Managing Customer Knowledge

Lesser, Eric; Mundel, David; Wiecha, Charles

doi:10.1108/eb040128

Cited by 39 publications

(21 citation statements)

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“…Arthur Andersen Business Consulting (1999) indicated that the customer knowledge base is one of the top ten most important contributors to KM. Lesser, Mundel, & Wiecha (2000) have identified four approaches (customer knowledge development dialogues, customer knowledge communities, facilitating the capture of knowledge relevant data, and demonstrating enterprise leadership commitment to customer knowledge) that can expand the availability and use of customer knowledge. Lin (2000Lin ( /2001 presented a systemic integrated communications model that may help enterprises identify the potential issues of CRM.…”

Section: Knowledge-enabled Customer Relationship Managementmentioning

confidence: 99%

A knowledge-enabled procedure for customer relationship management

Lin

Chien

2006

Industrial Marketing Management

100

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Section: Knowledge-enabled Customer Relationship Managementmentioning

confidence: 99%

A knowledge-enabled procedure for customer relationship management

Lin

Chien

2006

Industrial Marketing Management

100

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“…Awareness of the significance of customer information is rapidly growing, and several mechanisms have been built to acquire this information (Lesser et al 2000). The perspective of relationship marketing, which is the oldest tradition in this area, has pointed out that using customers as informants enables customer segmentation and also increases the loyalty of customers (Zablah et al 2004;Grönroos 1990).…”

Section: Ways Of Acquiring Customer Informationmentioning

confidence: 99%

Organizing customer-oriented service business in manufacturing

Turunen

Toivonen

2011

Oper Manag Res

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This study examines the organization of service business in manufacturing. Earlier literature has emphasized the positive effects of a separate service unit. Our comparative case study indicates that a separate unit as such does not guarantee success in service business. An essential issue is how customer interaction and the continuous flow of customer information have been secured. Sales personnel have often been regarded as the main actor in the creation of customer intelligence. Based on our study we argue that attention should also be paid to field technicians and other operative personnel as a channel for customer information.

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“…sales receipts data (Lesser et al 2000), what triggers companies to take a deep look for more interactive strategies of gaining an understanding of the customers in extended dialogs. However, customers might not be able to properly articulate their needs (von Hippel, 2005) or might not be willing to share their knowledge (Desouza et al 2008).…”

Section: Theoretical Background 21 State Of Customer Knowledge Manamentioning

confidence: 99%

“…Thus, only valuable, rare, imperfectly imitable and non-substitutable resources -regarded as strategic assets (Meso and Smith, 2000) -are the sources of firm's competitive advantage. While data is just a commodity, customer knowledge cannot be easily copied (Lesser et al 2000), which is a contributor to its competitive advantage (Bollinger and Smith, 2001).…”

Section: Customer Knowledge As a Strategic Asset: A Resource-based Viewmentioning

confidence: 99%

Expanding Frontiers of Customer Knowledge Management to Sustain Competitive Advantage: The Mediating Role of Predictive Analytics

Chernetska¹

2017

EJBM

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Business reality, as well as IT literature, is indicating the shift towards data-driven societies. However, business research is lacking the conceptualizations and explanations in this regard. The common denominator of these perspectives is the key role of customer integration. This can be ensured by efficient managing of customer knowledge. At the same time, online activity of companies provides a possibility to generate customer behavioral data, which potential can be unveiled using specific techniques and tools, such as predictive analytics. Given the peculiarity of such knowledge assets, generated via analytics, it has to be specifically addressed within customer knowledge management. Using resource-based view as a theoretical lens, this study first deduces research propositions which then analyses against the empirical findings from case studies. Findings indicated specific nature of analytics-generated customer knowledge that challenges the frontiers of customer knowledge management towards integration with data management and information management.

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Managing Customer Knowledge

Abstract: Becoming “customer‐centric” is easier said than done. But it can be done.

Cited by 39 publications

References 0 publications

A knowledge-enabled procedure for customer relationship management

A knowledge-enabled procedure for customer relationship management

Organizing customer-oriented service business in manufacturing

Expanding Frontiers of Customer Knowledge Management to Sustain Competitive Advantage: The Mediating Role of Predictive Analytics

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