Knowledge Management for Sales and Marketing

<p>List of figures and table</p> <p>Foreword</p> <p>Preface</p> <p>Acknowledgements</p> <p>About the authors</p> <p>Chapter 1: Principles of knowledge management</p> <p>Introduction</p> <p>What is knowledge?</p> <p>Tacit and explicit knowledge</p> <p>What is knowledge management?</p> <p>Knowledge management models</p> <p>People, process, technology and governance</p> <p>The ‘learning before, during and after’ model</p> <p>The business need for knowledge management</p> <p>The learning curve</p> <p>Benchmarking</p> <p>Which knowledge?</p> <p>Approaches to knowledge management</p> <p>Cultural issues</p> <p>Chapter 2: The sales and marketing context</p> <p>The sales force</p> <p>The bid team</p> <p>The marketing team</p> <p>The interface between product development, manufacturing, marketing and sales</p> <p>Summary</p> <p>Chapter 3: Knowledge management processes in sales, bidding and marketing</p> <p>Peer assist</p> <p>Knowledge exchange</p> <p>Knowledge market</p> <p>Retrospect</p> <p>Mini-knowledge exchange and peer assist at team meetings</p> <p>After action review (AAR)</p> <p>Training, coaching and mentoring</p> <p>Interviews</p> <p>Knowledge asset</p> <p>Best practice</p> <p>Storytelling and case histories</p> <p>Chapter 4: Communities in sales and marketing</p> <p>Communities of practice</p> <p>Communities of purpose</p> <p>Communities of interest</p> <p>Chapter 5: Technology</p> <p>The telephone</p> <p>Community software</p> <p>Collaboration software</p> <p>Knowledge libraries</p> <p>Customer databases and product databases</p> <p>Chapter 6: Knowledge management roles</p> <p>Knowledge manager</p> <p>Knowledge management champion</p> <p>Knowledge librarian</p> <p>Community facilitator or leader</p> <p>Subject matter experts (SMEs) and knowledge owners</p> <p>The central knowledge management team</p> <p>Senior sponsor</p> <p>Chapter 7: Culture and governance</p> <p>Knowledge management, target-setting and incentives</p> <p>The role of the manager in setting the culture</p> <p>Dealing with inter-team competition</p> <p>Dealing with ‘not invented here’</p> <p>Knowledge management expectations</p> <p>Reinforcement</p> <p>Chapter 8: Case study from British Telecom: supporting a distributed sales force</p> <p>Introduction</p> <p>Understanding the users’ requirements</p> <p>Web 2.0 for knowledge-sharing</p> <p>Knowledge-sharing with the Semantic MediaWiki</p> <p>Delivering information in context</p> <p>Understanding and improving processes</p> <p>The users’ response</p> <p>Next steps</p> <p>Acknowledgement</p> <p>Chapter 9: Case study from Mars, Inc.: knowledge management in sales and marketing</p> <p>Introduction</p> <p>Toolkit</p> <p>Global Practice Groups</p> <p>Communities of practice</p> <p>Knowledge exchange</p> <p>Formal knowledge-capture</p> <p>Go with the flow</p> <p>Technology – the great enabler</p> <p>Summary</p> <p>Chapter 10: Case study from Ordnance Survey: social networking and the transfer of knowledge within supply chain management</p> <p>Introduction</p> <p>What was the problem?</p> <p>Silos</p> <p>Assumptions</p> <p>Methodology</p> <p>Demand audit</p> <p>Findings – 2004 audit</p> <p>Findings – 2006 audit</p> <p>Findings – 2007 audit</p> <p>Was the problem due to ignoring social architecture?</p> <p>Personal character traits</p> <p>Knowledge transfer</p> <p>Space</p> <p>Reward systems</p> <p>Power</p> <p>Conclusion</p> <p>Chapter 11: Setting up a knowledge management framework for sales, marketing and bidding</p> <p>Step 1: define the scope of your exercise</p> <p>Step 2: identify the key areas of knowledge that people need</p> <p>Step 3: for each knowledge area, define the source and user of the knowledge</p> <p>Step 4: define whether this knowledge can be transferred as tacit, explicit or both</p> <p>Step 5: if knowledge transfer is tacit, define the communication mechanism</p> <p>Step 6: if knowledge transfer is explicit, define the capture mechanism</p> <p>Step 7: define the organisation method</p> <p>Step 8: define the distribution and internalisation mechanism</p> <p>Step 9: define how you will measure knowledge management activity</p> <p>Step 10: define how you will manage the performance of knowledge management</p> <p>Appendix – customer buying process</p> <p>Index</p>