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Knowledge Management for Sales and Marketing: A practitioner’s guide

Tom Young and Nick Milton, Knoco Ltd, UK

Offers a straightforward and easy-to-grasp overview of a complex subject.
Managing Information

 - develops a generic model for managing knowledge in sales and marketing environments
 - provides a handbook for line managers wishing to introduce knowledge management into their sales and marketing activities
 - written by a highly knowledgeable and well-respected practitioner in the field who is mentored by an recognised sales and marketing industry expert
 - draws on the author’s wide-ranging practical experience of implementing KM in various industries around the globe
 - provides practical and realistic solutions to real-world problems via case studies from leading companies such as BT, SAAB Automobiles, SABMiller, Alfa Laval, AoN and Mars
 - compliments the existing two Knoco Ltd books

While this book is primarily aimed at those who are involved in Knowledge Management (KM) or have recently been appointed to deliver KM in sales and marketing environments, it is also highly relevant to those engaged in the management or delivery of sales and marketing activities. This book presents models to assist the reader to understand how knowledge can be applied and reused within the sales and marketing processes, leading to an enhanced win rate.

Topics covered provide managers and practitioners with the necessary principles, approaches and tools to be able to design their approach from scratch or to be able to compare their existing practices against world class examples. Several models and methodologies are explained which can be applied or replicated in a wide variety of industries. The book also features numerous case studies which illustrate the journey that various companies are taking as they implement KM within sales and marketing.

Readership: Executives contemplating introducing KM into a sales and marketing environment, managers who are tasked with managing a KM programme in those industries, practitioners who are tasked with delivering KM in those industries, and academics who seek to understand current KM practice in those industries. It is also of interest to individuals who are seeking to progress their personal development by understanding business re-engineering and process improvement. The book is also relevant for companies who wish to improve their sales and marketing performance.

£47.50 / US$80.00 / €55.00

An e-book version of this title is available to purchase as part of a Collection or Pick n Mix. Visit Chandos Publishing Online

About the authors

Tom Young is Chairman of Knoco Ltd. Prior to that Tom was founding member and Principal Coach of BP’s Knowledge Management Team and Virtual Teamworking project. His understanding of cultures and industries and how to successfully interact with them, allows him to be equally at home in the Asia Pacific as in Wall Street. He is a recognised coach and mentor as well as conference presenter.

Dr. Nick Milton is a director and co-founder of Knoco Ltd - a Knowledge Management consultancy comprised of seasoned knowledge management practitioners, mentors, and coaches. Knoco Ltd has been delivering successful and sustained Knowledge Management implementation to clients since 1999.

Titles which may also be of interest:
Managing Intellectual Capital in Libraries
Knowledge Audits and Knowledge Mapping
Managing Your Library and its Quality

Contents

Principles of knowledge management
 - Introduction
 - What is knowledge?
 - Tacit and explicit knowledge
 - What is knowledge management?
 - Knowledge management models
 - People, process, technology and governance
 - The ‘learning before, during and after’ model
 - The business need for knowledge management
 - The learning curve
 - Benchmarking
 - Which knowledge?
 - Approaches to knowledge management
 - Cultural issues
 - Notes

The sales and marketing context
 - The sales force
 - The bid team
 - The marketing team
 - The interface between product development, manufacturing, marketing and sales
 - Summary
 - Note

Knowledge management processes in sales, bidding and marketing
 - Peer assist
 - Knowledge exchange
 - Knowledge market
 - Retrospect
 - Mini-knowledge exchange and peer assist at team meetings
 - After action review (AAR)
 - Training, coaching and mentoring
 - Interviews
 - Knowledge asset
 - Best practice
 - Storytelling and case histories
 - Notes

Communities in sales and marketing
 - Communities of practice
 - Communities of purpose
 - Communities of interest
 - Notes

Technology
 - The telephone
 - Community software
 - Collaboration software
 - Knowledge libraries
 - Customer databases and product databases
 - Notes

Knowledge management roles
 - Knowledge manager
 - Knowledge management champion
 - Knowledge librarian
 - Community facilitator or leader
 - Subject matter experts (SMEs) and knowledge owners
 - The central knowledge management team
 - Senior sponsor

Culture and governance
 - Knowledge management, target-setting and incentives
 - The role of the manager in setting the culture
 - Dealing with inter-team competition
 - Dealing with ‘not invented here’
 - Knowledge management expectations
 - Reinforcement
 - Note

Case study from British Telecom: supporting a distributed sales force
John Davies, Ian Thurlow and Paul Warren
 - Introduction
 - Understanding the users’ requirements
 - Web 2.0 for knowledge-sharing
 - Knowledge-sharing with the Semantic MediaWiki
 - Delivering information in context
 - Understanding and improving processes
 - The users’ response
 - Next steps
 - Acknowledgement
 - Notes
 - References

Case study from Mars, Inc.: knowledge management in sales and marketing
Linda Davies
 - Introduction
 - Toolkit
 - Global Practice Groups
 - Communities of practice
 - Knowledge exchange
 - Formal knowledge-capture
 - Go with the flow
 - Technology – the great enabler
 - Summary
 - Notes

Case study from Ordnance Survey: social networking and the transfer of knowledge within supply chain management
Graeme Smith
 - Introduction
 - What was the problem?
 - Silos
 - Assumptions
 - Methodology
 - Demand audit
 - Findings – 2004 audit
 - Findings – 2006 audit
 - Findings – 2007 audit
 - Was the problem due to ignoring social architecture?
 - Personal character traits
 - Knowledge transfer
 - Space
 - Reward systems
 - Power
 - Conclusion
 - Note
 - References

Setting up a knowledge management framework for sales, marketing and bidding
 - Step 1: define the scope of your exercise
 - Step 2: identify the key areas of knowledge that people need
 - Step 3: for each knowledge area, define the source and user of the knowledge
 - Step 4: define whether this knowledge can be transferred as tacit, explicit or both
 - Step 5: if knowledge transfer is tacit, define the communication mechanism
 - Step 6: if knowledge transfer is explicit, define the capture mechanism
 - Step 7: define the organisation method
 - Step 8: define the distribution and internalisation mechanism
 - Step 9: define how you will measure knowledge
 - management activity
 - Step 10: define how you will manage the performance knowledge management