Knowledge Management Initiatives taken by Organizations

Knowledge Management Initiatives taken by Organizations Knowledge Management is defined as the systematic approach that invents, understands, shares, creates and utilizes knowledge in order to create values such as customers value, employees value, stockholders value, business partners value and also social value to achieve the vision and goal of the organization. Knowledge Management develops and operates effective system, which realizes for right person at right time to transfer smoothly and utilize their knowledge. Q2 INTRODUCTION Knowledge management is defined as the ability of an organization to create, share and use the collective knowledge of its products, processes and people to increase workplace productivity and reduce activities that reinvent the wheel-is being moved to the forefront of many corporate agendas. As firms seek to build competitive advantage in increasingly competitive markets, they are turning to a previously untapped resource: their employees knowledge. In the later half of the 1990s both IBM and Nortel Networks were facing significant external pressures. From 1986 to 1992, IBMs market shares dropped from 30% to 19% with each percentage point representing $3 billion in revenues. Rather than paying attention to customer needs, IBM focused on its own financial needs and tried to reduce costs by cutting customer service staff and levels of support. In the end, customers were driven away. Thus by mid-1990s the changing market environment and downsizing necessitated that IBM rethink the basic way that it serviced customers in order to reduce customer defections and increase sales. Throughout the 1980s and early 1990s, IBMs primary point of contact with its customers was through business partners, the direct catalog, and the traditional Blue suits. Given that theses points of contact were not supporting the business strategic goals and requirements to remain competitive, an internal task force was charged with reengineering IBMs customer relationship management (CRM) process. Customer relationship management (CRM) involves attracting, development and maintaining successful customer relationships over time. At the core of CRM are the development of a learning relationship that engages customers in a two-way collaborative dialogue that is effective and efficient for both customers and the firm. When effective, this knowledge-based process leads to a relationship that gets smarter and deeper through every interaction. The task force charges with addressing the business problem recognized that advanced information technology, the burgeoning internet, and the emerging network-centric environment presented great opportunities for reengineering IBMs CRM process and leveraging its knowledge assets. Similarly at Nortel Networks, the Telecommunications Reform Act of 1996 produced intense competition in the telecom industry, yielding an explosion in the development of innovative telecommunications technology. The new rules of the deregulated telecommunications marketplace forced Nortel to recognize that differentiation through innovation was one of the few strategies that might allow the company to continue to succeed. Like IBM, an internal group was charged with the task force of addressing this strategic business goal and requirement. After preliminary research, the group discovered that the generation and existence of innovative ideas within Nortel was not the issue. Rather, Nortels existing new product development (NPD) process had no formal mechanism to systematically capture, develop, and mange internally generated ideas (i.e, ideas that could be developed into product or service concepts and evaluated for funding). Developing ideas and evaluating concepts is knowledge-inten sive work based on the individual and collective expertise of the employees. The Nortel task force set out to reengineer its NPD process in order to leverage its knowledge assets. The efforts of this two organizations initiatives were guided by strategic business goals and requirements that in turn, led them to focus on business processes that were most relevant to achieve desired performance. Core business processes like CRM and NPD represent the fundamental link between business and knowledge workers performance. The reality for both IBM and Nortel was that their respective business requirements would be achieved through processes, and both organizations were only as good as their processes, which ultimately depend on the behaviors of knowledge workers. Driven by this performance reality, IBMs reengineered CRM process was designed to enhance the customer relationship, while Nortels reengineered NPD process was designed to produce a continuous stream of products and services. Both organizations structured their new processes be decomposing the process into knowledge-based activities, simultaneously identifying the required flows of data, information and knowledge between activities and knowledge workers. This analysis led to the specification of knowledge-base drivers (types, sources, and receivers) of each activity, decision or information flow. The reengineering of IBMs CRM and Nortels NPD process created new knowledge worker performance requirements, triggering requisite changes to individual work behaviors. Ultimately, both IBM and Nortel designed and implemented technology-based interventions to support the performance of knowledge workers. Drawing from the disciplines of Knowledge Management and CRM, IBM developed an internet-based system called inside IBM. The system allowed customers to link directly to IBMs intranet and backend cross-functional knowledge-based resources. Inside IBM subsequently was adopted as a corporate standard leading to IBMs e-Services, as it is known today. IBMs effort facilitated a collaborative and learning relationship between IBM and its customers. This led to improved decision-making for both customer and the organizations sales and services workforce, leading too increase loyalty. IBM estimated that $525 million of incremental revenue and $50 million of productivity savings were realized o ver a three-year period as a result of this initiative. Similarly, Nortel developed a Knowledge Management system called Virtual Mentor, which supported both the performance of knowledge workers (engineers) engaged in developing raw ideas into robust concepts and decision makers (managers) tasked with making funding decisions. Virtual mentor subsequently was integrated into a broader corporate time-to-market strategy that is in place today. Nortels efforts led to decreased time-to-market acceptance, and improved funding decisions. Over a three-year period, Nortels new product introduction rate increased by more than 50%. CONCLUSION The bottom line for IBM and Nortel was to increase profitability, sales, share and return to investment by leveraging and managing its knowledge assets. As evidenced, IBMs and Nortels Knowledge Management initiatives were guided by holistic understanding of interdependent multi-level (business, process, knowledge worker) performance goals and requirements.

Counter-Intuitive Marketing

Chapter 10 gives the reader a view if direct marketing is really effective on selling products to consumer at large. Most of selling companies consider direct marketing as a â€Å"personalized† marketing; however, there is more to the tedious door-to-door selling. Factors are attributed to how the consumers buy-in to the concept that goes to the product, may it be the message it conveys or the packaging itself. Before going to the assessment of current direct marketing strategies and research designs that can be used to target the right customers, the current problems of direct marketing were enlisted.One of the problems experienced was the decline in the response rates among the consumers. This situation may lead to the next problem which is saturation to direct marketing mails. Since many companies are into direct selling, there may also be a thin delineation among these companies. This leads to the problem of having not enough innovation in the part of the marketers. With t hese problems at hand, the author routed us to the idea if the list that marketers have at hand is really the list that would patronize their products.In marketing, it is important to understand the market so you would know if your product will fit. It is easy to secure a list, but the book tells us that there is more to having that list. When marketing a certain product, it is important to understand the behavior and attitudes of the consumers. The material recommends that it pays the company who builds their own list and understands the needs of those consumers on that list. In this way, from a bigger perspective of the population, the company can identify the segment of the population that is expected to buy.However, the concept of direct marketing is not only confined to the relationship of the company to its consumers. Direct marketing can also happen to business-to-business. One computer company can sell its services to another company who would need its products. But just lik e how one company should understand its consumers, when dealing with companies as well, it would need to know what it values, what it finds important or what risks it will take. Towards the end of the chapter, it discusses methods on how one company can find effective direct marketing strategies.The process of finding the appropriate strategy is continually evolving. It is not serving the same content yet in different packaging. Changing strategy mix from time to time will help the marketer fine tune his design to effectively sell the products. It also pays in direct marketing to make itself visible, not only once to the customer. Once a direct mail is sent to the consumer twice, it will yield a higher possibility of response from the side of the consumer. Direct marketing in an essence is an experiment that molds itself to perfection.One cannot really have a perfect model to follow, but one thing sure about making it effective is to always acknowledge the side of your productâ€⠄¢s market. Indeed, it is a powerful tool once a company can get it right, but also a way of wasting resource if done otherwise. The next chapter leads the readers to a more specific perspective of marketing – building the concept for the product that will be sold to the customers. Within a product, marketers can actually think of numerous possibility or mixes on how to market it effectively.Some companies would go on for discounts, freebies and favors. However, not all these would actually work. It shows that it will be all competition driven, thus, sacrificing the actual sales that the product would have. Most of companies employ the idea of the traditional concept testing. In doing this design, it is recommended that companies should have larger sample sizes and should disclose the full description of the product. This is to ensure that they will have at least the credible response of the consumers about their selling proposition.However, this strategy is engulfed with pro blems. It fails to acknowledge that consumers may not really mean what they are saying. The customer’s promise of saying that he will buy the product may not necessarily mean that they will do the thing of buying it. Models may say that consumers will most likely buy it if there is a high self reported probability of purchase. Then again, this is still a gamble. As mentioned on the previous chapter, there is more to understanding the target market. Affective and cognitive components affect the consumer’s decision to buy the product.Affective would mean their intangible impressions or their feelings, and the latter focuses on their intellectual impressions on how the product could be of help to them. These two components have to be reconciled in order to have a clearer picture on the consumer’s willingness to buy the product. However, as mentioned, there are still numerous options under one concept. The two components cannot give the marketers a concrete answer o n what to really market on the larger scale of consumers. A methodology is herein presented to address this challenge.As proposed by Paul Green of the Wharton School at the University of Pennsylvania, the multiple trade-off analysis can address the problem on how to consolidate the factors and all other small concept under the big product design. One can also evaluate each factor independently; however the multiple trade-off analysis can also show the interaction effects between factors. Not all factors is a stand-alone, the researcher must acknowledge that one factor can actually rely on another. The end each analysis is always to come up with the best marketing decision.The chapter warns marketers that the most appealing concept may be the most expensive one. As the company proceeds with its operations, not taking into consideration the financial part can be detrimental. Thus, deciding on the best concept will speak about optimality – not only considering the dimension but always keeping in mind profitability. Evaluation thousands of options is always worth doing and balancing it with the returns would lead to a marketing success. Possible Questions to the CEO During the Interview 1.What strategy does your company employing when you market directly your products? 2. What were the success and failures of this strategy? 3. How did you understand your market base in order to cope up with the failures of the existing strategy? 4. What method did you use to know what effective marketing concept that would let your consumers avail of your product or service? 5. Do you think you method has been successful in capturing your target market? Why? BIBLIOGRAPHY Clancy, Peter C. Krieg Kevin J.. Counter-Intuitive Marketing. New York City: Free Press, 2000.

The Secret to Ap Seminar Long Essay Samples

The Secret to Ap Seminar Long Essay Samples Top Ap Seminar Long Essay Samples Secrets If your school doesn't offer a list of possible expert advisers, attempt to brainstorm some ideas of who might be able to mentor you when you work. You have to write your research paper in the shape of a string of tweets. It's also obvious that discrimination is a well-known topic because the subject is not uncommon in our society as well as how colleges often require applicants to write admission essays on this issue. A third section contains a mixture of free-writing narration for a succession of pictures, together with reading and responding to an email. Getting the Best Ap Seminar Long Essay Samples When you surf our site for recommendations that might help you write your own essay, you will come across many helpful tips. 1 list of prospective research questions are available here and another can be found here. Couldn't upload several docs. Prompt consists of an article that you've got to synthesize. Frequently, it includes a text you ought to analyze. Based on your assignment, you may have to select a key text. The Upside to Ap Seminar Long Essay Samples It's very useful to take writing apart so as to see just the way that it accomplishes its objectives. Also don't forget there are general guidelines that should be followed by all researchers so as to maintain ethical research practices. Another angle to think about is the access to resources and distinctive equipment. To begin with, make certain to read the directions carefully, highlighting the regions of the prompt you absolutely must cover. When you're writing an English essay, you have zero chance to verify your paper by another individual. These words and phrases may be used. The body paragraphs are the center of the essay. Never forget your body paragraphs are somewhat more important than the conclusion, and therefore don't slight them merely to put i n a conclusion. The small note at the conclusion of the prompt about avoiding plot summary is extremely important. On the flip side, the long-term effect can result in suicidal thought or even actions. This reveals that discrimination is a frequent topic irrespective of the nation you belong or visit. Remember to keep on topic. Ap Seminar Long Essay Samples Secrets That No One Else Knows About Your paper and presentation is going to be the exam! Every one of these assignments makes up a part of the last AP score. As you start to narrow off your project idea, you will need to think about the increased context of your AP Research course. Finding out how to communicate ideas effectively is a big portion of AP Seminar. In addition to all that, all essays and recordings have to be processed via the Seminar teacher to be able to be sent to the College board, or so the teacher might require you to be in the class for this reason alone. Early graduation permits students to begin with their careers whenever possible, but there's not any reason to hurry to accomplish all this. Team Project Management Sheet Here is a duplicate of the team management sheet in the event you want to print off an extra. The main reason for this is that you might be able to cash in some program credit to satisfy your degree requirements, and it may also bring you one step closer to garnering AP awards supplied by the College Board. This AP class is very good for students who wish to challenge themselves and learn more regarding the independent research process before starting college. If you opt to take AP Capstone, you are going to have to choose 4 AP courses by yourself. You must take AP Seminar before you may take AP Research. AP Seminar is basically a chance for advanced students to find some experience with the sorts of assignments and expectations that are typical in college classes. When you're in high school, it's definite that you're predicted to do a few write-ups and projects which require pen and paper. The coat hanger comes out of a dumpster. My school atmosphere is extremely pleasant and school environment is extremely clean and appealing. Your teacher might ask you to revise specific parts of your proposal. Some schools will compile a pool of likely expert advisers available, though other schools will rely on you to discover your own. I like to go school daily as my mother states that it is quite crucial to visit school daily and follow all of the discipline.

Essay Sannus Story - 979 Words

A. Leprosy, caused by the bacterium Mycobacterium leprae, is leading cause of peripheral neuropathy worldwide; although it is treatable, the damage caused by the disease is irreversible. In Sannu’s case, why is there both sensory loss and muscle weakness? From the repeated injuries Sannu is having repeated nerve damage. When someone has Leprosy and it is untreated they can lose sensation in that extremity due to the body’s defense mechanism. This will cause loss of feeling in the skin and weakens muscle. B. Leprosy can affect the skin and Schwann cells of peripheral nerves. Which events of sensation processing are most likely not functioning properly in Sannu’s leprosy? Generation of nerve impulses is probably not working properly.†¦show more content†¦Slow pain because it is the type of pain referred to as chronic, burning, or throbbing pain. G. What type of peripheral receptors would be activated in a normal, intact limb to produce the sensations Sannu is experiencing in his â€Å"phantom limb†? Tactile receptors- free nerve endings in the skin are picking up the itching and burning Nociceptors- Free nerve endings that are picking up on the pain. H. Sannu has experienced two devastating events: loss of my elination of peripheral nerves and below-the-knee amputation of a leg. Sannu has been experiencing sensations in a limb that had no sensation prior to the amputation. How might this be possible? It is possible because even though the limb is not there anymore the nerve endings at the site of amputation continue to send pain signals to the brain and make the brain believe the limb is still there. I. Since Sannu has lost his leg, and since sensory input to the somatosensory cortex of the brain will be nonexistent, what might happen to the representation of his amputation leg on the somatosensory map? The representation of the leg on the map will disappear because the limb is no longer there. At the beginning after amputation the nerve endings in the site might still send signals but after that the brain will stop getting signals from a region that is not there. J. Could the loss of input from proprioceptors in the amputated leg affect Sannu’s sense of