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CKM and Its Influence on Organizational Marketing Performance: Proposing an Integrated Conceptual Framework

CKM and Its Influence on Organizational Marketing Performance: Proposing an Integrated Conceptual Framework

Mohammad Fateh Ali Khan Panni
Copyright: © 2013 |Pages: 23
ISBN13: 9781466625242|ISBN10: 1466625244|EISBN13: 9781466625259
DOI: 10.4018/978-1-4666-2524-2.ch006
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MLA

Panni, Mohammad Fateh Ali Khan. "CKM and Its Influence on Organizational Marketing Performance: Proposing an Integrated Conceptual Framework." Customer-Centric Marketing Strategies: Tools for Building Organizational Performance, edited by Hans-Ruediger Kaufmann and Mohammad Fateh Ali Khan Panni, IGI Global, 2013, pp. 103-125. https://doi.org/10.4018/978-1-4666-2524-2.ch006

APA

Panni, M. F. (2013). CKM and Its Influence on Organizational Marketing Performance: Proposing an Integrated Conceptual Framework. In H. Kaufmann & M. Panni (Eds.), Customer-Centric Marketing Strategies: Tools for Building Organizational Performance (pp. 103-125). IGI Global. https://doi.org/10.4018/978-1-4666-2524-2.ch006

Chicago

Panni, Mohammad Fateh Ali Khan. "CKM and Its Influence on Organizational Marketing Performance: Proposing an Integrated Conceptual Framework." In Customer-Centric Marketing Strategies: Tools for Building Organizational Performance, edited by Hans-Ruediger Kaufmann and Mohammad Fateh Ali Khan Panni, 103-125. Hershey, PA: IGI Global, 2013. https://doi.org/10.4018/978-1-4666-2524-2.ch006

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Abstract

In recent years, customer centric marketing strategies have gained momentum in the academic world as well as in the professional field. The focus of marketing has shifted towards long run customer relationship. Marketing concept is becoming the most important concept in almost every sphere of business discipline. As a result, much attention is given by the academics and marketing practitioners on the customer driven or oriented concepts. With the gradual development of CRM, RM, and most recently, KM, Customer Knowledge Management (CKM) is becoming a buzzword in the marketing discipline. This chapter suggests a different approach to assess the variables of CKM in terms of marketing performance. Based on thoroughly researched secondary data, this conceptual chapter suggests a framework integrating the so far incoherent frameworks as proposed by previous authors. Emanating from this eclectic and chronological literature review, the chapter has also proposed further missing links that need to be included in the proposed integrated framework. Based on this holistic framework, the future researchers may conduct an empirical study to validate this conceptual framework. In fact, from this proposed integrated conceptual framework, it is expected to find that in total 7 vital aspects/factors (3 from CRM layer and 4 from KM layer) are likely to have significant impact on the marketing performance of the organizations. It is also expected to have interaction effect between (a) CRM components towards marketing performance, (b) KM components towards marketing performance, and (c) CRM and KM components (the model as a whole) towards marketing performance of the organization.

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