsinstead of customer value at the centre of the development of MCstrategies is notappropriate for guaranteeing customer adoption of MC (Piller et al., 2004). Previous MCtypologies https://www.51lunwen.org/CRM/implicitly assume that the greater customer involvement in the value chainis, the greater the success of MC would be, without questioning whether customers arewilling, have the competencies and/or perceive any value and usefulness inparticipating in value chains and becoming co-producers and/or co-designers. Thesegaps in the MC literature highlight the importance to develop a customer-centricapproach for designing MC strategies that enhance customer perceived value. This
study aims to fill in this gap by identifying the customer values perceived by users ofmass customised mobile