Final Customer Purchasing from the Product Producer

Acquire Steps: Acquire steps include all activities the customer completes preceding the use or the consumption of the product. These steps include the customer's efforts needed for evaluation and acquisition of the product.

Resources: Reduce resources required for the use of the product

Time – Reduce the time the customer must spend with the product

Customize the product functions for the customer's use

No. SIC Year Note
1 3400 2003 To establish itself apart from foreign competitors and add money-making value to its product, bearing-maker Timken is creating multiple friction and lubrication parts that work together to maximize capability. Timken's competitors focus on a simple product and sell for a very low price. To fight back, Timken is complementing the company's basic product with additional components to tailor to each customer's exact needs.
2 3571 1994 Tandem's strategy was to design powerful, huge computers that work only with one another, and sell them to corporate customers for the highest possible prices. After 20 years, it didn't work anymore.
3 3571 2000 Microsoft's Pocket PC will have an edge over rival Palm in emerging business markets. Companies in industries like real estate are poised to start buying hand-held computers in large numbers to improve efficiency. The Pocket PCs will be used with a new computer system installed to run MortgageRamp, an online subsidiary focused on the commercial real estate business. MortgageRamp picked Pocket PC because it offered the greatest functionality and a range of wireless and wired options.
4 3571 1998 Gateway's new program, Your Ware, offers customized PCs–users specify such things as which network browser they want installed.
5 3571 2003 Dell Inc. uses its position in the services industry to create more product sales and to strengthen its customer relationships. It also operates with its services and sales as one, allowing itself to make the best decisions for its customers through optimizing a number of factors, including best pricing, best products to meet their needs, and best service.
6 3571 2003 Despite the PC market being mature and saturated, there are still business opportunities. Privately held Alienware Corp. succeeds in selling high-end, custom-built PCs for computer gamers.
7 3674 2003 Intel managers now start by assessing what users need in computers and other products. Then, they conceive "platforms" of multiple chips, not just microprocessors, to meet those needs. Instead of a one-size-fits-all approach, Intel now designs chips for four distinct markets: home computers; desktop and server computers for businesses; mobile gadgets, including laptops and cellular phones; and network-infrastructure devices such as routers and switches.
8 3674 2003 While most foundries specialize in building designs provided by their customers, IBM offers to put its own chip designers and process engineers to work with the customer to optimize the design.
9 3711 2001 The Maserati Spider is a customizable car. Buyers are able to select multiple design features for the vehicle they purchase. This is consistent with the excellent customer care that the Maserati brand offers.
10 3715 2003 The brawny trucks are as different as snowflakes. This is appealing to truck buyers but a costly headache for DaimlerChrysler and Volvo. Instead of selling their own $20,000 engines, for instance, they end up installing Cummins engines. Truck drivers elsewhere in the world somehow get by with far more limited options.
11 4813 2003 Sprints sees a big upside in bundling Sprint's products in packages tailored for businesses or consumers. "Historically, we've been very successful cross-selling."
12 5734 2003 Hewlett-Packard is gearing up its PC lines by trying to out-engineer Dell with more features and sleeker machines targeting specific markets. The new machines drop the Evo brand name that was used by Compaq, which HP bought a year ago.

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