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Mass customization presents a paradox to traditional manufacturing practices. Historically, companies chose to produce either customized, crafted products or mass‐produced, standardized products. Thus, mass customization presents a paradox by combining customization and mass production, offering unique products in a mass‐produced, low cost, high volume production environment. If mass customization is truly a combination of mass production and craft manufacturer, how does a manufacturer become a mass customizer? Are the key principles of mass customization rooted in customized product knowledge or mass production techniques? Does the path to mass customization impact financial performances? This paper begins to answer these questions by exploring the total product mix of mass customizing plants using data gathered from 126 mass customizers. This study shows plants that choose mass customization approaches that match the non‐mass customized product line characteristics have higher financial performance than those firms without a matched product line.
Rebecca Duray (Fri,) studied this question.