麦肯锡《销售知识管理》

McKinseyFebruary2002PharmaCoCaseStudy:AchievingSalesGrowththroughKnowledgeManagementPCE98424_KnowledgeMgmtandInnovation_HG991390.ppt©2002McKinseyConsultingGmbH.Allrightsreserved.ProprietaryandConfidential.2McKinseyBackgroundThislevelofgrowthcombinedwithincreasingcomplexityisachallengeunlikelytobeachievedbyconventionalmeans.SalesGrowthStaffGrowthCustomersPatientsCo-MarketingInfluencesValues&PerformanceSiteMoveConventionalOrganisationNewDisciplinesKnowledgeManagementTheNeed199619971998e1999e2000e2001e2002eExpectedSalesGrowthofPharmaCoChangingBusinessEnvironmentObjective:TripleSalesfrom1997to2001PCE98424_KnowledgeMgmtandInnovation_HG991390.ppt©2002McKinseyConsultingGmbH.Allrightsreserved.ProprietaryandConfidential.3McKinseyAnumberofBusinessissuesweretobeadressed...•KnowledgeintheorganisationtendstobeisolatedinSilo’sandthereforepoorlyexploited•Therearemanyexamplesof‘re-inventingthewheel’•PharmaCoispresentlymeetingmarketdemandthroughincreasedsalespersonnelattheexpenseofimprovingtheireffectiveness•Mechanismstoformaliseknowledgearenotcommonlyinplace•Mostinitiativesappeartostopattheconceptphaseanddonotgetimplementedintotheorganisation•Knowledgesharingisnotyetembeddedaspartofthecompany'sculture•UnclearunderstandingofhowtoeffectivelyimplementKnowledgeManagementPCE98424_KnowledgeMgmtandInnovation_HG991390.ppt©2002McKinseyConsultingGmbH.Allrightsreserved.ProprietaryandConfidential.4McKinseyToaddresstheseissuesandbuildaKnowledgeManagementOrganisation,wefollowedaclearprocessStepstobuildaKM-OrganisationPracticalExamplesDevelopaKnowledgeManagementVisionDefineobjectives,measuresandbenefitsIdentifykeycapabilitiesBuildKnowledgeOrganisationCreatesupportingSystems(IT,people)•Bemostinnovativepharmaceuticalcompany•Increasenumberofpatentsby100%•Innovation•Technology•SetupCOCsponsoredbyR&Dboardmember•Linke-mail&othersystemstoprovidequickaccess12345ProcesstobuildaKnowledgeManagementOrganisationPCE98424_KnowledgeMgmtandInnovation_HG991390.ppt©2002McKinseyConsultingGmbH.Allrightsreserved.ProprietaryandConfidential.5McKinseyWeranthreeseparateworkshopstodevelopacommonviewofthewayforward•Describingthecharacteristicsofaknowledgeenabledorganisation.•Definingthelookandfeelofwhatwillbedifferentfromtoday.•Definingthecapabilitiestodevelopcorporateknowledge.•IdentifyingtheKPI’sforeffectiveKnowledgeManagement.KnowledgeManagementVisionworkshopKnowledgeManagementPerformanceModellingWorkshopKnowledgeManagementProjectDesignWorkshop1November17November4december•3–4implementationoptions.•ImplicationsandCSF’sofeachoption.•Recommendationofmostsuitableoption.PCE98424_KnowledgeMgmtandInnovation_HG991390.ppt©2002McKinseyConsultingGmbH.Allrightsreserved.ProprietaryandConfidential.6McKinseyKnowledgeManagementshouldfirstbepracticedinapilotareaLaunchPlanningDeliverables•Missioncriticallearningsfrompreviouslaunches.•Alaunchplanningcampaignroom.•AcoreteamofPharmaCoKnowledgeManagementpractitioners•Knowledgerolesandrequiredskillprofilesforlaunchteams•Who’sWhoinproductlaunchcommunity.•Aneffectivecontentmanagementprocess.•AssessmentofITenablers.Benefits•Launchclosertoapprovaldate.•Reduceduplicationofeffortinlaunchprocess.•IncreasedadoptionratethroughcloserinvolvementofkeyStakeholders•ImprovingfuturelaunchmanagementcapabilitythroughestablishingknowledgerolesandcapabilitiesinMarketingExampleofaPilotAreaPCE98424_KnowledgeMgmtandInnovation_HG991390.ppt©2002McKinseyConsultingGmbH.Allrightsreserved.ProprietaryandConfidential.7McKinseyThepilotprovidesaprototypeforfuturelaunchesandotherbusinessprocessesMissionControlCampaignRoomEventTrackerWearehereJJKJJLInfluenceContactMapsStakeHoldersAnalysisfasdjfkjsdsdfasfasCountdownClock214DaystoLaunchAssumptionTracking}ScenarioPlanningNYIdealLaunchScenariofasdjfkjsdsdfasfasGo!Go!Go!Go!AllSystemsGo!5miles2miles1mileForexamplealaunchplanningcampaignroom:PCE98424_KnowledgeMgmtandInnovation_HG991390.ppt©2002McKinseyConsultingGmbH.Allrightsreserved.ProprietaryandConfidential.8McKinseyTheKnowledgeManagementleadstosignificantimprovementsAfullyimplementedknowledgenetworkwillenablePharmaCotomeetitschallenginggrowthtargets.IncreasedSales•ImprovedskillsofSalesandMarketingprofessionals.•Morerapidreplicationofwhatworks.•Bettersupportedrelationshipswithkeycustomers.•Highersuccessrateinnewproductlaunches.LowerCosts•Quickerlearningcurvefornewemployees.•Increasedpersonnelproductivity:–Lesstimespentonunnecessarycommunication.–LessworkduplicationImprovedMarketPosition•Fostermoreeffectivefeedbackfromthemarketplace.•Improvedutilisationofcustomerknowledge.•Morerapidcommunicationandimplementationofnewproductsanddirections.HIGHERGROWTHRATEPCE98424_KnowledgeMgmtandInnovation_HG991390.ppt©2002McKinseyConsultingGmbH.Allrightsreserved.ProprietaryandConfidential.9McKinseyFocusAreasOpportunityAreaYear1Year2Year30.577.96CustomerContactManagementImprovedAdoptionRatebySharingofBestPracticeImprovedKnowledgeofGovernmentDecisionCriteriaFastResponsetoCompetitorIntelligenceImprovedCallManagementShortenTimeforNewRepsToGetUpToSpeed000000.462.192.121.440.5