麦肯锡《销售知识管理》.pptxVIP

PharmaCo Case Study: Achieving Sales Growth through Knowledge ManagementMcKinseyFebruary 2002BackgroundExpected Sales Growth of PharmaCoChanging Business EnvironmentSales GrowthConventionalNew DisciplinesObjective: Triple Sales from 1997 to 2001CustomersKnowledgeManagementThe NeedInfluencesOrganisationStaff GrowthPatientsValues PerformanceSite MoveCo-MarketingThis level of growth combined with increasing complexity is a challenge unlikely to be achieved by conventional means.A number of Business issues were to be adressed...Knowledge in the organisation tends to be isolated in Silo’s and therefore poorly exploitedThere are many examples of ‘re-inventing the wheel’PharmaCo is presently meeting market demand through increased sales personnel at the expense of improving their effectivenessMechanisms to formalise knowledge are not commonly in placeMost initiatives appear to stop at the concept phase and do not get implemented into the organisationKnowledge sharing is not yet embedded as part of the companys cultureUnclear understanding of how to effectively implement Knowledge ManagementTo address these issues and build a Knowledge Management Organisation, we followed a clear processProcess to build a Knowledge Management OrganisationSteps to build a KM-OrganisationPractical ExamplesDevelop a Knowledge Management VisionBe most innovative pharmaceutical company1Define objectives, measures and benefitsIncrease number of patents by 100% 2Identify key capabilitiesInnovationTechnology3Build Knowledge OrganisationSet up COC sponsored by RD board member4Create supporting Systems (IT, people)Link e-mail other systems to provide quick access5We ran three separate workshops to develop a common view of the way forward1 November17 November4 decemberKnowledge Management Vision work shopKnowledge Management Performance Modelling Work shopKnowledge Management Project Design Work shopDescribing the characteristics of a knowledge enabled organisation.Defining the look and feel of wha