Cover -- Knowledge Management for Sales and Marketing: A practitioner's guide -- Copyright -- Contents -- List of figures and table -- Foreword -- Preface -- Acknowledgements -- About the authors -- 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 -- Notes -- 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 -- Note -- 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 -- Notes -- 4 Communities in sales and marketing -- Communities of practice -- Communities of purpose -- Communities of interest -- Notes -- 5 Technology -- The telephone -- Community software -- Collaboration software -- Knowledge libraries -- Customer databases and product databases -- Notes -- 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 -- 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 -- Note -- 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 -- Notes -- References -- 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 -- Notes -- 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 -- Note -- References -- 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.