Organisations are becoming increasingly more reliant on leveraging their information and knowledge to gain competitive advantage. The creation, storage and dissemination of information and knowledge about customers, and products and services, is particularly important. Effective knowledge management also involves organisational changes including shifts in power, values and processes. In this paper we present a case study of an organisation moving from having a traditional product orientation to a customer orientation. We focus strongly on the business value created from the use of customer and product and service information. The case study highlights the importance of the quality of the customer information infrastructure, the need to view customer information as a critical asset, and the need to focus strongly the training of front-of-house staff and the quality of front-of-house activities.