Executive's Guide to Knowledge Management. The Last Competitive Advantage

  • ID: 2215478
  • Book
  • 256 Pages
  • John Wiley and Sons Ltd
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Gather. Evaluate. Analyze. Capitalize.

"If I had to recommend just one practical manual on how to begin to conquer the topic of knowledge management, The Last Competitive Advantage would be that book, without question. This book succinctly demonstrates how to integrate opinions, data, information, and research into usable, applicable, impactful business knowledge to provide solid foundations for the sustainable differentiation which yields that necessary edge."

–Joseph Edozien, Chief Executive Officer, Intellivence Corporation

"It′s about time somebody wrote a book that explains in practical terms just how information can be turned into knowledge in a way that makes money. Stapleton′s ten steps for doing so are so lucid and compelling that he should have called them ′commandments.′ Of course, people have a choice whether to follow them or not. Those who do will be successful. Those who don′t will end up reading about those who did."

–Robert G. Eccles, President, Advisory Capital Partners

coauthor, Building Public Trust: The Future of Corporate Reporting

"Jim Stapleton captures the essence of competing in today′s fast–moving economy where information is abundant. Jim′s pragmatic process gives today′s leaders an easy–to–use method of turning readily available information into relevant, pragmatic decisions! If mastered, this truly is a competitive advantage that will stand the test of time."

–Eric Walczykowski, Managing Director, Nucleus Partners

"Stapleton′s guidance on how to manage knowledge is both insightful and thought–provoking. Many companies make the mistake of sinking millions of dollars into information management tools, but fail in the critical step of transforming information into knowledge. Stapleton′s step–by–step approach to knowledge management is a business mandate for any organization that plans to survive in the highly competitive twenty–first century."

–Jim Burns, General Manager, Hewlett–Packard
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Chapter 1: Infomentality.

Your Infomentality.

Intelligence–Gathering Mentality.

Elements of the Intelligence–Gathering Mentality.

Your Intelligence–Gathering Plan.

Fear Accepted Wisdom.

The Trap of Mundane Tasks.


Chapter 2: InfoGoals.

Simple Information Request.

Understand the Source Information.

Synthesize the Data.

Disseminate the Knowledge.

Act on the Knowledge.

Update the Knowledge.

What Businesses Need.


The Ultimate Goal.


Chapter 3: Building Knowledge.

Choose Your Parameters Carefully.

The Knowledge Advantage.

The 10–Step Process for Building Useful Knowledge.

Information Basics.


Chapter 4: Intelligence Gathering.

Why Information Gathering Is Important to Sales.

Information Gathering as a Basic Skill.

External Information Sources.


Aim of the Knowledge Management Program: Getting and Keeping New Clients.

Basic Elements of Successful Information Gathering.

What Does a Buyer Look For?

Why Does a Buyer Seek a Particular Product or Service?

When Does a Buyer Make Those Purchases?

How Does a Prospective Buyer Choose Among Sources?

Where Can You Find Contact Information?

Who Should You Speak With?


Chapter 5: Competitor Information.

Your Competition: Colleagues or Enemies?

Gathering Information on Your Competitors.

Sources of Competitor Information.

What You Should Know About Your Competition.

Keep a Central Database.


Chapter 6: Customer Relations.

What Constitutes Good Service?

What Do Customers Want?



Exit Interviews.

Entry Interviews.

Information Sources.

Customer Base.

Competing Through Knowledge.



Chapter 7: Referral Source Information.

The Art of Networking.

The Right Knowledge.

Successful Relations with Information Sources.


Chapter 8: Infoplan.

Why We Gather Information.

Why You Must Plan.

The Planning Process.

Why Information–Gathering Plans Fail.



The Future of Knowledge Management.

The Last Competitive Advantage.

Where to Find Additional Information.

Appendix A: Information Associations.

Appendix B: Sources of Information and Analyses.

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JAMES J. STAPLETON is a Director with PricewaterhouseCoopers. He has held international director posts with several of the largest professional consulting firms in the world. He is also the author of Developing a CPA Practice, published by Wiley.
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