Abstract
Organizations which provide electronic services do not have a logically structured strategy for implementing Customer Knowledge Management through Social media (SCKM). By assessing the position of SCKM, organizations can have a clear understanding of their maturity level and find their future investment interests. This research examined the maturity assessment of SCKM utilizing a fuzzy expert system. It consisted of a-four-stage procedure. The maturity model is based on 11 critical success factors, including strategy, leadership, information technology, knowledge management, culture, process, resources, business intelligence, security, social customer, and assessment. Results showed that the studied organization has covered 48.2% of maturity on the first level and 51.8% on the second level. Thus, to increase productivity, it is indispensable for organizations to act in a targeted way. The fuzzy expert system is not designed specifically for a case study, but can be utilized as a reference for in-depth analysis of the organizational readiness for SCKM implementation and development within organizations, which provide e-services applications.
Highlights
As a component of external knowledge, customer knowledge is viewed as an important resource that can be managed to support new product development, to facilitate the sensing of emerging market opportunities and to improve long-term customer relationships (Mehdibeigi et al 2016)
As specified in the rules (Appendix 4), to determine the ML1, the set of cases of the final Critical Success Factor (CSF) weight selected in the second maturity level (Repeatable), is considered as less than half of the “total sum weights” and to determine the maturity level of more than ML1, this set of cases selected as the final weight of CSF in the second maturity level (Repeatable), is greater than or equal to half of the “total sum weights”
In order to reach full maturity in Social Customer Knowledge Management (SCKM), it is indispensable for the studied organization to have treatment strategies for its 41 poor indicators
Summary
As a component of external knowledge, customer knowledge is viewed as an important resource that can be managed to support new product development, to facilitate the sensing of emerging market opportunities and to improve long-term customer relationships (Mehdibeigi et al 2016). The organizations are trying to integrate CRM (Customer Relationship Management). While CRM is focused on customer knowledge and preferences, KM systems can create, organize and construct applied knowledge and thereby improve organizational performance (Fidel et al 2015). KM encompasses a wide range of strategies and methods to identify, create, display, distribute, activate and gain insights and experiences. It is considered as an important factor for maturity assessment, which is an increasingly growing phenomenon (Lee et al 2010)
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