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【正文】 knowledge based on a thorough investigation of various models presented in KM literature (Alryalat et al., 2021a) depending on the taxonomy of the KM process as shown in Table 1. . Customer relationship management process CRM has emerged as one of the most demanding issues in business because of the 15 value expected from carrying out the CRM in anisations. Moreover, CRM is being an important business process and is turning out to be animportant assessment tool for all anisations. The authors have proposed and developed a conceptual and coherent Model of CRM. Starting with the Process about Customer to acquire new customers, Process for Customer to retain existing customers, and Process from Customer to expand the relationship with customers (Alryalat et al., 2021b) relying on taxonomy of CRM process maintained in Table 2. . Relationship between knowledge management and customer relationship management processes KM is important for CRM because it can help the anisations make better services, enhance quality of product。 reduce cost and respond to their customers more promptly. However, the most prominent challenge of managing knowledge in the anisations is capturing and integrating knowledge to share among all anizational members. Therefore, KM is one of the critical factors for the success of CRM strategy with the aim of increasing service quality, decreasing service costs, and o?ering new products and services customers. Few panies are transferring the information to customer knowledge (Shanks and Tay, 2021). Additionally, Salomann et al. (2021) distinguish between three kinds of knowledge ?ows that play a vital role in the interaction between an anisation and its customers: knowledge for, from and about customers. Knowledge for customers to support customers in their buying cycle。 a continuous knowledge ?ow directed from the pany to its customers. Knowledge from customers has to be incorporated by the pany for products and services innovation and development. Knowledge about customers is collected in CRM service, supported processes and analysed in CRM analysis processes. As will, Ocker and Mudambi (2021) point out that the Organisations require exploring and improving CRM and KM methods to get added knowledge value for themselves and their customers. Realising this value in a customer centric context 16 needs the integration of customer data and knowledge during an anisation. Additionally, Geib et al. (2021) give a description of CRM as Customer Satisfaction management aims at high customer satisfaction by offering customers a high quality of service and proximity. These objectives are often maintained by KM systems in order to get better service quality and accelerate processes and problem solutions. Based on the above discussion, the KM process has bee pivotal for building an excient and effective relationship with customers. The role of KM in CRM is important for achieving customer satisfaction. After conducting a careful examination of all available studies from all available sources, it is remended that the CRM process, together with the KM process, still deserves further study. As a result, anisations need to integrate their KM and CRM processes because they realise that KM plays a main role in CRM success. Proposed Customer Knowledge Relationship Management Process: A Conceptual Model This section proposes a conceptual model of CKRM that describes the integration of KM and CRM process to improve customer satisfaction (Alryalat et al., 2021). Model 1 explains the links of the various forms of customer knowledge (knowledge about customer, knowledge for customer, and knowledge from customer) and KM process (Knowledge Process about Customer, Knowledge Process for Customer, and Knowledge Process from Customer), based on the KM process proposed by Alryalat et al. (2021a) and the CRM process proposed by Alryalat et al. (2021b). There are 12 phases in a CKRM model. The ?rst phase determines anisation mission to determine how an anisation deals with customers at the present time. The objective of this phase is to shed light on the strengths and weaknesses in dealing with customers. The mission delineates the current association between the pany and its customers. It portrays the existing services offered by the pany to their customers. The goal is to scrutinise the relationship to determine whether it is up to the anisation objective or not. The second phase is Knowledge Process about customers. This phase is important 17 to the efforts of getting customer acquisition and it plays a signi?cant role in acquiring customers. The main objective of this phase is to understand how to capture the needed knowledge. The Knowledge Process about customers requires a sequence of stages. The ?rst stage is Need for Customer Knowledge. It drives many people and anisations to seek knowledge anywhere and anytime. The drive for knowledge is power. Knowledge saves time and money to perform work faster. In addition, Sunassee and Sewry (2021) describe knowledge needs to be created for the anisation based on a selection of the internal and external knowledge required by the anisation. Also, Knowledge Identi?cation focuses on understanding the character of the needed knowledge, picking out existing relevant knowledge, and allocating the knowledge assets which need to be learned and created (Stollberg et al., 2021). Additionally, Knowledge selection helps in identifying knowledge needs by understanding and selecting useful knowledge from the existing repository. This process makes knowledge easy to search and ?nd (Sun and Gang, 2021). Knowledge identifying includes identifying and determining the need for knowledge. Before knowledge can be created or shared, the need for knowledge has to be identi?ed (Sun andGang, 2021).