Engaging with Customer Knowledge Management

  • Kevin C. Desouza
  • Yukika Awazu


Businesses exist to serve their customers’ needs. Customers can make or break or a business. Historically, an organization could design, build, and price a product without engaging the customer. Those days are long gone. Today, unless an organization can understand its customers’ needs, transform those needs into products and services, and manage their relationship with customers, they will not survive in the marketplace. Why? In his most recent book, the strategy guru C.K. Prahalad and his colleague Venkat Ramaswamy identify several trends changing the way organizations manage customer interaction.1


Knowledge Management Customer Service Customer Information Customer Data Knowledge Repository 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. 1.
    Prahalad, C.K. and Ramaswamy, V. (2004). The Future of Competition: Co-Creating Unique Value with Customers. Boston, MA: Harvard Business School.Google Scholar
  2. 3.
    Davenport, T.H., Harris, J.K. and Kohli, A. (2001). “How Do They Know Their Customers So Well?” Sloan Management Review, 42 (2), 63–73.Google Scholar
  3. 4.
    von Hippel, E. (1991). “‘Sticky Information’ and the Locus of Problem Solving: Implications for Innovation,” Management Science, 40 (4), 429–39.CrossRefGoogle Scholar
  4. 5.
    von Hippel, E. and Katz, R. (2002). “Shifting Innovation to Users via Toolkits,” Management Science, 48 (7), 821–34.CrossRefGoogle Scholar
  5. 6.
    Thomke, S. and von Hippel, E. (2002). “Customers as Innovators: A New Way to Create Value,” Harvard Business Review, 80 (4), 74–81.Google Scholar
  6. 7.
    von Hippel, E. (1989). “New Product Ideas from ‘Lead Users’,” Research Management, 32 (3), 24–7.Google Scholar
  7. 9.
    Reichheld, F.F. (1994). “Loyalty and the Renaissance of Marketing,” Marketing Management, 2 (4), 10–20.Google Scholar
  8. 11.
    Culnan, M.J. and Armstrong, P.K. (1999). “Information Privacy Concerns, Procedural Fairness, and Impersonal Trust: An Empirical Investigation,” Organization Science, 10 (1), 104–15.CrossRefGoogle Scholar
  9. 12.
    Mittal, B. and Lassar, W.M. (1996). “The Role of Personalization in Service Encounters,” Journal of Retailing, 72 (1), 95–109.CrossRefGoogle Scholar
  10. 13.
    Day, G. (1990). Market-Driven Strategy: Process for Creating Value. New York: Free Press.Google Scholar
  11. 14.
    Bettencourt, L.A., Ostrom, A.L., and Brown, S.W. and Roundtree, R.I. (2002). “Client Co-Production in Knowledge Intensive Business Services,” California Management Review, 44 (4), 100–28.CrossRefGoogle Scholar

Copyright information

© Kevin C. Desouza and Yukika Awazu 2005

Authors and Affiliations

  • Kevin C. Desouza
    • 1
  • Yukika Awazu
    • 2
  1. 1.ChicagoUSA
  2. 2.ChicagoUSA

Personalised recommendations