# On a Certain Research Gap in Big Data Mining for Customer Insights
## Theoretical Lens
### Customer Insights--The Prelude
#### 2.1.2 Customer Relationship Management  
The concept directly related to customer insight (and occurring in parallel) is customer relationship management (CRM) [31]. Having its foundations already in the 1980s (and developed in 1990's to its nearing to current form and purpose), its assumption was initially only to collect data on customers (contractors) and cooperating companies [32]. CRM in its current form focuses on one-to-one relationships with customers as potential carriers of added value for the company [33]. It is also seen as a strategic approach that's used in developed and emerging markets that helps companies to locate, maintain, and retain valuable customers through managing partnerships with them [34]. The concept of CRM is, however, under a constant discussion [35; 36].  
Studies show that CRM brings added value to an organization by increasing business performance and innovation capability--if the company does not bring sufficient attention to developing CRM and internal data-driven systems, its competitive advantage becomes weaker [37]. However, the direct relationship between CRM and customer insights should be strongly spotlighted. [PERSON] et al. [38] concluded that organizations must establish a shared view of what customer insight is and how it is applied within the enterprise, including the relationship with market segmentation and CRM. Taking such approach entails changes to marketers' skills due to the primate of analytical abilities to generate individualized customer insight from exticated segments. Afterwards, such insights are capable to be transfigured into valuable conversations with individual customers (as [39] state: \"markets are conversations\"). It can be therefore described as a proactive managerial tactic, not a reactive one [40; 41].  
At the turn of 2007 and 2008, it was noticed that CRM in the then form became insufficient, and thus, it was developed into a form called CRM 2.0 or social CRM. The main reason for the need to develop this sphere was the analysis of the needs and behavior of the so-called Generation Y, which shows that its representatives are distinguished by the constant use of modern technologies, including the Internet and social networks [40]. The trend of communing with modern technology is continued by the younger generations--the Generation Y is only \"familiar\" with technology, while the younger Generation Z is referred to as \"the most tech-savvy generation, born in a digital world\" [42]. In view of the crescent use of Internet technologies among adolescents, measuring their needs and insights will be more effective due to the larger potential research sample, increasing the representativeness of the generation. Going further, it can be assumed that the potential added value for the organization will increase.  
The transformation of CRM into CRM 2.0 was due to the \"customer\" of the twentieth century becoming the \"social customer\" of the twenty-first century, who is characterized by the fact that they can share the content generated by users with virtually \"one button\" [40]. CRM 2.0 is an approach that recognizes that a new type of customer insights can be gleaned from a new type of customer. Although CRM 2.0 is based on two-way relationships with clients and focuses on building and developing all iterations of relationships (using social media tools), it is considered \"strategically maturing but technologically immature\" [40]. Despite the development of online tools, it can be seen in scientific works that the concepts of social media (analysis) and customer relationship management are inseparable and go hand in hand [43; 44; 45].