麦肯锡《销售知识管理》.ppt

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1、McKinseyFebruary 2002,PharmaCo Case Study:Achieving Sales Growth through Knowledge Management,Background,This level of growth combined with increasing complexity is a challenge unlikely to be achieved by conventional means.,Sales Growth,Staff Growth,Customers,Patients,Co-Marketing,Influences,Values&

2、Performance,Site Move,Conventional,Organisation,New Disciplines,KnowledgeManagementThe Need,Expected Sales Growth of PharmaCo,Changing Business Environment,Objective:Triple Sales from 1997 to 2001,A number of Business issues were to be adressed.,Knowledge in the organisation tends to be isolated in

3、Silos and therefore poorly exploitedThere are many examples of re-inventing the wheelPharmaCo 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

4、 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,To address these issues and build a Knowledge Management Organisation,we followed a cl

5、ear process,Steps to build a KM-Organisation,Practical Examples,Develop a Knowledge Management Vision,Define objectives,measures and benefits,Identify key capabilities,Build Knowledge Organisation,Create supporting Systems(IT,people),Be most innovative pharmaceutical company,Increase number of paten

6、ts by 100%,InnovationTechnology,Set up COC sponsored by R&D board member,Link e-mail&other systems to provide quick access,1,2,3,4,5,Process to build a Knowledge Management Organisation,We ran three separate workshops to develop a common view of the way forward,Describing the characteristics of a kn

7、owledge enabled organisation.Defining the look and feel of what will be different from today.,Defining the capabilities to develop corporate knowledge.Identifying the KPIs for effective Knowledge Management.,Knowledge Management Vision work shop,Knowledge Management Performance Modelling Work shop,K

8、nowledge Management Project Design Work shop,1 November,17 November,4 december,34 implementation options.Implications and CSFs of each option.Recommendation of most suitable option.,Knowledge Management should first be practiced in a pilot area,Launch Planning Deliverables,Mission critical learnings

9、 from previous launches.A launch planning campaign room.A core team of PharmaCo Knowledge Management practitionersKnowledge roles and required skill profiles for launch teamsWhos Who in product launch community.An effective content management process.Assessment of IT enablers.,Benefits,Launch closer

10、 to approval date.Reduce duplication of effort in launch process.Increased adoption rate through closer involvement of key StakeholdersImproving future launch management capability through establishing knowledge roles and capabilities in Marketing,Example of a Pilot Area,The pilot provides a prototy

11、pe for future launches and other business processes,Mission Control Campaign Room,Event Tracker,We are here,J,J,K,J,J,L,Influence Contact Maps,Stake Holders Analysis,fasdjfkjsd,sdfasfas,Countdown Clock,214 Days to Launch,Assumption Tracking,Scenario Planning,Ideal Launch Scenario,fasdjfkjsd,sdfasfas

12、,Go!,Go!,Go!,Go!,All Systems Go!,For example a launch planning campaign room:,The Knowledge Management leads to significant improvements,A fully implemented knowledge network will enable PharmaCo to meet its challenging growth targets.,Increased Sales,Improved skills of Sales and Marketing professio

13、nals.More rapid replication of what works.Better supported relationships with key customers.Higher success rate in new product launches.,Lower Costs,Quicker learning curve for new employees.Increased personnel productivity:Less time spent on unnecessary communication.Less work duplication,Improved M

14、arket Position,Foster more effective feedback from the market place.Improved utilisation of customer knowledge.More rapid communication and implementation of new products and directions.,HIGHER GROWTH RATE,Focus Areas,Opportunity Area,Year 1,Year 2,Year 3,0.57,7.96,11.75,Total,Product Launch Plannin

15、g,Shortened Launch Process by Using Lessons Learned,More Effective Communication in the Launch Process,Reduced Duplication ofEffort in Launch Process,Exploit Secondary Indications Earlier,0.25,0.24,0.08,0,0.36,0.60,0.16,0.05,0.42,0.94,0.08,0.12,The financial benefits are over 20m,Effect on Marketing

16、 margin for PharmaCo(ms),20.3m,Total Benefits:,Lessons learnt from this pilot suggested some critical success factors for the roll-out of the Knowledge Management programme,Incorporating and building on the insights developed during the pilot phase was key to the credibility of the roll-out phases,Knowledge does not exist in databases,but in the heads of the individuals!Put most emphasis on the culture change,i.e.a knowledge sharing culture Emphasize that Knowledge“flows”;Knowledge is not frozen.Measure,measure,measure.against Business objectives,