麥肯錫銷(xiāo)售知識(shí)管理ppt課件

1、McKinseyFebruary 2002PharmaCo Case Study: Achieving Sales Growth through Knowledge ManagementPCE98424_Knowledge Mgmt and Innovation_HG991390.ppt 2002 McKinsey Consulting GmbH. All rights reserved. Proprietary and Confidential.2McKinseyBackgroundThis level of growth combined with increasing complexit

2、y is a challenge unlikely to be achieved by conventional means.Sales GrowthStaff GrowthCustomersPatientsCo-MarketingInfluencesValues & PerformanceSite MoveConventionalOrganisationNew DisciplinesKnowledgeManagementThe NeedExpected Sales Growth of PharmaCoChanging Business EnvironmentObjective: Tr

3、iple Sales from 1997 to 2001PCE98424_Knowledge Mgmt and Innovation_HG991390.ppt 2002 McKinsey Consulting GmbH. All rights reserved. Proprietary and Confidential.3McKinseyA number of Business issues were to be adressed. Knowledge in the organisation tends to be isolated in Silos and therefore poorly

4、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 initiatives appear to stop at the concept phase a

5、nd 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 ManagementPCE98424_Knowledge Mgmt and Innovation_HG991390.ppt 2002 McKinsey Consulting GmbH. All rights reserved. Prop

6、rietary and Confidential.4McKinseyTo address these issues and build a Knowledge Management Organisation, we followed a clear processDevelop a Knowledge Management VisionDefine objectives, measures and benefitsIdentify key capabilitiesBuild Knowledge OrganisationCreate supporting Systems (IT, people)

7、 Be most innovative pharmaceutical company Increase number of patents by 100% Innovation Technology Set up COC sponsored by R&D board member Link & other systems to provide quick access12345Process to build a Knowledge Management OrganisationPCE98424_Knowledge Mgmt and Innovation_HG991390.pp

8、t 2002 McKinsey Consulting GmbH. All rights reserved. Proprietary and Confidential.5McKinseyWe ran three separate workshops to develop a common view of the way forwardDescribing the characteristics of a knowledge enabled organisation.Defining the look and feel of what will be different from today.De

9、fining 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 shop1 November17 November4 december34 implementation option

10、s.Implications and CSFs of each option.Recommendation of most suitable option.PCE98424_Knowledge Mgmt and Innovation_HG991390.ppt 2002 McKinsey Consulting GmbH. All rights reserved. Proprietary and Confidential.6McKinseyKnowledge Management should first be practiced in a pilot area Mission critical

11、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 of IT enablers. Launch

12、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 MarketingExample of a Pilot AreaPCE98424_Knowledge Mg

13、mt and Innovation_HG991390.ppt 2002 McKinsey Consulting GmbH. All rights reserved. Proprietary and Confidential.7McKinseyThe pilot provides a prototype for future launches and other business processesMission Control Campaign RoomEvent TrackerWe are hereJJJJKKJJJJLLInfluence Contact MapsStake Holders

14、 AnalysisfasdjfkjsdsdfasfasCountdown Clock214 Days to LaunchAssumption TrackingScenario PlanningNYIdeal Launch Scenariofasdjfkjsdsdfasfas Go!Go!Go!Go!All Systems Go!5 miles2 miles1 mileFor example a launch planning campaign room:PCE98424_Knowledge Mgmt and Innovation_HG991390.ppt 2002 McKinsey Consu

15、lting GmbH. All rights reserved. Proprietary and Confidential.8McKinseyThe 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

16、rapid replication of what works.Better supported 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 Positio

17、nFoster more effective feedback from the market place.Improved utilisation of customer knowledge.More rapid communication and implementation of new products and directions.HIGHER GROWTH RATEPCE98424_Knowledge Mgmt and Innovation_HG991390.ppt 2002 McKinsey Consulting GmbH. All rights reserved. Propri

18、etary and Confidential.9McKinseyFocus AreasOpportunity AreaYear 1Year 2Year 30.577.96Customer Contact ManagementImproved Adoption Rate bySharing of Best PracticeImproved Knowledge of Government Decision CriteriaFast Response to Competitor IntelligenceImproved Call ManagementShorten Time for New Reps

19、 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 ProcessReduced 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:PCE98424_K