Information Management for Sales & Marketing

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Sales and marketing has a poor reputation among the general public. We encounter many salespeople in the course of our lives and not enough of them are excellent at their jobs. We also encounter the products of bad marketers, for example, advertising as interruption and products with no clear value to the user presented. However, this does not mean that sales and marketing are not valid activities to undertake. At their heart, the goals of good sales and marketing are admirable: to ensure that products and services meet a customer need and that potential customers understand how a product or service can meet their need. We only notice bad sales and marketing because it interrupts and annoys us. Good sales and marketing is rarely noticed and appreciated.

Information plays a critical role in good sales and marketing. Sales and marketing professionals do not always acknowledge this. Many are too busy selling or marketing to reflect on the resources that they draw on or the processes in which they engage. Information professionals do not necessarily have a sales or marketing background and so as outsiders may struggle to articulate the roles that they play in these processes.

This article highlights the role that information plays in sales and marketing and provides an overview of three key areas of information for this domain. It explains to information professionals some of the different archetypes that make up the sales and marketing world and the role that information plays in their lives. The final section discusses the role of information technology in sales and marketing – a role that for the last 20 years has been revolutionary.

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Knowledge Management in Professional Services – the song remains the same

Last week, I found myself at Knowledge Management in Professional Services.

Some comments:

  • There has been a lot of M&A activity in the legal and engineering consulting sectors. Since 2010, Norton Rose Fulbright has grown by M&A / JV from a set of largely national firms to an international network. SKM has been acquired by Jacobs and GHD has made a number of US acquisitions.
  • This M&A activity has led to more globalised firms. While the ‘official’ working language for these organisations remains English, they also have to cope with increasingly linguistic and cultural diversity among staff. In some respects, this is simply professional services following their clients – “following” implying they are both tracking them and also trailing them.
  • Global M&A also means integrating systems and processes and trying to forge common standards while being sensitive to local regulatory and client needs.
  • Operationalising and embedding KM activities so they are part of work rather than an optional extra remains an issue everywhere. This is not a new observation but it is an important one.
  • Getting sponsorship, aligning with business strategy, showing value, measurement are cropped up (as they always do at events like this).
  • Technology integration was also a common theme. Not just from M&A activity but trying to integrate CRM, social, document mgt, records mgt, email, etc to make life simpler rather than more complicated for staff.
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    Sydney Facilitators Network – Human Sound Project

    The Sydney Facilitators Network ran a session with the Human Sound Project (or Simon Jankelson). I have to say it was good. Bonkers but good.

    For a taste, please see (and hear) here:

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    Enterprise search

    This article provides an introduction to the issues around enterprise search for information professionals. It begins by outlining the differences between public search and enterprise search. It identifies the major players in the enterprise search market. It ends with recommendations for enterprise search implementation and some comments about the future of search.

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    Mobile everything

    This article provides an overview on recent developments in mobile computing. It begins by outlining current mobile usage trends in Australia and the range of mobile technologies currently on the market. It then discusses different options for information presentation via mobile devices, responsive web design and emerging user behaviours. The final section examines enterprise applications of mobile devices and ends with the key takeaways for information professionals wanting to use mobile devices as part of an information management strategy.

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    Big data for information managers

    This article explores the elements of Big Data such as the
    increasing production of machine readable data, tools for its
    storage and techniques for its analysis. The implications of Big
    Data for different sectors are discussed. The implications for
    information managers are approached from two angles: first,
    the emergence of new roles such as data librarian; secondly, the
    applications of Big Data capabilities to information management
    issues. It ends with six recommendations for readers.

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    Content Management Interoperability Services

    Content Management Interoperability Services (CMIS) is an emerging standard that allows compliant Enterprise Content Management (ECM) systems to share documents. This article discusses the reasons for the emergence of CMIS and outlines some of the key elements of the standard. It outlines the response by one vendor (Nuxeo) and the use of the CMIS by Dutch local government. The article concludes with some comments on the future direction of CMIS.

    Download the article here

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