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
The sales force
The bid team
The marketing team
The interface between product development, manufacturing, marketing and sales
Summary
Chapter 3: 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
Chapter 4: Communities in sales and marketing
Communities of practice
Communities of purpose
Communities of interest
Chapter 5: Technology
The telephone
Community software
Collaboration software
Knowledge libraries
Customer databases and product databases
Chapter 6: 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
Chapter 7: 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
Chapter 8: Case study from British Telecom: supporting a distributed sales force
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
Chapter 9: Case study from Mars, Inc.: knowledge management in sales and marketing
Introduction
Toolkit
Global Practice Groups
Communities of practice
Knowledge exchange
Formal knowledge-capture
Go with the flow
Technology - the great enabler
Summary
Chapter 10: Case study from Ordnance Survey: social networking and the transfer of knowledge within supply chain management
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
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
