1、豆丁.原动力资料库：http:/ February 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,Influenc
2、es,Values & Performance,Site Move,Conventional,Organisation,New Disciplines,Knowledge Management The 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
3、be isolated in Silos and therefore poorly exploited There are many examples of re-inventing the wheel PharmaCo is presently meeting market demand through increased sales personnel at the expense of improving their effectiveness Mechanisms to formalise knowledge are not commonly in place Most initiat
4、ives appear to stop at the concept phase and do not get implemented into the organisation Knowledge sharing is not yet embedded as part of the companys culture Unclear understanding of how to effectively implement Knowledge Management,To address these issues and build a Knowledge Management Organisa
5、tion, we followed a clear 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
6、,Increase number of patents by 100%,Innovation Technology,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
7、 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 KPIs for effective Knowledge Management.,Knowledge Management Vision work shop,Knowledge Management Per
8、formance Modelling Work shop,Knowledge 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 Deliver
9、ables,Mission critical learnings from previous launches. A launch planning campaign room. A core team of PharmaCo Knowledge Management practitioners Knowledge roles and required skill profiles for launch teams Whos Who in product launch community. An effective content management process. Assessment
10、of IT enablers.,Benefits,Launch closer to approval date. Reduce duplication of effort in launch process. Increased adoption rate through closer involvement of key Stakeholders Improving future launch management capability through establishing knowledge roles and capabilities in Marketing,Example of
11、a Pilot Area,The pilot provides a prototype 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,
12、Ideal Launch Scenario,fasdjfkjsd,sdfasfas,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,Improve
13、d skills of Sales and Marketing professionals. 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
14、communication. Less work duplication,Improved Market 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,Ye
15、ar 3,0.57,7.96,11.75,Total,Product LaunchPlanning,Shortened Launch Process by Using Lessons Learned,More Effective Communication in the Launch Process,Reduced Duplication of Effort 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 fi
16、nancial benefits are over 20m,Effect on Marketing 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 w
17、as 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,豆丁.原动力资料库：http:/
