Book description
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.
- 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
Table of contents
- Cover image
- Title page
- Table of Contents
- Copyright
- List of figures and table
- Foreword
- Preface
- Acknowledgements
- About the authors
-
Chapter 1: 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
- Chapter 2: The sales and marketing context
- Chapter 3: Knowledge management processes in sales, bidding and marketing
- Chapter 4: Communities in sales and marketing
- Chapter 5: Technology
- Chapter 6: Knowledge management roles
- Chapter 7: Culture and governance
- Chapter 8: Case study from British Telecom: supporting a distributed sales force
- Chapter 9: Case study from Mars, Inc.: knowledge management in sales and marketing
- Chapter 10: Case study from Ordnance Survey: social networking and the transfer of knowledge within supply chain management
-
Chapter 11: 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 of knowledge management
- Appendix – customer buying process
- Index
Product information
- Title: Knowledge Management for Sales and Marketing
- Author(s):
- Release date: May 2011
- Publisher(s): Chandos Publishing
- ISBN: 9781780632643
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