GENERAL MANAGEMENT je management model Many authors consider that CRM and knowledge mana- ‘goment are the approaches to which resources and effets are dedicated. So, the business based on these two elements will Provide 8 competitive advantage, and when they manage to Lnite them atthe procedural level, the beneft will be for both the. company and the client Figure 3. Customer Knowledge Management model by Gebert et al. (2003) ‘The figure above shows the basic elements included in this theory. The basic features of the model are 1) Emphasize the importance of marketing, sales and st vice as primary business functions: 2) Campaign management is the basic marketing process uring which the relationship marketing ideas are implemented; 3) Management of "VIP* customer's constitutes the foun- ation, identfeation and priartization of contacts with potential customers; 44) Supply management is the main sales process. Its purpote is fo create sustainable and personallzed offers that wil meot al requirements; 5) Contract management is the process of creating and maintaining contracis for the provision of products. or services 8) Complaints management, and customer dissatisfaction is considered, processed and transferred to business; 7) Service management is planning, implementation and torial of service delivery: 8) CRM requires activilies for the design of interfaces with customers, on the matters of interaction with them. ‘These activities are: inferactive management, channel management and opportunity management 8) CRM and knowledge management have the potential for signfieant collaboration an cooperation, as knowledge management can act a¢_a service feeder for CRM, resulting in mutual benef for both approaches, 2.4, A Framework for Customer Relationship The main question arising from this model is what com- panies need to know about their customers and how ths Information can be used for the development of integrated CRM activities. Given the above question, a model for CRM ‘proposed which consists of seven key eloments presented inthe following figure: Development of a database containing custo- activites: 2 Database analyse Based on this analysis, decisions has fo be made on the customers selected: 2. Tools for target customers; Li Ways to build customer relationship: 1D Terms of privacy: Measures to assess the success of the CRM program, Construct «Database Customer Tatra o FelstonsioWarktna a Privacy sues g Mites Figure 4. Medel proposed by Winer (2001) 2.5. Development Stratogios for Competitive Advantage During development of many theoretical models (Gebert et al, 2003), itis mentioned that companies began to pay more attention 'to CRM when they realized that this organization ‘manner could give them the opportunity o create a compelive acvantage and postively affect their performance and profi= tabilty. It would be of interest, to present strategies for creating ompetve advantage, and in particular the factors that refer to the knowledge which constitutes the basic model ‘The concept of competitive advantage is one of the most common in the business strategy literature and many re- Searchers got involved (Porte, 1998). Competitive advantage ls the result of strategies adopted by @ company that aims to add value to tts customers, More specifically, a company has a compeitive advantage when the proft rate is higher than the average percentage of businesses in the sector where the QUALITY Access to Success Vol. 22, No. 183/August 2021