HOW DO THEY KNOW THEIR CUSTOMERS SO WELL

By T. Davenport, Jeanne Harris, Ajay K. Kohli. 2001

407 citations recorded by the source corpus.

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Individual attitudes and organisational knowledge sharing (2008, background): “However, as Nonaka (1985, 1988), Sveiby and Lloyd (1987), and Davenport and Prusak (2000) have argued, technology is designed and operated by people, and its contribution to managing knowledge depends on fitting an organisational social context.”
Strategic issues in customer relationship management (CRM) implementation (2003, background): “For example, Fingerhut has four million names of repeat customers, each with up to 1,000 attributes, stored in a data warehouse that can hold 4.5 trillion bytes (Davenport et al., 2001).”
Customer knowledge management via social media: the case of Starbucks (2013, background): “Besides customers' preferences and past transactions, knowledge about customers encompass analyzing customers' present needs, future desires, changing tastes and trends (Davenport et al., 2001; Gebert et al., 2003).”
Creating dynamic capabilities to increase customer value (2011, background): “In order to build good relationships with customers, each one must be served in their preferred way and therefore “customer knowledge” must be managed (Davenport et al., 2001).”
CROWDSOURCING A WORD–EMOTION ASSOCIATION LEXICON (2013, background): “The number of Turkers and the number of annotations they provide is also dependent on how interesting they ﬁnd the task and how attractive they ﬁnd the compensation.”