- 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
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