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Although
many companies are using customer data, few are turning it into knowledge.
What's the problem?
Although many companies are using customer data, few are turning it into knowledge. What's the problem?
Tom Davenport
Thomas H. Davenport is a professor and director of the
Information Management Program at the University of Texas at Austin. He
welcomes reader comments at davenport@mail.utexas.edu
Cliches about customer knowledge abound. Know your customer. Fire your worst customers. Have a relationship with your customer. Market one-to-one. Virtually every manager would agree that more and better customer knowledge can bring economic benefits to a company. Yet after participating in two recent studies on customer knowledge management (sponsored by the Concours Group and the American Productivity and Quality Center) I've concluded that the state of the art in the field of customer knowledge is fairly artless. Certainly, some companies are doing impressive things with customer data. A few even manage to turn some of it into knowledge. But I can't point to any single company and say that it's got it right.
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