• International Journal of Quality Innovation
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• v.5 no.2
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• pp.106-121
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• 2004

This paper investigates customer knowledge management activities of Taiwan's plastic industries. The results demonstrate that the bulk of customer knowledge comes from data related to customer purchase orders and complaints. Furthermore, marketing, production, and research and development are the main departments that developed and reuse customer knowledge. The benefits derived from knowledge management for enterprises do not vary with the position of the vendor on the business scope. In addition, the benefits derived by customers from knowledge management are directly related to the benefits gained by the five major business functions, while the benefits derived from the customer knowledge management are also directly related to customer satisfaction. Summarizing the above results, an Acquisition-Development-Reuse (ADR) model is proposed and can provide the enterprises with a systematic reference model when the business attempts to construct a customer knowledge management system.

• Proceedings of the Korea Society for Industrial Systems Conference
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• 2007.02a
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• pp.202-208
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• 2007

As one of the key strategic resources, the customer knowledge not only improves the performance of customer relationship management, but fosters the sustained competitive advantages as it creates values for customers with customer knowledge management. On the basis of the general introduction of research on customer knowledge management, this paper develops the research on customer knowledge management from the perspective of strategic management, and discusses further relevant studies concerning concepts of customer knowledge and customer knowledge management, studying perspectives, key questions as well as development directions for research, and so on.

• International Journal of Quality Innovation
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• v.8 no.3
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• pp.46-70
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• 2007

Customer Support Knowledge of Customer Support Organization is one of the important assets of enterprises and "Customer Support Knowledge Management" is also the critical aspect of Business Knowledge Management; however, the attributes of Customer Support Knowledge are complicated, diverse, renewed rapidly and difficult to be managed. Thus, in order to design a successful Customer Support Knowledge Management System, apart from the consideration of "human" and "information technology" aspects, the concerns of attributes and Customer Support Knowledge and industry characteristics should be involved for meeting the requirements of Customer Support Organization and allowing the organization to acquire the competitive advantage of "Differentiation Service". This research used the "Customer Support Knowledge Management System" in a high-tech industry as an example and treated the end users of medical instruments in different types of hospitals in Taiwan which have received the support service of our company in recent six months as the population. The end users were mostly the nursing executives or ultrasonic wave technical personnel in intensive care unit and they had similar educational background and incomes and adopted the medical instruments such as physical supervision system, ultrasonic wave system, heart start or ECG machine produced by our company; the research method was to randomly treat the investigation results of the telephone customers' satisfaction from respective 30 end users in the population three months before and after this system execution as the samples and use hypotheses to validate if the end users' customer satisfaction significantly improved in terms of "Remote Support," "On-site Support," "Service Turn Around time," "Technical Competence" and "Manner" in order to understand the influence and managerial significance of execution of "Customer Support Knowledge Management System" on Customer Support Organization.

• Asia pacific journal of information systems
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• v.25 no.3
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• pp.519-539
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• 2015

Customers are now demanding ever better service from customer service representatives (CSRs) to create superior customer service. Accordingly, CSRs are required to have more specialized knowledge and abilities of customer service. This study examines the roles of accumulated customer knowledge in electronic knowledge repositories (EKRs), which a firm has developed for customer service over time to enhance CSRs' work capabilities and work performance, in the context of call centers. To test the proposed research model and hypotheses, we conducted LISREL analysis using 261 responses collected on CSRs working for inbound call centers. The key results are as follows. First, accumulated customer knowledge in EKRs enhances CSRs' knowledge utilization and service expertise during the customer contact. Second, CSRs' knowledge utilization reinforces service expertise. Finally, service quality depends on CSRs' knowledge utilization and service expertise, but it is not directly related to accumulated customer knowledge. Overall, the findings suggest that accumulated customer knowledge in EKRs enhances CSRs' knowledge utilization and service expertise, and thereby leading to superior service quality.

• Knowledge Management Research
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• v.20 no.3
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• pp.17-38
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• 2019

Rrecently, companies have made great efforts to satisfy various needs and heightened expectations of customers, and the importance of customer center as customer contact department for customer relationship management is increasing. In the knowledge ecosystem, corporate customer centers are emerging as a new alternative to acquiring corporate competitiveness by increasing sales and increasing market share by improving marketing support activities and customer relationship management at customer contact points. As a result, the interest in the customer center has increased rapidly because it provides the opportunity to contact with the customer. In addition, in the era of the fourth industrial revolution, the customer center, which is a collection of information and communication technologies, has a big databased voice recognition technology to elaborate customer service, thereby enhancing customer satisfaction and contributing to marketing through continuous interaction with customers. Of course, we have the opportunity to transform into the frontline business intelligence front for customer knowledge. This study is a comparative case study on how the customer center of K Life Insurance that takes the lead in the customer center industry has successfully renewed and established their key information systems to improve customer services and reinforce marketing support competencies. Based on the above, this study will present factors affecting successful implementation and settlement of the customer service information systems of customer centers by independently analyzing two individual cases.

• Asia pacific journal of information systems
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• v.30 no.2
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• pp.228-251
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• 2020

This study attempts to examine the importance of social capital in customer service organizations and clarifies how translates into organizational performance through knowledge management activities. A survey was conducted with the customer service employees, and 256 questionnaires were used for an empirical analysis with smart partial least squares (PLS). The analysis found that relational capital had a positive effect on both the knowledge management components of knowledge sharing and knowledge conversion, while structural capital significantly influenced knowledge sharing. In addition, human capital positively affected knowledge conversion. Both knowledge sharing and knowledge conversion significantly influenced organizational performance. This study proposed a conceptual framework of social capital that influences organizational performance mediated by an organization's knowledge management activities. Based on the results, we suggest practical guidelines for managing social capital and recommend areas of improvement for customer organization's managers and employees.

• Knowledge Management Research
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• v.19 no.1
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• pp.147-174
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• 2018

Recently, firms have been putting forth significant efforts to fulfill various demands and high expectations of customers. The role and importance of customer centers as a direct contact point for customer relationship management are more emphasized than previously. A customer center draws attention as a new alternative to secure corporate competitiveness as it contributes to sales increase, being in a position to satisfy customers' needs by ensuring customers' access to information. A customer center is an aggregation of various information and communication technologies. In particular, a voice recognition/analysis technology based on big data can elaborate customer services further, enhance customer satisfaction, and trigger constant interactions with customers. A customer center can be transformed to a hub of customer knowledge and the embodiment of business intelligence in the front line of business. This article is a case study on how the customer center of the K life insurance company regarding customer center operation collects and analyzes customer information and how it has established its voice recognition/analysis system based on big data to improve customer experience management. Factors affecting the successful introduction and implementation of voice recognition/analysis system to a firm, are examined.

• Knowledge Management Research
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• v.11 no.2
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• pp.153-162
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• 2010

The knowledge of market and customer is widely accepted as one of the key information for the success of the business. To acquire market and customer knowledge, managers need to understand internal environment of their organization. Using data from Korean trading firms, this research aims to determine the internal environment of an organization enabling an effective acquirement of market and customer knowledge.

• Korean Management Science Review
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• v.19 no.2
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• pp.1-23
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• 2002

It has been considered as a means for sustaining a competitive advantage for companies to build and maintain long-term relationships with customers. It is without any doubt that many companies have tried to initiate Customer Relationship Management (CRM). For the effective management of customer relationships, it is critical that they acquire. share and use customer information and knowledge. In this paper, we deduced 9 important factors affecting the qualify of customer information and knowledge from the literature reviews on CRM, and developed the questionnaire to measure these factors. The factors are again categorized into organizational system, employees and IT. We analyzed data collected from 30 companies in service industries such as the finance. distribution and communication industries. The result of data analysis demonstrates that the employees' analytical shills and appraisal and reward systems are closely related to the quality of customer information, and analytical skills and IT support for communications with customers are associated with the quality of customer knowledge. implications of findings and future research directions are discussed.

• Management & Information Systems Review
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• v.12
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• pp.17-35
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• 2003

In the customer-centered era, financial institutions have understood the importance of Customer Relationship Management(CRM), and heavily invested into building the required technology infrastructure more than ever. In a competitive environment that are changing fast, knowledge management is necessary. To know customers' needs and desire, we have to approach their environment and mind, and the method by estimating in terms of supposing or imitating. Applying customers' knowledge is effective and will come up with a stepping-stone to get rid of threatening factors by having competitiveness in a competitive environment and extending and changing the corporation. This purpose, the study has identified knowledge-oriented infra that corporations know and customer relations by conducting a poll of local corporations and have presented motives that can effectively carry out knowledge-based customer relations. To gain competitive advantage, these Institutions need to understand their customers' potential value to find out more and to recognize the significant changes of customer. Then the CRM implementation will help Financial Institutions move to more of a sales culture away from product and closer to the customer.