Subject Knowledge Management: Assignment NO.2
Subject Knowledge Management: Assignment NO.2
Knowledge Management
Assignment NO.2
Submited TO:
Sir Ahmad Bilal Khilji
Submitted By:
Shoaib Akhtar
MBD-11-35
MBA 7th (Mor)
In sales and marketing, there is substantially more progress toward KM. Collaborative
processes for knowledge dissemination are rapidly emerging in sales support, and elearning is becoming a requisite part of sales team support. In marketing, sophisticated
business intelligence and other knowledge-intensive processes are fundamental
requirements in campaign creation and support.
Over time, CRM should integrate sophisticated KM across all of the CRM domains
marketing, sales and service. These knowledge-intensive investments can return tangible
and intangible business value.
Technology and KM
KM is not about technology it is accomplished through business processes, specific
objectives (sales collaboration, marketing information access or product innovation) and
strong human interaction. All of the business processes, sociology and objectives aside,
however, KM is critically dependent on technology. In the absence of technology, many
KM processes would exist only in narrow domains and with limited capabilities.
There are four main applications of KM, and all can be applied to one or more of CRM's
core processes (sales, service and marketing).
Knowledge-base maintenance and access: For many enterprises, this is the first
step into KM, and focuses on the management of explicit knowledge (designing,
organizing and providing access to a knowledge base). Knowledge-base
applications are so widely used in CRM that many enterprises think this is the only
form of KM. These are also foundational applications for support, sales and
marketing.
Expertise management: These applications focus on leveraging tacit knowledge.
They provide the capability to find and ask an expert and in doing so, to gain more
insightful and contextual knowledge than is available in a static document or data
record. In CRM, this insight may prove the difference in service level between an
"answer and a well-reasoned response.
Collaboration: Facilitating the creation of new knowledge often has higher
business benefit than enabling better reuse or access to what is already known.
Technology cannot discover new things, but it can improve the interaction of
groups by enabling them to work with wider scope (for example, to include
customers in the collaboration) or greater depth.
KM business applications: This final class of applications directly supports certain
knowledge-focused processes. Among the applications most relevant to CRM are
e-learning and business intelligence.
Although most vendors of KM for CRM provide mostly knowledge-base maintenance
and access, "powerhouse" vendors are aggressively setting their vision on deeper
collaboration and expertise management.
Subject
Knowledge Management
Assignment NO.2
Submited TO:
Sir Ahmad Bilal Khilji
Submitted By:
Sheikh Omer
MBD-11-02
MBA 7th (Mor)
Knowledge management (KM) and collaboration are critical factors in the long-term
success of customer relationship management (CRM).
From a CRM perspective, many CRM processes (service, sales and marketing) clearly
rely on knowledge resources:
Knowledge about customer behavior and knowledge of customers regarding
product use or service quality
Employee knowledge, such as sales practices and client care insight
Knowledge-based market intelligence and analytics, such as customer behavior
and personal preferences
Despite the strong link between them, sophisticated KM has been slow to develop in
CRM processes. In 2003, most customer service and support (CSS) products that claim to
support KM focus mostly on knowledge-base management. Knowledge bases are widely
available to support the most-common customer service or sales issues (frequently asked
questions, common problems and their resolution, and many others). These knowledge
bases improve internal productivity and provide good customer value in self-service
environments. However, they rarely offer competitive process design or distinguished
service capabilities.
In sales and marketing, there is substantially more progress toward KM. Collaborative
processes for knowledge dissemination are rapidly emerging in sales support, and elearning is becoming a requisite part of sales team support. In marketing, sophisticated
business intelligence and other knowledge-intensive processes are fundamental
requirements in campaign creation and support.
Over time, CRM should integrate sophisticated KM across all of the CRM domains
marketing, sales and service. These knowledge-intensive investments can return tangible
and intangible business value.
Technology and KM
KM is not about technology it is accomplished through business processes, specific
objectives (sales collaboration, marketing information access or product innovation) and
strong human interaction. All of the business processes, sociology and objectives aside,
however, KM is critically dependent on technology. In the absence of technology, many
KM processes would exist only in narrow domains and with limited capabilities.
There are four main applications of KM, and all can be applied to one or more of CRM's
core processes (sales, service and marketing).
Knowledge-base maintenance and access: For many enterprises, this is the first
step into KM, and focuses on the management of explicit knowledge (designing,
organizing and providing access to a knowledge base). Knowledge-base
applications are so widely used in CRM that many enterprises think this is the only
form of KM. These are also foundational applications for support, sales and
marketing.