Managers and researchers have recently identified Mass Customization (MC) as the new frontier for competitive effectiveness even in mass markets (Fuchs and Schreier 2010; Chan et al. 2010). MC toolkits enable customers to design their own products online (Franke and Schreier 2011; Fuchs, Prandelli, and Schreier 2009), thus increasing value both for customers and companies (Pine 1999; Von Hippel 2001). Specifically from the customers 'point of view, the fit between customer expectations and preferences is better perceived, generating higher perceptions of quality and variety of the selection (Diehl and Gal 2002); The customers' ability to specify their preferences increases, resulting in a higher customer satisfaction (Franke et al. 2010; Ouschan et al. 2006; Randall et al. 2007); And, finally, the feeling of psychological ownership toward products personally designed allows customers to express their imiate desire to be unique and original (Franke et al. 2010; Franke and Schereier 2008). All these consequences induce customers to pay a premium price, increasing the "money on the table" available to companies (Franke et al. 2010, 2009; Franke and Piller 2004; Schreier 2006). However, those benefits might not materialize if customers fail to appreciate the customized products and understand their benefits (Bendapudi and Leone 2003; Franke and Piller 2004; Hill 2003). Recent studies have highlighted that the users' cognitive effort needed to activate, start and finish any activity within the MC toolkits might represent a relevant obstacle for their success (Dallaert and Stremersch 2005; Franke et al. 2010; Franke and Schreier 2010; Piller and Tseng 2010). As a consequence consumers become confused, dissatisfied, annoyed and disappointed by manufacturers (Mitchell and Papavassiliou 1999; Mitchell et al. 2005). Indeed if customers are confronted with information overload, they might lack the capabilities to cope with the challenges regarding the configuration task. Consequently, they can neither design a fitting product specification, nor being satisfied by the configuration process. The resulting "paradox of choice" might impair customers' buying intention (Novemsky et al. 2007). Thus, MC success relies on choices and process simplifications, given that toolkits are difficult in nature (Piller and Tseng 2010).
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机译：Managers和研究人员最近确定了群众定制（MC）作为竞争效率的新前沿，即使在大众市场中（Fuchs和Schreier 2010; Chan等人2010）。 MC Toolkits使客户能够在线设计自己的产品（Franke和Schreier 2011; Fuchs，Prandelli和Schreier 2009），从而增加了客户和公司的价值（Pine 1999; Von Hippel 2001）。具体从客户的观点来看，客户期望和偏好之间的适应性更好地感知，产生更高的对选择质量和各种的看法（Diehl和Gal 2002）;客户指定首选项的能力增加，导致客户满意度更高（Franke等，2010; oouchan等，2006; Randall等，2007）;最后，亲自设计了对产品的心理所有权的感觉使客户能够表达他们的Imiate渴望独特和原创（Franke等，2010; Franke和Schereier 2008）。所有这些后果诱使客户支付优质价格，增加对公司提供的“桌上的金钱”（Franke等，2009年，2009年，2009年，Franke和Piller 2004; Schreier 2006）。然而，如果客户未能欣赏定制产品并理解他们的福利（Bendapaudi和Leone 2003; Franke and Piller 2004; Hill 2003），那么这些福利可能不会实现。最近的研究突出显示激活，开始和完成MC工具包中任何活动所需的用户的认知工作可能代表其成功的相关障碍（Dallaert和Stremersch 2005; Franke等，2010; Franke和Schreier 2010; Piller和Piller和Tseng 2010）。由于后果消费者对制造商（Mitchell和Papavassiliou 1999; Mitchell等，2005）变得困惑，不满意，不满意，恼火，令人失望，令人沮丧和失望。实际上，如果客户面临信息过载，则可能缺乏应对关于配置任务的挑战的功能。因此，它们既不能设计拟合产品规范，也不是通过配置过程满意。由此产生的“选择悖论”可能会损害客户的购买意图（Novemsky等，2007）。因此，鉴于工具包在自然中困难（Piller和Tseng 2010），MC成功依赖于选择和过程简化。
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