Knowledge Management for Strategic Marketing

Strategic management model with lens of knowledge management and competitive intelligence

“…Through the competitive intelligence, an organization can anticipate new markets and customers as its opportunities (Weiss, 2002;Ghannay and Zeineb, 2012;Momeni et al, 2012;Nasri, 2012;Tanascovici and Hagiu, 2013;Bartes, 2015aBartes, , 2015bSun and Wang, 2015), while through knowledge management, the organization can determine its ability to serve current and newly anticipated customers and markets. Reason is that effective knowledge management function has full access to knowledge of internal environment of an organization (Sveiby, 2001;Akhter, 2003;Herschel and Jones, 2005;Halawi et al, 2006;Taib et al 2008;Ghannay and Zeineb, 2012;Momeni et al, 2012;Liebl, 2004).…”

“…Literature review contends that strategic intelligence gaps are of two types: macroeconomic and microeconomic (Grèzes, 2015). Strategic knowledge gaps can be in areas of strategic knowledge management such as world of customers, resources and competencies (Liebl, 2004). Identified strategic gaps in this step of strategic planning stage must be filled out to achieve the long-term financial objectives and long-term strategic growth-related objectives (Halawi et al, 2006;Liebl, 2004).…”

“…Strategic knowledge gaps can be in areas of strategic knowledge management such as world of customers, resources and competencies (Liebl, 2004). Identified strategic gaps in this step of strategic planning stage must be filled out to achieve the long-term financial objectives and long-term strategic growth-related objectives (Halawi et al, 2006;Liebl, 2004). Determinacy and filling out of strategic knowledge and intelligence gaps can result in timely availability of synergic and separate use of knowledge and intelligence for rest of strategic management process.…”

“…These gaps are referred to as "strategic knowledge gap" and "strategic intelligence gap" and must be filled to achieve the mission of organization. So, now, it should plan and act to fill these additional needed knowledge and additional intelligence gaps by revisiting and formulating its knowledge management and competitive intelligence programs and strategies (Carneiro, 2000;Bhatt, 2001;Halawi et al, 2006;Ghannay and Mamlouk, 2015;Sun and Wang, 2015;Liebl, 2004). These competitive intelligence and knowledge management strategies can ensure the availability of required knowledge and intelligence in strategy implementation and strategy execution stages in synergic and separate ways (Ghannay and Zeineb, 2012;Momeni et al, 2012;Taib et al, 2008).…”

The Role of Marketing Knowledge Management in Enhancing Digital Financial Innovation in Commercial Banks

“…This will reduce costs and lead to more effective relationships and better services provided to customers and achieve employee satisfaction. On the other hand, it should be noted that in today's economy, the interest of banks and the banking industry in improved technology has intensified competition among banks and meanwhile, banks are successful and have excellent performance (Liebl, 2015). An organization's marketing assets and capabilities have been described as a significant determinant of business performance and are a potential source of achieving competitive advantage:…”