Five Styles of Customer Knowledge Management, and How Smart Companies Use Them To Create Value

Gibbert, Michael; Leibold, Marius; Probst, Gilbert

doi:10.1016/s0263-2373(02)00101-9

Cited by 465 publications

(396 citation statements)

References 10 publications

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“…Customers intend to be more loyalty when their comments been taken seriously. (Gibbert, Leibold, & Probst, 2002). This kind of knowledge can create from wide range of sources, and be combined with business process to help managers improving their work in a range of levels from top to front-line.…”

Section: Knowledge From Customersmentioning

confidence: 99%

“…In this way, companies and customers involved in a high interaction process. Not only companies staffs, but also customers act as knowledge development partners (Gibbert et al, 2002 Vol. 11, No.…”

Section: Knowledge Co-creationmentioning

confidence: 99%

“…The benefit of knowledge co-creation is discovering the real needs of customer by true collaboration. (Gibbert et al, 2002). It is a big challenge to develop a platform for getting customers to cooperate more effectively.…”

Section: Knowledge Co-creationmentioning

confidence: 99%

See 2 more Smart Citations

A Novel Two-Dimension’ Customer Knowledge Analysis Model

Chakpitak¹,

Yodmongkol²

2015

ASS

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Customer knowledge has increasingly importance in customer-oriented enterprise. Customer knowledge management process with models can help managers to identify the real value chain in business process. The purpose of the paper is to develop a tool for classification and processing of customer knowledge from perspective of knowledge management. By review previous customer knowledge management model, this paper proposes a novel two-dimension' customer knowledge analysis model, which make customer knowledge more understandable and manageable. The two-dimensions are customer's scope and variability. Base on the model, the process strategies for each kind of customer knowledge are given. To verify the effectiveness of this model, a case study was conducted in a hotel and shows the application of the CKM model in customer knowledge management process can lead to increased process performance. This sample analysis model acts as a guide in practice to help enterprise to develop proper methods in customer knowledge system.

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Section: Knowledge From Customersmentioning

confidence: 99%

Section: Knowledge Co-creationmentioning

confidence: 99%

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A Novel Two-Dimension’ Customer Knowledge Analysis Model

Chakpitak¹,

Yodmongkol²

2015

ASS

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“…The concept of CKM has been firstly advocated by Gibbert, Leibold, and Probst (2002), who describe CKM as the strategic process by which cutting edge companies emancipate their customers from passive recipient of products and services, to empowerment as knowledge partners. They said that CKM is about getting, sharing, and expanding customer knowledge that resides in, to both customer and corporate benefits.…”

Section: Customer Knowledge Management (Ckm)mentioning

confidence: 99%

“…By definition, CKM is about gaining, sharing, and expanding the knowledge that resides in customers for the benefit of both customers and organization (Gibbert et al, 2002). Yang and Wu (2008) define knowledge sharing as an activity in which knowledge of a person, a group or an organization is transferred or spread to other people, another group or organization.…”

Section: Customer Knowledge Management and Knowledge Sharing (Ks)mentioning

confidence: 99%

Investigating the Relationship between Customer Knowledge Management and Knowledge Sharing among Insurance Companies in Malaysia

Zahari¹,

Rahman²,

Othman

et al. 2013

ASS

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Recently, customer knowledge management has been widely recognized as a determinant of business performance. However, knowledge of customers that the organization gathers is useless unless it is shared internally. Sharing of this knowledge among organizational members will greatly strengthen the competitiveness of the organization, which makes it possible to take advantage of the competitive dynamics in the business environment. Although the importance of knowledge sharing especially the one that is related to customers has long been recognized by the community of researchers, investigation in this area is very limited. Therefore, the present study was conducted to investigate the relationship between Customer Knowledge Management dimensions, which consist of knowledge for customers, knowledge about customers, knowledge from the customer and knowledge sharing among insurance companies in Malaysia. A total of 180 managers of insurance companies in Malaysia participated in the survey. The results show that the three knowledge dimensions are positively and significantly related to knowledge sharing. Moreover, the results indicate that the insurance companies have implemented knowledge sharing practices especially in securing and managing their customer data to ensure the currency, accuracy, uniqueness and completeness of the customer data. Finally, research and practical implications are discussed.

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Co‐creating Water Efficiency With Water Customers

Adeyeye

2013

Water Efficiency in Buildings

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Five Styles of Customer Knowledge Management, and How Smart Companies Use Them To Create Value

Cited by 465 publications

References 10 publications

A Novel Two-Dimension’ Customer Knowledge Analysis Model

A Novel Two-Dimension’ Customer Knowledge Analysis Model

Investigating the Relationship between Customer Knowledge Management and Knowledge Sharing among Insurance Companies in Malaysia

Co‐creating Water Efficiency With Water Customers

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