某咨询《销售知识管理》.pptVIP

McKinseyFebruary 2002PharmaCo Case Study: Achieving Sales Growth through Knowledge Management第一页，共十一页。 BackgroundThis level of growth combined with increasing complexity is a challenge unlikely to be achieved by conventional means.Sales GrowthStaff GrowthCustomersPatientsCo-MarketingInfluencesValues PerformanceSite MoveConventionalOrganisationNew DisciplinesKnowledgeManagementThe NeedExpected Sales Growth of PharmaCoChanging Business EnvironmentObjective: Triple Sales from 1997 to 2001第二页，共十一页。 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 Management第三页，共十一页。 To address these issues and build a Knowledge Management Organisation, we followed a clear processSteps to build a KM-OrganisationPractical ExamplesDevelop a Knowledge Management VisionDefine objectives, measures and benefitsIdentify key capabilitiesBuild Knowledge OrganisationCreate supporting Systems (IT, people)Be most innovative pharmaceutical companyIncrease number of patents by 100% InnovationTechnologySet up COC sponsored by RD board memberLink e-mail other systems to provide quick access12345Process to build a Knowledge Management Organisation第四页，共十一页。 We ran three separate workshops to develop a common view of the way forwardDescribing the characteristics of a knowledge enabled organisation.Defining the look and feel of what will be different from today.Defining the capabilities to develop corporate knowledge.Identifying the KPI’s for effecti