Marketing New Products and Services
The success and failure of a newly introduced product certainly depends on how well it is marketed and promoted among end-users. Why would customers invest in your products or services if they are not aware of their features, USPs and benefits? It is the responsibility of the marketing professionals to not only make their organization’s […]
Business to Business (B2B) Internet Marketing Strategies
Business to Business Marketing refers to transaction of goods and services between two or more organizations. Ways of Business to Business Internet Marketing Strategies Educate Your Prospects It is really essential to make your client feel important. Remember you will have a tough time dealing with an uneducated and confused client. Always educate your client […]
The Need for Product Management in Organizations
More often than not, organizations spend a fortune on marketing and product development separately. This is the case with many companies that have different departments dealing with marketing and product development without any coordination. It is left to each of the departments to try and understand what the others are saying to form a cohesive […]
Retail Pricing – Different Types of Pricing Models
The sale of goods from fixed points (malls, department stores, supermarkets and so on) to the consumer in small quantities for his own consumption is called as retail. According to the concept of retailing, a retailer doesn’t sell products in bulk; instead sells the merchandise in small units to the end-users. Retail Pricing Cost Plus […]
Customer Retention Strategy
Following are some of the important strategies that should be implemented for increasing customer retention: Changing Retention rates: There are two basic strategies for changing retention rates: Fixed response higher spending: Retention rates can be substantially increased by spending more on creating new business strategies or remolding existing strategies to increase retention rates. Fixed spending […]
The concept of knowledge as the founding block for attaining competitive advantage has become quite prevalent in Management studies. All knowledge should begin form a piece of information.
For the conversion of information into knowledge there is a critical aspect to be noted. This is related to the timing of the retrieval of information. The information should be retrieved at the time when it is relevant based on the circumstances under which it is going to be applied. Occasionally situations can be different than those in the past requiring additional scrutiny of the existing information. In certain other situations the existing conditions can be so different that it will necessitate entirely new information. Thus the information past its time is obsolete for utility. But the information at the right time can result in knowledge which can be useful for the organization
There are two aspects for knowledge:
The resource-based view of the firm transformed the till then existing notion that internal knowledge is inferior in relation to market activities of the business. The previously existing strategy theories gave importance to market position and strategic choice.
On the other hand the resource-based view claimed that the competitive advantage is obtained from distinctive capabilities and know-how. According to this theory, knowledge and competencies possessed by the organization are the significant sources of business success in the present global world. The pursuit for promoting and fostering capabilities emerges as the main focal point for firms. It is in this circumstance that the concept of knowledge management has come to the forefront and attained extensive recognition among top management.
The second aspect of knowledge, namely knowledge creation depends on the below factors:
For knowledge creation and management to happen the organization has to become knowledge-centric. This is possible by building up an organizational context that assists the swift advancement of new knowledge. This organizational context encompasses the organization’s leadership, culture, structure and infrastructure.
In a knowledge-centric organization, the organizational context is expected to exhibit the below mentioned attributes:
Your email address will not be published. Required fields are marked *
