Customer Knowledge Management in SMEs Facing Digital Transformation

Castagna, Francesco; Centobelli, Piera; Cerchione, Roberto; Esposito, Emilio; Oropallo, Eugenio; Passaro, Renato

doi:10.3390/su12093899

Cited by 97 publications

(72 citation statements)

References 102 publications

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“…Technology can be measured based on the usage of management information systems (MIS) or information and communications technology (ICT). MIS and ICT have become important KM enablers in this digital era (Ma et al, 2016;Adhiatma et al, 2020;Castagna et al, 2020;Seidel, 2011).…”

Section: Figure 1 Yearly Evolutionmentioning

confidence: 99%

Knowledge Management Strategies to Improve Learning and Growth in Creative Industries: A Framework Model

Wahjudewanti¹,

Tjakraatmaja²,

Anggoro³

2021

BIRCI

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The aim of this study is to propose a framework model to capture the knowledge management (KM) process and KM enablers and their connection to improving learning and growth in creative industries. This study is a literature review that analyses several articles related to KM and creative industries. Field observations were conducted at two creative industries to verify the literature review results. This review explores several studies of KM enablers and KM processes to identify KM’s relationship with organizational performance. Organizational performance can be measured from several perspectives, one of which is the tangible perspective of learning and growth. The framework model comprises three interrelated concepts of KM and performance: KM enablers, KM processes, and learning and growth as an intangible type of performance. Further study is needed to identify the types of KM enablers and KM processes to obtain a better understanding of how to improve the performance of creative industries. This study is limited to knowledge management in creative industries. Studies of KM strategies in creative industries are limited, including in Indonesia. Previous studies identify the relationship between KM implementation and improving tangible performance measurements, such as financial and customer performance. This study contributes to our knowledge of implementing KM to improve intangible performance in creative industries.

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Section: Figure 1 Yearly Evolutionmentioning

confidence: 99%

Knowledge Management Strategies to Improve Learning and Growth in Creative Industries: A Framework Model

Wahjudewanti¹,

Tjakraatmaja²,

Anggoro³

2021

BIRCI

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“…They have limited resources and there is a difficult human resources situation where there is a shortage of IT experts. These businessmen have doubts about the use of modern information technologies with regard to digital transformation and sustainability [21]. The existing controversy is visible is the IT capabilities and unnecessary doubts of small business about IT innovation.…”

Section: Customer Relationship Management (Crm)mentioning

confidence: 99%

CRM to Support International Relationships in a Global Society

Janakova

2021

SHS Web of Conf.

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Research background: Competitive pressure and high customer expectations lead to the use of new innovations for communication with customers. In many cases, this communication is based on CRM systems. CRM systems have great capabilities, but the current problem is evident in the difficulty of choosing the optimal CRM for small businesses due to doubts about unexpected needs (such as human sources, necessary hardware and software, finances and time). Purpose of the article: The aim of this paper is to support optimal customer contact through better CRM (Customer Relationship Management) implementation in a global society. The purpose of this article is to determine the necessary metrics (not just tough financial issues) to know the preferences for CRM with their weights. This information shows the possibilities of choosing the optimal CRM systems for business support to be improved in terms of automation and social media integration. Methods: The method solution is based on a review of the literature, specification of suitable metrics such as automation, cloud, free access, mobile access, segmentation, social media integration, and templates. The following data collection is the basis for a discussion on the possibilities of CRM implementation. Findings & Value added: The findings are based on the results of multidimensional decision making, which uses a comparison of selected criteria (such as the Fuller’s triangle). The value added is visible in the recommendation on how to choose a CRM system for small business to share the necessary information between marketers and customers through social networks to build a brand.

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“…However, the existing literature has mainly focused on the general relationship between customer knowledge management and innovation (e.g. Castagna et al, 2020;Mejía Trejo et al, 2016), the benefits of customer-based innovation in a sector perspective (e.g. Flowers & Meyer, 2020) or the practice of innovation activity in large companies (e.g.…”

Section: Definition and Status Quo Of Customer-based Innovation Through Digital Tools In Smesmentioning

confidence: 99%

“…The stronger relationship with customers can be seen as part of a lifetime value concept for the company and can have a lasting effect as part of marketing (Hoekstra & Huizingh, 1999). Furthermore, the set-up of fast communication and feedback circles may shorten innovation processes and therefore safe further company resources (Castagna et al, 2020).…”

Section: Advantages Of Customer-based Innovationmentioning

confidence: 99%

RECENT DEVELOPMENTS AND CHALLENGES OF CUSTOMER-BASED INNOVATION THROUGH DIGITAL TOOLS IN SMEs

Hogeforster¹,

Henke²,

Mesloh

et al. 2021

International Scientific Conference „Contemporary Issues in Business, Management and Economics Engineering"

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Purpose – the purpose of this paper is to map out the current state of customer-based innovation through digital tools in small and medium-sized enterprises (SMEs), highlighting advantages but also challenges, tools, methods and procedures involved. Research methodology – a twofold methodology comprising desk research and literature review is drawn upon. Findings – the authors conclude that customer-based innovation can be crucial for the success and resilience of SMEs and thus, the European economy. In order to provide SMEs with practical advice, further empirical research on the use of digital tools for customer-based innovation in SMEs is needed. Research limitations – this research paper is limited to a theoretical scope and serves as a preparatory research for quantitative and qualitative surveys that will be run in various EU countries after the publication of this paper. Practical implications – this research paper is relevant for SME managers, advisors and researchers that are interested in digital customer-based innovation in companies. Based on the theoretical framework provided in this paper, concrete training and education measures in the field will be developed. Originality/Value – the assessment of feasible customer-based innovation measures in SMEs is crucial in order to se-cure their competitiveness and productivity, especially for companies in north-eastern Europe that are competing with low-wage countries. Based on this paper, further concrete empirical research, training and education measures will be developed.

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Customer Knowledge Management in SMEs Facing Digital Transformation

Cited by 97 publications

References 102 publications

Knowledge Management Strategies to Improve Learning and Growth in Creative Industries: A Framework Model

Knowledge Management Strategies to Improve Learning and Growth in Creative Industries: A Framework Model

CRM to Support International Relationships in a Global Society

RECENT DEVELOPMENTS AND CHALLENGES OF CUSTOMER-BASED INNOVATION THROUGH DIGITAL TOOLS IN SMEs

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