From the mba think tank encyclopedia (https://wiki. Mbalib. Com/)
Knowledge management in marketing
Marketing knowledge management refers to the fact that, under the conditions of the knowledge economy, marketing organizations work with clients (including collaborators, distributors, customers, etc.) and from the outset are involved with clients and are collaborative partnerships, which together form an external network of organizations. According to value chain analysis, in the context of major marketing actions, major objectives and their natural linkages, marketing organizations must use knowledge management to create more value for customers at key points, while ensuring the future creativity and innovation of the organization。
The need for marketing knowledge management
First, marketing knowledge management becomes a tool for marketing organizations to gain a competitive advantage. Managers and grass-roots staff at all levels of the organization are required to have access to information on the organization's operations and to gather, filter and document information from clients, partners and competitors to facilitate the transmission, sharing and innovation of information that creates customer value。
Second, the use of information technology has improved the structure of marketing organizations by making staff and managers more frequent in terms of contact, contact, communication, etc., while standardization has given way to it adoption or other processes (e. G. Erp management)。
Third, in order to quickly capture and utilize the market environment and customer needs, there is a need for effective use of the internal and external knowledge resources of marketing organizations, i. E., the development of innovative marketing talent and the development of customer knowledge resources with a view to obtaining greater returns。
Fourthly, changes in the business environment have created a stage of talent for marketing staff and have made it inevitable that the uninvited will not be eliminated. Only through continuous learning and self-knowledge management can marketing staff continuously optimize their career development。
Fifthly, the loss of marketing and client knowledge by avoiding staff mobility requires organizations to be able to provide marketing staff with good career development opportunities, including improved personal integration and a good working climate。
Sixth, the needs of clients tend to be individualized and complex. In response to this situation, marketing should be more focused on the long-term value of the customer, emphasizing customer satisfaction and loyalty, so that the knowledge, culture and value of the product will also form the most important part of the new concept of the product as a whole, and knowledge management of marketing must be strengthened。
The spiral of marketing knowledge management
In recent years, many theoretical scholars have conducted in-depth research on knowledge management, with good results。
One is to encourage innovation. In marketing, all knowledge management tools that stimulate staff creativity, encourage staff to identify new issues and identify new opportunities, including encouraging staff to accept and use new information, issues and ideas, with the aim of creating an innovative environment。
Second, knowledge creation of identified problems and identified opportunities based on innovation is the main process of talent development and customer knowledge management. Such creation may result in two types of knowledge: explicit knowledge (codified knowledge), which can be clearly expressed in terms of language, text, numbers, graphs, etc.; and tacit knowledge, which cannot be coded, which is highly personalized and difficult to communicate。
The third is to maximize the visibility of knowledge, based on knowledge creation, by sorting and settling, into the knowledge available to marketing organizations, while at the same time enhancing the knowledge capabilities at the disposal of marketing organizations。
Fourth is the sharing and dissemination of knowledge by marketing organizations. New market openings, growing client groups and the organization and utilization of marketing knowledge and customer resources have helped to improve marketing performance and avoid unnecessary waste。
It should be noted that the four components do not exist in isolation, but rather in a dynamic and progressive process of spiralling and spiralling. For the marketing knowledge spiral to function smoothly, it is important to identify its main subjects and strengthen the support of the organizational environment。
1. Master of marketing knowledge management
Knowledge management in marketing serves the purpose of improving marketing performance by leveraging collective wisdom through modern tools to improve the resilience and innovation of marketing organizations. Ultimately, management is people management, and the subject of knowledge management involves all member systems of marketing organizations。
Knowledge management is carried out in the context of organizational group behaviour and interaction with individual staff behaviour
All members of the decision-making, management and technical levels in marketing organizations are knowledge managers, and the overall responsibility for marketing knowledge management rests primarily with all members. As a dedicated knowledge manager, its primary function is to create an environment that encourages innovation and to identify, preserve and disseminate sharing of marketing knowledge. Knowledge workers are the foundation of knowledge management and are responsible for specific business processes and knowledge management processes for marketing。
3. Networking and sharing of marketing knowledge
From the perspective of the knowledge spiral, marketing knowledge networks can be divided into three levels. The first tier consists of databases and networks at the grass-roots level, which are used for the storage and retrieval of knowledge, searching, including internal and external knowledge networks of marketing organizations, such as the internet for customers, partners, distributors and marketing organizations, public information networks and professional marketing networks, and information on the most basic information, such as local, products, technologies and services. The second tier is used to support and refine specific aspects of marketing business processes. Automatically identify key marketing knowledge, organize, organize and synthesize it, complete the entire marketing process and store it in the knowledge base of the organization and make it easily accessible. At the same time, it automatically improves its functionality according to the unique nature and needs of each particular client and is transmitted to marketing staff in a timely manner; and provides procedures and technical support to improve the performance of marketing business processes based on value chain analysis. The dissemination of marketing knowledge, improved marketing performance and client satisfaction are mainly at this level. The third level is knowledge sharing and creating spatial and customer relationship knowledge among marketing staff. Providing tools for knowledge innovation, maintenance and search, publishing knowledge news, events, reports, etc., preserving research materials, development reports, trend forecasts and cases, technical information, case summaries and other relevant knowledge。
4. Marketing knowledge networks are powerful technical support for visible knowledge dissemination
The more well-developed the network, the more effective the management of marketing knowledge, the more efficient it is to find alternative ways of developing relationships between people through various learning and exchanges. This process is also a knowledge spiral movement. It is important to insist on individualization (physics, exchanges, etc.) and coding (marketing knowledge networks, etc.) in the more realistic and flexible marketing of decision-making processes。
However, both physical and intangible networks are centred on knowledge-based people, so the key to knowledge sharing and innovation is knowledge management. Sharing and innovation cannot be achieved by restructuring or introducing new systems and procedures alone. Only knowledge-based people with a sense of sharing will fully realize the accumulation and sharing of marketing knowledge networks and foster the development and utilization of marketing talent and customer resources for self-conscious implementation of knowledge sharing and creation and improve organizational marketing performance。
Organizational environment for marketing knowledge management
1. Creating an organizational culture of sharing and innovation
The organizational culture of marketing the knowledge spiral must be fully valued and supported at the level of organizational decision-making, and collective knowledge-sharing and innovation are core resources for organizational survival, development and profitability. This concept should be embedded in the concept of employees, create an entrepreneurial culture conducive to the active participation of all employees, favour the creativity of each employee and give full expression to the entrepreneurship, business values, business philosophy and ethics, organizational honour and team spirit of employees。
2. Re-engineering of organizational modalities
Supporting the knowledge spiral requires learning organizations, not just business organizations; flexible web-based organizational structures, such as work teams, that break down the traditional hierarchical structure of functional and position-based functions; and virtual organizations, rather than “necessity” entity organizations, that rely on the innovative capacity of staff and their understanding, trust, etc. To enhance organizational self-coherence and cohesion. At the same time, marketing seminars or exchange of experiences, etc., are also important for client knowledge learning and should be emphasized。
3. Establishment of appropriate incentive mechanisms
In addition to building a strong culture and reforming the way in which organizations operate, there must be corresponding incentives. On the one hand, the creation of a new concept of knowledge capital through various forms of knowledge management based on knowledge, intellectual capital and innovation assessment, appraisal and incentives, and on the other hand, appropriate compensation and incentive systems are in place to provide some sort of honour and material reward to highly performing employees who identify, create, share and use knowledge innovatively。
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