Customer Knowledge Management (CKM) has evolved from Collaborative Knowledge Management Practices (CKMP). The last two decades of twentieth century were marked by efficiency in management that created a global awareness regarding efficient use of resources and cost minimization. This awareness was influenced by Japanese concepts like Kan Ban and Kaizen; later on, these ideas were appreciated and adopted by their American counterparts both in academia as well as in industries. Presumably, CKM movement will heavily influence the business world as the focus shifts to utmost use of intangible assets instead of the optimal use of tangible resources (which used to be the motto of the business world in the last century). CKM is often regarded as “an integrated knowledge management practice” and operates by incorporating principles of Knowledge Management (KM) and Customer Relationship Management (CRM), but it moves far beyond to ensure a higher level of mutual (customer-producer) value creation.