AAA

Customer Knowledge Management

Bogusz Mikuła

Modern companies must continuously develop their skills to meet the demands of the market. Independent development of these competencies (ex. through knowledge management and R&D) is insufficient and therefore companies seek new competences in their environment, among their suppliers, competitors, research institutions, universities. But still, customer is only a little appreciated source of knowledge. As far as institutional client is concerned, it often can give a company a broad knowledge along with his requirements for products or services, whereas the individual client is often ignored. Classical knowledge management systems and CRM acquire information about the client and possibly only the elementary knowledge from him, but without engaging potential customer directly in the process of creating new knowledge. The customer knowledge management (CKM) properly fills that gap. The main aim of CKM is to optimize the exchange of knowledge between the firm and its institutional and individual clients and use their creative potential.

In the article CKM is defined as an activity of planning, organizing and controlling projects with regard to knowledge and innovation potential of a customer. The aim of this activity is gaining customer knowledge and its further developing by combining obtained knowledge with the company's one, and also jointly creating a new knowledge to improve the company's activities and development of innovative solutions (especially products and services). The article describes the differences between knowledge management, CRM and CKM, and characterizes the main processes on which CKM focuses. It also tells how to implement CKM and stresses that its worth of practical implementation, further development research.

Bibliography

  • Belkahla W., Triki A., Customer knowledge enabled innovation capability: proposing a measurement scale, „Journal of Knowledge Management” 2011, Vol. 15, No. 4, s. 648-674, http://dx.doi.org/10.1108/13673271111152009.
  • Bueren A., Schierholz R., Kolbe L., W. Brenner, Customer Knowledge Management - Improving Performance of Customer Relationship Management with Knowledge Management, [w:] Proceedings of the 37th Annual Hawaii International Conference on System Sciences, IEEE, 2004, http://www.computer.org/csdl/proceedings/hicss/2004/2056/07/205670172b.pdf.
  • Doz Y.L., Hamel G., Alliance Advantage. The Art of Creating Value through Partnering, Harvard Business School Press, Boston 1998.
  • Gach D., Pozyskiwanie i wykorzystanie wiedzy klientów, „e-mentor” 2008, nr 1(23), s. 57-60.
  • Gamble P.R., Blackwell J., Knowledge Management. A State of the Art Guide, Kogan Page, London 2001.
  • Gibbert M., Leibold M., Probst G., Five styles of customer knowledge management, and how smart companies use them to create value, „European Management Journal” 2002, Vol. 20, No. 5, s. 459-469, http://dx.doi.org/10.1016/S0263-2373(02)00101-9.
  • Gibbert M., Leibold M., Probst G., Five styles of customer knowledge management, and how smart companies use them to create value, [w:] tychże, Strategic Management in the Knowledge Economy, Publicis Kommunikations Agentur Gmbh, GWA, Erlangen 2002.
  • Inkpen A.C., Learning and knowledge acquisition through international strategic alliances, „Academy of Management Executive” 1998, Vol. 12, No. 4, s. 72-78, http://dx.doi.org/10.5465/AME.1998.1333953.
  • Kotler Ph., Armstrong G., Saunders J., Wong V., Marketing. Podręcznik europejski, Polskie Wydawnictwo Ekonomiczne, Warszawa 2002.
  • Kotler Ph., Marketing Management. Eleventh Edition, Person Education International, Sadle River, New Jersey 2003.
  • Mikuła B., Oczkowska R., Transfer wiedzy między partnerami aliansu strategicznego, „Organizacja i Zarządzanie” 2009, nr 6, s. 121-137.
  • Mikuła B., Wpływ strategii wiedzy i strategii zarządzania wiedzą na organizację funkcjonowania przedsiębiorstwa, [w:] Wybory strategiczne w przedsiębiorstwach. Rezultaty ekonomiczne, organizacyjne i społeczne, „Zeszyty Naukowe Uniwersytetu Ekonomicznego w Poznaniu” 2011, nr 170.
  • Nonaka I., Takeuchi H., Kreowanie wiedzy w organizacji, Poltext, Warszawa 2000.
  • Parise S., Henderson J.C., Knowledge resource exchange in strategic alliances, „IBM Systems Journal” 2001, Vol. 40, No. 4, s. 908-924, http://dx.doi.org/10.1147/sj.4040.
  • Plata-Alf D., Zarządzanie wiedzą konsumenta w wirtualnym środowisku, „Marketing i Rynek” 2014, nr 8, s. 1211-1217.
  • Prahalad C.K., Ramaswamy V., Przyszłość konkurencji, Polskie Wydawnictwo Ekonomiczne, Warszawa 2005.
  • Rollins M., Halinen A., Customer knowledge management competence: Towards a theoretical framework, [w:] Proceedings of the 38th Annual Hawaii International Conference on System Sciences, IEEE, 2005, http://www.betsaonline.com/KM/CustomerKMCompetence.pdf.
  • Rowley J., Customer Knowledge Management, [w:] Academy of Management Best Papers Proceedings, 2006, http://www.aom-iaom.org/pdfs/jms/JSM-18-06_rowley.pdf.
  • Rowley J., Eight questions for customer knowledge management in e-business, „Journal of Knowledge Management” 2002, Vol. 6, No. 5, s. 500-511, http://dx.doi.org/10.1108/13673270210450441.
  • Rowley J., Slack F., Leveraging customer knowledge: profiling and personalisation in ebusiness, „International Journal of Retail and Distribution Management” 2001, Vol. 29, No. 9, s. 409-416, http://dx.doi.org/10.1108/09590550110400894.
AUTHOR

Bogusz Mikuła

Cracow University of Economics

Table of contents

About the article

DOI: 10.15219/em63.1231

The article is in the printed version on pages 40-48.

pdf download PDF

pdf read the article (Polish)

Citation