麥肯錫《銷售知識(shí)管理》

1、McKinseyFebruary 2002PharmaCo Case Study: Achieving Sales Growth through Knowledge ManagementBackgroundThis level of growth combined with increasing complexity is a challenge unlikely to be achieved by conventional means.Sales GrowthStaff GrowthCustomersPatientsCo-MarketingInfluencesValues & Perform

2、anceSite MoveConventionalOrganisationNew DisciplinesKnowledgeManagementThe NeedExpected Sales Growth of PharmaCoChanging Business EnvironmentObjective: Triple Sales from 1997 to 2001A number of Business issues were to be adressed.Knowledge in the organisation tends to be isolated in Silos and theref

3、ore 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 at the concept

4、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 ManagementTo address these issues and build a Knowledge Management Organisation, we followed a clear processSteps

5、 to build a KM-OrganisationPractical ExamplesDevelop a Knowledge Management VisionDefine objectives, measures and benefitsIdentify key capabilitiesBuild Knowledge OrganisationCreate supporting Systems (IT, people)Be most innovative pharmaceutical companyIncrease number of patents by 100% InnovationT

6、echnologySet up COC sponsored by R&D board memberLink & other systems to provide quick access12345Process to build a Knowledge Management OrganisationWe ran three separate workshops to develop a common view of the way forwardDescribing the characteristics of a knowledge enabled organisation.Defining

7、 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 shopKnowledge Management Performance Modelling Work shopKnowledge Management Project Design Work s

8、hop1 November17 November4 december34 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 DeliverablesMission critical learnings from previous launches.A launch planning campa

9、ign 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.BenefitsLaunch closer to approval date.Reduce duplication of effort in

10、 launch process.Increased adoption rate through closer involvement of key StakeholdersImproving future launch management capability through establishing knowledge roles and capabilities in MarketingExample of a Pilot AreaThe pilot provides a prototype for future launches and other business processes

11、Mission Control Campaign RoomEvent TrackerWe are hereJJKJJLInfluence Contact MapsStake Holders AnalysisfasdjfkjsdsdfasfasCountdown Clock214 Days to LaunchAssumption TrackingScenario PlanningNYIdeal Launch Scenariofasdjfkjsdsdfasfas Go!Go!Go!Go!All Systems Go!5 miles2 miles1 mileFor example a launch

12、planning campaign room:The Knowledge Management leads to significant improvementsA fully implemented knowledge network will enable PharmaCo to meet its challenging growth targets.Increased SalesImproved skills of Sales and Marketing professionals.More rapid replication of what works.Better supported

13、 relationships with key customers.Higher success rate in new product launches.Lower CostsQuicker learning curve for new employees.Increased personnel productivity:Less time spent on unnecessary communication.Less work duplicationImproved Market PositionFoster more effective feedback from the market

14、place.Improved utilisation of customer knowledge.More rapid communication and implementation of new products and directions.HIGHER GROWTH RATEFocus AreasOpportunity AreaYear 1Year 2Year 30.577.96Customer Contact ManagementImproved Adoption Rate bySharing of Best PracticeImproved Knowledge of Governm

15、ent Decision CriteriaFast Response to Competitor IntelligenceImproved Call ManagementShorten Time for New Reps To Get Up To Speed000000.462.192.121.440.580.133.482.821.921.8511.75TotalProduct Launch PlanningShortened Launch Process by Using Lessons LearnedMore Effective Communication in the Launch P

16、rocessReduced Duplication ofEffort in Launch ProcessExploit Secondary Indications Earlier0.250.240.0800.360.600.160.050.420.940.080.12The financial benefits are over 20m Effect on Marketing margin for PharmaCo (ms)20.3mTotal Benefits:Lessons learnt from this pilot suggested some critical success factors for the roll-out of the Knowledge Management programmeIncorporating and building on the insights developed during the pilot phase was key to the credibility of the roll-out phase