Ekonomika a managemen
62 2014, XVII, 1 DOI: 10.15240/ ul/001/2014-1-005
In oduc ion
P esen cen u y is he cen u y in which he
na u e o business is changing. Managemen
has o handle new me hods. Acco ding o
Ko le and A ms ong [10], he e a e wo ypes
o businesses: hose ha change and hose
ha disappea . One o he s a egic objec i es
o e e y mode n o ganiza ion is o achie e
acompe i i e ad an age in he sec o in which
i ope a es. Ma ke s, cus ome s, compe i o s
and echnology a e changing. I a company
wan s o be success ul, i mus change, oo.
O he wise, i s key compe ences can easily
become p oblems which would lead o
abusiness ailu e. Applying he concep o
a"lea ning o ganiza ion" as a me hod o
managemen and educa ion is he way how o
p e en mis akes and c ea e a s a egic
business ad an age. To achie e a desi ed
compe i i e posi ion is no possible wi hou
c ea ing a ela ionship based on us .
Cus ome capi al plays a key ole in building
acompe i i e ad an age, wi hin he con ex o
which i is impo an o build consume
con idence in di e en a eas o he
o ganiza ion.
The main objec i e o ou pape is o
emphasize he impo ance o he concep o
alea ning o ganiza ion in he ield o building
and managing consume con idence in a li e
cycle, aking a ious phases o cus ome ’s
ac i i y in o accoun . This pape consis s o
h ee basic pa s. The i s pa discusses
agene al concep o in ellec ual capi al and
ma ke capi al o an o ganiza ion using he
s anda d me hod o li e a u e e iew and c i ical
analysis o he li e a u e sou ces. The second
pa desc ibes cus ome capi al which esul s
om a ious phases o he cycle o
cus ome ’s ac i i y in he ma ke . The hi d pa
p esen s pa ial esul s o he esea ch o
p ojec VEGA – The Lea ning O ganiza ion. We
iden i ied applica ion o he p inciples o
alea ning o ganiza ion in SMEs in Slo akia
which emphasizes he impo ance o
con inuous imp o ing sa is ac ion o exis ing
and u u e cus ome s.
1. Ma ke Capi al o an O ganiza ion
in he In ellec ual Capi al
S uc u e
Key elemen s o in ellec ual capi al ha e been
de eloped om physical capi al h ough he
o ganiza ional capi al o he key human capi al
nowadays. Among he c i e ia moni o ed in he
de elopmen o knowledge-based companies
a e he ollowing [15]:
economic and ins i u ional sys em ha
p o ides incen i es o he e icien use o
exis ing and new knowledge and
p ospe ous business,
educa ed and skilled popula ion ha can
c ea e, sha e and use knowledge,
dynamic in o ma ion in as uc u e ha can
enable e ec i e communica ion and
in o ma ion p ocessing,
e icien inno a ion sys em o businesses,
esea ch cen e s, uni e si ies, consul an s
and o he o ganiza ions o enable
pa icipa ion in he g owing amoun o
global knowledge and abili y o adap i o
local needs, as well as abili y o c ea e new
echnologies.
The abundance o li e a u e in his
pa icula subjec p o ides many di e en
de ini ions o he e m In ellec ual Capi al [3],
[22], which hasn’ been accu a ely de ined o
along ime. Recen ly, expe s specializing in
di e en ields ha e coope a ed oge he which
esul ed in c ea ion o many di e en de ini ions
o he In ellec ual Capi al. The app oach o his
ROLE OF LEARNING ORGANIZATION IN
BUILDING CONSUMER CONFIDENCE
Ma∏go za a Adamska, Ma ina Miná o á
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631, XVII, 2014
pa icula issue has al eady been discussed,
and is expec ed o be alked abou in he u u e,
om many di e en poin s o iew a ising om
he complexi y o he in ellec ual capi al o an
o ganiza ion and i s p esence in all he a eas i
ope a es. In he con ex o ma ke ing ac i i y
in ellec ual capi al is essen ial in c ea ing an
image o an o ganiza ion by implemen ing
ac i i ies in a eas such as building ela ionships
wi h cus ome capi al and making a cus ome
awa e o a ma ke b and and he p oduce by
e ec i e consume con idence managemen .
Ma ke ing ac i i ies o mode n o ganiza ions
mus be ully ocused on he cus ome and mus
ensu e he ul illmen o he expec a ions o each
ma ke segmen . This equi es a huge in el-
lec ual e o associa ed wi h p ope and e ec i e
use o ma ke knowledge, which is he mos
impo an esou ce in he p ocess o building
company’s leading compe i i eness [18].
Amongs he di e en concep s o
in ellec ual capi al (Tab. 1) in he componen s
p oposed, he e is cus ome , ela ionships, o
speci ically, cus ome capi al, as an elemen
essen ial in he p ocess o c ea ing he ma ke
alue o an o ganiza ion.
Tab. 1: O e iew o he componen s o in ellec ual capi al by a ious au ho s
Au ho s In ellec ual capi al con ex Sugges ed componen s
Kaplan, No on Balanced Sco eca ds cus ome s
he in e nal s uc u e o an en e p ise
p ocesses: lea ning and inno a ion
inance
Pe ash, Ed insson, Value Pla o m human capi al
Onge, A ms ong cus ome capi al ( ela ionships)
Bukowi z, Williams o ganiza ional capi al (s uc u al)
Haanes, Lowendahl In angible esou ces classi ica ion compe ence
mu ual ela ions
B ooking Iden i ying componen s o ma ke asse s
in ellec ual capi al asse s ela ed o he human ac o
in as uc u e asse s
ma ke alue
S ewa Iden i ying componen s o human capi al
in ellec ual capi al s uc u al capi al
capi al associa ed wi h cus ome s
B a nicki, S u˝yna A alue ee o an en e p ise social capi al
human capi al
o ganiza ional capi al
Fi z-enz In ellec ual capi al elemen s human capi al
p ocesses and cul u e
In ellec ual P ope y
ela ionships
Sou ce: [22]
In ellec ual capi al has long been p esen in
he p ac ice o managemen in each a ea o an
o ganisa ion, including, amongs o he s, an
e ec i e ma ke capi al managemen due o
inding solu ions which ensu e p ope ela ions
o an o ganisa ion o ope a e in a speci ic,
complex ma ke en i onmen .
The ac o c ea ing he ma ke capi al s uc u e
o an o ganisa ion, being cus ome ela ion-
ships, he ela ionship wi h endo s, ma ke
compe ence, o he ma ke ela ions and public
ela ions, is i s complex ma ke ing ac i i y.
The s uc u e o he capi al ma ke can be
di ided in o h ee basic g oups: Cus ome s,
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64 2014, XVII, 1
Compe i o s and Con ac o s [1]. All he
elemen s o ma ke capi al ha e an impac on
an indi idual o ganisa ion and a he same ime
on each o he . The concep o ma ke capi al
d aws om he Model 5 compe i i e o ces
wi hin he ma ke sec o by Michael Po e [21].
Alongside he h ea o new en y and
subs i u e p oduc s, as well as se ices, being
ex e nal ac o s which ha e an impac on he
compe i i eness o en e p ises, he iden i ied:
ba gaining powe o buye s, ba gaining powe
o supplie s, and i al y among exis ing i ms.
The analysis o ma ke capi al o an
o ganisa ion, apa om a me iculous and
de ailed desc ip ion o i s cu en ma ke
posi ion, should be a desc ip ion o he ex e nal
en i onmen in which i ope a es. In pa icula ,
i is ele an in he con ex o c ea ing a s a egy
o he u u e impac on he cus ome capi al
ac i i y a di e en s ages o i s li e cycle.
By de ining he componen s o in ellec ual
capi al acco ding o OECD s udies, we
conclude ha while inancial capi al shows he
his o y and esul s achie ed in he pas ,
p ocess and ma ke capi al a e componen s
based on cu en ope a ions, capi al eco e y
and de elopmen . These componen s de e mine
how he company is p epa ed o he u u e and
how he human capi al ep esen s skills,
p o essional knowledge and willingness o
lea n, and a he same ime how i allows
people o c ea e alue in all o he componen s
o he in ellec ual capi al. The e a e also easie
ways o di ide he in ellec ual capi al [19] and
ha is di ision in o human capi al (human alues
such as in ellec , expe ience, skills, c ea i i y,
p ocedu es, e c.), s uc u al capi al (business-
owned ools, such as sys ems, in angible
p ope y, p ocesses, da abases, alues, cul u e,
e c.) and ela ional capi al (ex e nal ela ion-
ships wi h cus ome s, supplie s, business
pa ne s, dis ibu ion ne wo ks, and egula ion
o ade).
2. Cus ome Capi al – in he Con ex
o Li e Cycle Phases
Ma ke , cus ome needs, and cus ome li e
cycle a e he ca ego ies ha a e in e depen-
den . Ma ke ing ep esen s he managemen
p ocess, whose dominan c i e ion is ma ke .
Ma ke ep esen s cus ome needs and indi i-
dual cus ome s ha e hei own needs. This
managemen p ocess is e y di icul , because
i is unde p essu e o globaliza ion and
in e na ionaliza ion [20]. En ep eneu s ha e
been asking hemsel es a ques ion: Who is ou
cus ome ? The in o ma ion hey need is who,
ou o he cus ome s, is he mos p o i able o
he en e p ise. The o ganiza ion mus know he
esou ces equi ed o mee cus ome
equi emen s and achie e i s expec a ions [14].
The pu pose o ma ke ing ac i i ies is o
gain knowledge and unde s anding o wha he
clien wan s and hen p o ide i while achie ing
p o i o he en e p ise [11].
Consume buying beha iou may be
de ined as “ he en i onmen and decision
p ocess a ec ing indi iduals and g oups when
e alua ing, acqui ing, using o disposing o
goods, se ices o ideas” [22].
The ela ionship de eloped wi h cus ome s
is o a g ea impo ance o an en e p ise in
e ms o achie ing he en e p ise’s main goals,
such as inc eased p oduc i i y, ma ke sha e,
and a ange o in luences.
Hallbe g, in his publica ion ‘All Consume s
A e No C ea ed Equal’ o mula ed he so-
called cus ome ’s li e cycle wi h a company,
which illus a es wha impac on he en e p ise’s
p o i he li e cycle phases ha e in he ela ion-
ship be ween a cus ome and an en e p ise.
Fo his pu pose, h ee g oups o cus ome s
we e dis inguished acco dingly, ela ed o he
pe iods o coope a ion – om he s a o he
end [6], [8]:
new cus ome s – who bene i om he
company’s o e o he i s ime,
 e u ning cus ome s – cus ome s who
decide o con inue shopping a e he i s
con ac wi h he company, and become
mul iple buye s,
los cus ome s – who s opped buying
p oduc s o he gi en company.
Howe e , his di ision does no ake in o
accoun he g oup o po en ial cus ome s,
he e o e he p oposal was made ha he esul
o conduc ing an e ec i e analysis and o
cus ome capi al cha ac e is ics, would be he
ollowing h ee main g oups o cus ome s in
ela ion o ime and li ecycle o cus ome : pas ,
p esen and u u e [7].
Pas cus ome s – he i s g oup o
cus ome s was o alue o an en e p ise in he
pas . The cus ome s exe ed an in luence on
he en e p ises’ ac i i y by p o iding knowledge
abou hei needs and hei expec a ions. The
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651, XVII, 2014
ac ha cus ome s s a desis ing om he
demand ac i i y migh mean ha hei
expec a ions a e no me which can esul in
losing cus ome s. An impo an eason o ha
may be a lack o loyal y and us in he b and,
which indica es ha a cus ome goes by he
a gumen o low p ices, e y o en a andom. I
is he e o e wo h knowing which ac o s
p omp ed he cus ome o lea e, which could
help in d awing conclusions o he u u e and in
de eloping an e ec i e cus ome o ien a ion.
Passi i y o a cus ome migh also a es o he
shi o goods o e ed by an en e p ise owa ds
he sphe e o unno iceable goods.
Cu en cus ome s cons i u e he second
g oup. I is a g oup which ep esen s an ac i e,
in demand, cu en cus ome da abase, de e mi-
ning he p esen ac i i y o an o ganiza ion.
Cu en cus ome s, despi e hei s abili y, s ill
expec he company’s in e es in hei needs.
No ma e wha he company’s p o ile and he
indus y a e, cus ome s equi e good se ice
and di ec con ac .
In he case o as mo ing goods, which a e
pu chased ‘o - he-shel ’ and desi ed by
acus ome in a a ie y o dis ibu ion channels,
he main enance o ela ionships wi h cus ome s
depends on he o e ed p oduc (mix ma ke ing
elemen s – p oduc and i s packaging, ob ained
quali y and usabili y, p ice and pu chasing
con enience), bu abo e all by he image
c ea ed. Cus ome s make speci ic pu chasing
choices by accep ing an o e and by iden i ying
wi h he en e p ise’s image. The main me hods
o exe ing an in luence and communica ing
wi h cu en cus ome s a e ac i e p omo ion
ools and ex ensi e ma ke esea ch, designed
o ga he in o ma ion om he ma ke o help in
adjus ing he o e o cus ome s’ needs.
Fu u e cus ome s a e he ma ke pa icipan s
he companies a e in e es ed in because
anyone who is no he company’s cus ome is
he cus ome o he compe i o s. The p ocess
o ob aining cus ome s is p edominan ly ca ied
ou by he same means o media (p omo ion)
as i is used in ac i i ies associa ed wi h
main aining he exis ing cus ome s. Howe e , i
does no only apply o ad e ising in he media,
and he p ocess o cus ome us building
should begin long be o e he s a o an ac i e
cus ome li e cycle.
Changes in he business en i onmen
equi e a mo e lexible o ganiza ion which is
able o espond p omp ly o he ma ke
si ua ion. People a e playing he key ole in he
con inuous adap a ion o business. T adi ional
s a egic planning p ocesses a e oo slow and
he e o e he compe ence and esponsibili y o
decision a e ansmi ed o people who mus be
able o p oac i ely de ec po en ial oppo uni ies
in new si ua ions.
Human esou ces a e conside ed as he
key sou ce o business. On he o he hand, he
li e a u e indica es ha human esou ces a e
u ilized in business only up o o y pe cen .
This pa adox is caused by insu icien use o
manpowe , skills and abili ies o wo ke s, hei
imp ope in eg a ion in o he wo k o ce, insu -
icien use o hei knowledge in managemen
o he o ganiza ion (lack o eedback), and
o he ac o s. Wi hin se ice businesses, whe e
he wo ke is in di ec con ac wi h he
cus ome , his lack o accep ance is conside ed
as a s a egic mis ake. Fo businesses i is e y
impo an o build us and cus ome loyal y. By
applying he p inciples o a lea ning
o ganiza ion, businesses a e di ec ed owa ds
con inuous lea ning, acquisi ion and sha ing o
new knowledge ha can be used o building
con idence in indi idual s ages o he cus ome
li e cycle.
3. Lea ning O ganiza ion in SMEs in
Slo akia and Building
Cus ome ’s Con idence
Knowledge Managemen p o ides o ganiza-
ions wi h a lo o changes [5]. Acco ding o
Ala i and Leidne [2] he mos signi ican
changes include changes in communica ion
(accele a ion, imp o ing o communica ion, and
ensu ing employee pa icipa ion in communi-
ca ion), labo e iciency ( educing he ime o
c ea ing he inno a ion, and inc eased p oduc i-
i y), inance (inc ease in u no e and cos
educ ion), ma ke ing (expansion and imp o emen
o cus ome se ice, s ong cus ome o ien a ion,
and in oduc ion o a a ge ed ma ke ing).
Knowledge managemen is he esponse o
he eme gence o new ways o c ea ing weal h
based on in o ma ion and knowledge. I s
implemen a ion ensu es ha he o ganiza ions
main ain hei posi ion in he cu en u bulen
en i onmen . One o he ways o ensu e
managemen and sha ing o knowledge in he
o ganiza ion is o c ea e a lea ning o ganiza ion
[13].
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66 2014, XVII, 1
The abili y o indi iduals o use he acqui ed
knowledge in hei daily wo k enables lexible
and quick esponse o eme ging si ua ions as
well as dealing wi h hem igh , wi h ega d o
he e iciency o he company. Wha eally
ma e s is good communica ion, which means
being pe cep i e o he messages ha o he
people (e.g. cus ome s) a e con eying h ough
hei e bal and non- e bal communica ion
cues. This is especially isible in he ield o
business, whe e he di e ences in alues and
assump ions a e p ojec ed in he ways people
eac in many common si ua ions [4].
To c ea e he concep o a lea ning o gani-
za ion, i is necessa y ha manage s lea n om
expe ience. P e e ed ways o lea ning mus be
ecognized and suppo o some ea u es –
such as openness, c ea i i y, sys ems hinking,
help ulness, e c., is ine i able. Lea ning o gani-
za ion mus ha e a sys em, and a he same
ime p ocedu es and p ocesses ha a e
cons an ly de eloping he capabili ies o
indi iduals o achie e objec i es. Based on
compa ison and syn hesis o esea ch
conduc ed in Slo akia [11], [15] and in Bohemia
[17], [23], [24], knowledge managemen is no
an ac i e pa o he managemen o
o ganiza ions. Also businesses which applied
elemen s o knowledge managemen ha e
done i unsys ema ically and o en subliminally.
Knowledge managemen is conside ed only
o educa ion o he use o in o ma ion
echnologies when wo king wi h in o ma ion.
Ba ie s o c ea ion and ans e o knowledge
a e especially a aid o he knowledge abuse,
ea o incomp ehension o knowledge,
igno ance ha he gi en knowledge also needs
someone else, and lack o mu ual con idence.
Simila indings we e ob ained om he pilo
su ey, which was conduc ed as a p elimina y
ac i i y o he p ojec VEGA a Facul y o
Economics, Ma ej Bel Uni e si y. The su ey
was conduc ed by ques ionnai e on a sample o
263 esponden s. The s udied sample o o ga-
niza ion we ha e compiled a andom sampling
me hod, and i consis ed mainly o small and
medium-sized en e p ises (85%), non-p o i
o ganiza ions (13%) and p o essionals (2%)
ope a ing in he e i o y o cen al Slo akia
(indus ial en e p ises 58% and o ganiza ions
in se ices sec o 29%). The objec o ou
esea ch was ques ions abou he na u e and
impo ance o lea ning o ganiza ion, as well as
he issue o he condi ions and ac o s
in luencing i s adop ion and use. The pa ial
objec i e was o unde s and how a lea ning
o ganiza ion is pe cei ed by manage s in
Slo ak business and impo ance o his
pe cep ion in building (c ea ing) cos ume
con idence o cu en and po en ial cus ome s.
P e ailing majo i y o esponden s (82%)
de ined he con en and na u e o knowledge
managemen co ec ly, and 78% con i med he
necessi y o i s use in hei o ganiza ion.
Among ac o s ha suppo success ul lea ning
o ganiza ion implemen a ion, 63% esponden s
de e mined he app op ia e co po a e cul u e,
31% chose con inuing educa ion and lea ning,
and 4% emphasized he condi ion o c ea ing
knowledge-manage ial unc ions (e.g. he Chie
Knowledge O ice ). These indings es ablish
app op ia e unde lying assump ions o de ine
he objec i es o he esea ch p ojec VEGA
1/0638/08 – Lea ning O ganiza ion. The
esea ch was conduc ed in 2010 a he Facul y
o Economics, Ma ej Bel Uni e si y in Banska
Bys ica. 700 online ques ionnai es we e dis ibu ed
among chosen small and medium businesses
in Slo akia, ou o which 580 e u ned.
Fo esea ch pu poses, we used 547
co ec ly comple ed ques ionnai es. The la ges
numbe was ep esen ed by o ganiza ions
ope a ing in he machine y indus y (17.55%),
hen se ices (14.99%) and inally ade
(14.44%). The ques ions we e answe ed by
means o ques ionnai e, by manage ’s a all
hie a chical le els. The lowes -le el manage s
we e ep esen ed by he g oup o 51% o
esponden s, he manage s a cen al le el
we e ep esen ed 34% and inally, 15% we e
he g oup o op manage s. The aim o he
esea ch was o de e mine o wha ex en he
p inciples o a lea ning o ganiza ion a e applied
in he selec ed SMEs. We examined he a eas
in which en e p ises a e s ong in applying he
p inciples o a lea ning o ganiza ion, and, ice
e sa, whe e hey ha e weaknesses. Respon-
den s answe ed by a ing scale om 1 o 5
while 1 s ood o ‘ne e ’ (o leas accu a ely)
and 5 o always (mos p ecise). Resea ch
esul s con i med ha Slo ak companies, e en
i no lea ning o ganiza ions, b oadly apply
p inciples speci ic o his concep . Wi hin his
pape we wan o poin ou he aspec o us
om he poin o iew o impo ance o building
he p inciples o a lea ning o ganiza ion, as well
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as i s di ec ela ion o building cus ome us .
We ha e based ou esea ch on a s a emen
ha he e is a di ec link in be ween how he
company is pe cei ed by he employees and by
cus ome s. When manage s lose us o hei
employees, he employees do no eel good
and consequen ly, his nega i e ene gy b ings
subliminal messages which he employees
(mainly when in di ec con ac wi h he cus ome )
sp ead u he owa ds he cus ome s.
Ou opinion is ha mos o ganiza ions
place he emphasis on he cus ome and hold
he mo o "ou cus ome is ou king." In his a ea
we achie e he highes alue o 4.18 poin s, ig. 1.
We should emphasize ha al hough he
consume is unde s ood as he mos impo an
ma ke pa icipan acco ding o he mo o, i will
no show in o e e yday business ac i i ies.
Muso á [19] a gues ha his mo o ca ies
signs o a p oclama ion. An impo an condi ion
o de eloping a lea ning o ganiza ion is he
ac ha employees ha e no p oblem in
passing hei expe ience be ween each o he
and espec ing each o he , which was e lec ed
in a numbe o analyzed o ganiza ions. Value o
3.99 poin , con inced us ha no only he
employees hemsel es c ea e a lea ning
o ganiza ion, bu in ou businesses i is also
leade ship ha encou ages company’s employees
o be asked o expand bo h i s knowledge and
skills. Managemen unde es ima es ewa ding
hei employees o hei g ow h and con inuous
imp o emen , which we managed o con i m
(3.25 poin s). We ound ou ha he s a in he
analyzed o ganiza ions does no ha e di icul y
ob aining ele an in o ma ion and pa icipa ing
in he lea ning p ocess. The weak poin is he
sys em o e alua ion and measu emen o
lea ning ou comes in ela ion o esou ces
spen (3.06 poin s). One o he ac o s when
building an o ganiza ional cul u e o a company,
is con idence in employees’ skills, which g ea ly
in luences sha ing o he o ganiza ion’s
knowledge [16]. The answe o he ques ions
conce ning us in employees’ skills was
e alua ed e y posi i ely. Manage s lead hei
employes o independence and us hem in
new challenges which hey ace (3.71).
Fig. 1: Resea ch esul s
Sou ce: own esea ch
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Ekonomika a managemen
68 2014, XVII, 1
Wi hin his esea ch we sea ched o
aspeci ic way o knowledge exchange, while
he ollowing ca ego ies we e de emined as he
op ions: knowledge exchange on basis o
o de s o managemen , p inciples o us ,
wo king ela ions, and knowledge exchange on
basis o pe sonal and iendly ela ionships wi h
one’s colleagues. As i can be seen in Fig. 2,
only in 9% o he analyzed companies he e
exis s knowledge exchange wi h colleagues, as
based on pe sonal and iendly ela ionships.
The ac ha knowledge o he company is
exchanged and sp ead (dissemina ed) on basis
o he wo king ela ionships (hie a chy), was
con i med by 41% o ou esponden s. F om
he poin o iew o e alua ing he co po a e
cul u e i was e y in e es ing o us o see he
pe cen age o companies in which knowledge
is exchanged on basis o al eady buil
con idence be ween he employees and he
managemen . This op ion was only chosen by
19% o esponden s. The opposi e o his is
knowledge exchange based on o de s om he
managemen .This si ua ion can be no ed
mainly in companies whe e he ac i i ies a e
pe o med wi h he use o an indi idual app oach,
wi h he absence o eam coope a ion and
c ea i i y, as well as h ough p e e ence o he
al eady es ablished wo king p ocedu es and
a ailable knowledge. In ou sample we ha e
no ed 31% o companies whe e exchange and
dissemina ion o knowledge is pa ly based on
o de s om he managemen .
Fig. 2: Way o knowledge exchange in SMEs
Sou ce: own esea ch
When inding ou he impo ance o
knowledge exchange be ween he employees
and building cus ome us we asked
esponden s a ques ion how much hey ag ee
wi h a gi en s a emen . As i can be seen om
Fig. 3, majo i y o esponden s (57%) do no
see a di ec connec ion be ween how he
company is pe cei ed by he employees and
how i is pe cei ed by he cus ome s. Only 17%
(93 espondnen s) ag eed wi h he gi en
s a emen .
On bases o he abo e s a ed we can say
ha he esponden s o he analyzed
companies do no conside ela ionship
be ween knowledge exchange and building
cus ome con idence impo an (Fig. 3).
The e o e, i is impo an o appeal o manage s
and poin ou he easons o building a lea ning
o ganiza ion in companies, because when
he e is an open co po a e cul u e and he
knowledge exchange is based on us , cus ome
needs a e de ec ed and and unde s ood in
EM_01_14_zlom 20.3.2014 8:44 S ánka 68
Business Adminis a ion and Managemen
691, XVII, 2014
each phase o he li e cycle. Cus ome capi al is
unde s ood as o ganiza ion’s knowledge abou
cus ome needs, hei p e e ences and quali a i e
alues. Cus ome capi al in impo an mainly
because i helps c ea e a ela ionship o he
o ganiza ion owa ds i s cus ome s and
de elopmen o his ela ionship. On basis o
mu ual us he cu en emloyees become
loyal, no pas cu ome s. Thei posi i e
expe ience is sha ed wi h o he s, which helps
he company o add ess po en ial cus ome s.
Fo o ganiza ion ha wan s o become
alea ning o ganiza ion, i is necessa y o ealize
ha his is a complex and leng hy p ocess ha
equi es a lo o e o ; and he objec i e is o
con inuously inc ease he sa is ac ion o
exis ing and u u e cus ome s [9], [12].
Conclusions
C ea ion, de elopmen , use and e alua ion
knowledge is c ucial o he o ganiza ion, o
ensu ing i s u he de elopmen , as well as in
e ms o gaining and main aining he compe i i e
ad an age. In he las yea s may be seen
inc easing impo ance o in ellec ual capi al and
i s en o cemen as he mos impo an o m o
capi al. O he o ms o capi al ( echnology, money,
land) a e dependen on he knowledge capi al.
Knowledge managemen deals wi h human
esou ce managemen and he e o e is likely o
be a long- e m and e ec i e business ool.
Mode n o ganiza ions need o de elop
awa eness o he need o a comp ehensi e
cus ome capi al managemen o o ganiza ions
in a ious s ages o he li e cycle. The le el o
con idence ha has been de eloped wi h
cus ome s will de e mine he p edic ed
dynamics, he u u e e ec s o an o ganiza ion,
bo h economic and social. A well-managed
cus ome capi al suppo s he p ocess o achie ing
he objec i es (s a egic and ope a ional) o
ac i e o ganiza ions, sa is ac ion o cus ome s,
and i also suppo s he launch o new o
modi ied p oduc s due o knowledge o each
ma ke segmen . So as knowledge could low
h ough he o ganiza ion wi hou any p oblems,
employees mus us each o he and know ha
hey will also be p o ided knowledge by hei
colleagues. This way o knowledge exchange is
conside ed mos impo an when e alua ing he
co po a e cul u e which is one o he main
p e equisi es o building a lea ning o ganiza ion.
Only in such case hey will be willing o sha e
he knowledge. I is he employees in lea ning
o ganiza ions who c ea e he highes alue o
he ex e nal cus ome s. I is essen ial ha
managemen ewa d and e alua e employees
Fig. 3: Impo ance o knowledge exchange and building cus ome us
Sou ce: own esea ch
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Ekonomika a managemen
70 2014, XVII, 1
who sha e hei knowledge wi h o he s. A he
same ime i is necessa y o he managemen
o suppo he employees in asking ques ions and
hus p o ide be e access o in o ma ion which
is ele an , o pe manen ly inc ease sa is ac ion
and us o he exis ing and u u e cus ome s.
In ensi e ma ke ing ac i i ies ocuses on
achie ing a compe i i e ad an age by ea ned
con idence in he b and and he p oduc
manu ac u e , which will b ing he expec ed
esul s o he o ganiza ion. Cus ome capi al
ac i i y will hus be e lec ed in he ma ke
posi ion o he o ganiza ion.
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