Tom Young is Chairman of Knoco Ltd. Prior to that Tom was founding member and Principal Coach of BPs Knowledge Management Team and Virtual Teamworking project. His understanding of cultures and industries and how to successfully interact with them, allows him to be equally at home in the Asia Pacific as in Wall Street. Dr Nick Milton is a director and co-founder of Knoco Ltd - a Knowledge Management consultancy comprised of seasoned knowledge management practitioners, mentors, and coaches. Knoco Ltd has been delivering successful and sustained Knowledge Management implementation to clients since 1999.

• List of figures and tableForewordPrefaceAcknowledgementsAbout the authorsChapter 1: Principles of knowledge managementIntroductionWhat is knowledge?Tacit and explicit knowledgeWhat is knowledge management?Knowledge management modelsPeople, process, technology and governanceThe ‘learning before, during and after’ modelThe business need for knowledge managementThe learning curveBenchmarkingWhich knowledge?Approaches to knowledge managementCultural issuesChapter 2: The sales and marketing contextThe sales forceThe bid teamThe marketing teamThe interface between product development, manufacturing, marketing and salesSummaryChapter 3: Knowledge management processes in sales, bidding and marketingPeer assistKnowledge exchangeKnowledge marketRetrospectMini-knowledge exchange and peer assist at team meetingsAfter action review (AAR)Training, coaching and mentoringInterviewsKnowledge assetBest practiceStorytelling and case historiesChapter 4: Communities in sales and marketingCommunities of practiceCommunities of purposeCommunities of interestChapter 5: TechnologyThe telephoneCommunity softwareCollaboration softwareKnowledge librariesCustomer databases and product databasesChapter 6: Knowledge management rolesKnowledge managerKnowledge management championKnowledge librarianCommunity facilitator or leaderSubject matter experts (SMEs) and knowledge ownersThe central knowledge management teamSenior sponsorChapter 7: Culture and governanceKnowledge management, target-setting and incentivesThe role of the manager in setting the cultureDealing with inter-team competitionDealing with ‘not invented here’Knowledge management expectationsReinforcementChapter 8: Case study from British Telecom: supporting a distributed sales forceIntroductionUnderstanding the users’ requirementsWeb 2.0 for knowledge-sharingKnowledge-sharing with the Semantic MediaWikiDelivering information in contextUnderstanding and improving processesThe users’ responseNext stepsAcknowledgementChapter 9: Case study from Mars, Inc.: knowledge management in sales and marketingIntroductionToolkitGlobal Practice GroupsCommunities of practiceKnowledge exchangeFormal knowledge-captureGo with the flowTechnology – the great enablerSummaryChapter 10: Case study from Ordnance Survey: social networking and the transfer of knowledge within supply chain managementIntroductionWhat was the problem?SilosAssumptionsMethodologyDemand auditFindings – 2004 auditFindings – 2006 auditFindings – 2007 auditWas the problem due to ignoring social architecture?Personal character traitsKnowledge transferSpaceReward systemsPowerConclusionChapter 11: Setting up a knowledge management framework for sales, marketing and biddingStep 1: define the scope of your exerciseStep 2: identify the key areas of knowledge that people needStep 3: for each knowledge area, define the source and user of the knowledgeStep 4: define whether this knowledge can be transferred as tacit, explicit or bothStep 5: if knowledge transfer is tacit, define the communication mechanismStep 6: if knowledge transfer is explicit, define the capture mechanismStep 7: define the organisation methodStep 8: define the distribution and internalisation mechanismStep 9: define how you will measure knowledge management activityStep 10: define how you will manage the performance of knowledge managementAppendix – customer buying processIndex

"Offers a straightforward and easy-to-grasp overview of a complex subject." --Managing Information"This book illustrates that what may appear a straightforward concept is in fact one that requires more consideration and has many elements to it if it is to be successfully implemented. It has been written for a specific audience, but the content can also be understood and applied more broadly." --Australian Library Journal