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Communications is human nature. Knowledge sharing is human nurture
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Profile : Pendidikan
Tahun 1976, Fiorina mendapatkan gelar Sarjana dalam Sejarah Abad Pertengahan dan Filsafat dari Stanford University.
Setelah lulus dari Stanford University, Fiorina melanjutkan pendidikan di bidang hukum, namun tidak sampai lulus
Tahun 1980, Fiorina mendapatkan gelar Master of Business Administration (MBA) dari Robert H. Smith School of Business di University of Maryland di College Park.
Tahun 1989, Fiorina mendapatkan gelar Master of Science dalam Manajemen dari MIT Sloan School of Management.
Profile : Penulis
Fiorina membuat sebuah buku tentang karir dan pandangannya atas isu-isu tentang seorang pemimpin, bagaimana wanita dapat berkembang dalam bisnis dan peran teknologi yang terus berperan dalam membentuk dunia kita. Buku ini diterbitkan oleh penerbit Penguin Group dan dirilis pada musim gugur tahun 2006.
Profile : Penghargaan
Pada bulan Juli 2001, Fiorina dianggap sebagai “honorary fellow” oleh London Business School. Dan pada tahun 2002, dianugrahi Appeal of Conscience Award.
Tahun 2003, Fiorina menerima Concern Worldwide “Seeds of Hope“ Award sebagai pengakuan atas upaya di seluruh dunia untuk membuat kewarganegaraan global sebagai prioritas bisnis.
Pada tahun 2004, Dewan Sektor Privat menganugrahi Fiorina Leadership Award atas kontribusinya dalam meningkatkan bisnis pemerintah.
Juga pada tahun 2004, Gedung Putih menunjuk Fiorina ke Komisi Ruang Angkasa Amerika Serikat.
Profile : Bisnis
Sebelum memperoleh karir yang luar biasa dalam bisnis, Carly Fiorina telah menjalani beberapa jenis pekerjaan, seperti resepsionis dan guru bahasa Inggris di Italia.
Tahun 1980, saat berumur 25 tahun, Fiorina bekerja menjadi Sales Representative di AT&T. Karena ketertarikannya dalam mengembangkan komunikasi jaringan, saat berumur 35 tahun, Fiorina adalah wanita pertama yang menjadi petugas di divisi Sistem Jaringan yang saat itu didominasi oleh lelaki.
Tahun 1995, Fiorina memimpin pemisahan divisi Western Electric and Bell Labs menjadi perusahaan baru bernama Lucent.
Setelah bergabung dengan HP pada bulan Juli 1999, Fiorina memimpin HP kembali ke asalnya sebagai inovasi dan pencipta. Fiorina berhasil memimpin merger kontroversial HP dengan Compaq Computer Corp,.
Hal Kontroversial saat di HP
Apa yang akan dilakukan jika kita di posisi Fiorina?
Menunda pembelian COMPAQ dan membeli EDS terlebih dahulu karena pasar PC saat itu sedang lesu dan pasar Enterprise Computing HP perlu ditingkatkan karena adanya persaingan yang ketat dari IBM di high-end dan Dell di low-end.
Memajukan divisi riset dan membuat inovasi-inovasi lebih lanjut (pada jaman Fiorina, HP yang sebelumnya merupakan perusahaan paling inovatif, menjadi perusahaan yang stagnan).
5 hal yang dipelajari Carly dari HP :
Kesimpulan
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A new product progresses through a sequence of stages from introduction to growth, maturity, and decline. This sequence is known as the product life cycle and is associated with changes in the marketing situation, thus impacting the marketing strategy and the marketing mix.
The product revenue and profits can be plotted as a function of the life-cycle stages as shown in the graph below:
Product Life Cycle Diagram
Introduction Stage
In the introduction stage, the firm seeks to build product awareness and develop a market for the product. The impact on the marketing mix is as follows:
Growth Stage
In the growth stage, the firm seeks to build brand preference and increase market share.
Maturity Stage
At maturity, the strong growth in sales diminishes. Competition may appear with similar products. The primary objective at this point is to defend market share while maximizing profit.
Decline Stage
As sales decline, the firm has several options:
The marketing mix decisions in the decline phase will depend on the selected strategy. For example, the product may be changed if it is being rejuvenated, or left unchanged if it is being harvested or liquidated. The price may be maintained if the product is harvested, or reduced drastically if liquidated.
Recommended Reading
Gorchels, L., The Product Manager’s Handbook: The Complete Product Management Resource
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PEST Analysis
A scan of the external macro-environment in which the firm operates can be expressed in terms of the following factors:
The acronym PEST (or sometimes rearranged as “STEP”) is used to describe a framework for the analysis of these macroenvironmental factors. A PEST analysis fits into an overall environmental scan as shown in the following diagram:
Political Factors
Political factors include government regulations and legal issues and define both formal and informal rules under which the firm must operate. Some examples include:
Economic Factors
Economic factors affect the purchasing power of potential customers and the firm’s cost of capital. The following are examples of factors in the macroeconomy:
Social Factors
Social factors include the demographic and cultural aspects of the external macroenvironment. These factors affect customer needs and the size of potential markets. Some social factors include:
Technological Factors
Technological factors can lower barriers to entry, reduce minimum efficient production levels, and influence outsourcing decisions. Some technological factors include:
External Opportunities and Threats
The PEST factors combined with external microenvironmental factors can be classified as opportunities and threats in a SWOT analysis.
Recommended Reading
John Middleton, The Ultimate Strategy Library : The 50 Most Influential Strategic Ideas of All Time
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Ada seorang manajer IT yang tugas nya luar biasa banyak, ia harus menghadiri rapat diluar kantor dengan klien, memimpin IT project, dan seorang kepala rumah tangga yang baik. Tidak lama ia sadari kalau ia telah kewalahan dengan tugas-tugasnya yang luar biasa banyak, memang tidak berat, tapi jadwal yang ketat membuatnya susah
bahkan untuk sebuah makan siang sekalipun. Jadi ia mulai mempelajari KM, kemudian ia terapkan dalam profesinya.
Jadi beginilah solusinya, ketika ia menghadiri rapat dan seminar, ia diberi kartu nama oleh kliennya. Kartu nama itu masing-masing ia kumpulkan, ia beri tulisan A pada belakang kartu jika kartu nama itu bermanfaat bagi profesinya dan untuk kepentingan perusahaan. Ia beri tulisan B jika ia merasa kartu itu akan bermanfaat suatu saat nanti, mungkin bisa saja menjadi calon kliennya, atau bisa pula ia mengikuti seminar yang diselenggarakan dari kartu itu. Ia beri tulisan C jika kartu tidak ada hubungannya sama sekali baik dengan perusahaannya, kliennya, atau dirinya.
Ketika perusahaan menuntut ia untuk mendapatkan supplier untuk klien nya yang saat ini, ia keluarkan kartu nama dari kategori B, untuk dihubungkan dengan kategori dari A yang saat ini adalah kliennya. Kemudian ia harus mencari distributor, ia keluarkan kembali kartu nama dari kategori A. Masalah untuk kantor telah selesai, kemudian sore
harinya, anaknya akan merayakan ulang tahun, ia pun mengeluarkan kartu nama dari kategori C, yang berisi penyelenggara pesta, penjual souvenir, penjual bunga dan sebagainya. Iapun tinggal menelepon, dan pesta ultah anaknya pun berlangsung sukses. Ia selalu mencatat masalah yang muncul di setiap IT project yang dikerjakan staffnya
dalam sebuah buku. Ia menyimpan email-email dari staffnya yang bertanya, dan memberikan solusi yang kadang di jawabnya sendiri , atau di jawab oleh staff lain. Kumpulan masalah dan solusi ini, ia jadikan seperti sebuah FAQ. Terciptalah sebuah pengetahuan perusahaan yang kompeten, jadi ketika ada masalah yang serupa, tidak
perlu dijawab lagi, karena telah ada di FAQ.
Kasus diatas adalah contoh yang mudah, dan itu adalah individual. Apakah bisa pembaca bayangkan apabila sebuah perusahaan menerapkan cara ini untuk semua staffnya ? perusahaan akan mengirit banyak uang seminar dan pelatihan, staff pizza hut akan mengetahui jalan potong tercepat untuk mengantarkan pizzanya, konsultan tak akan berkerenyit lagi jika ada masalah serupa, perusahaan web hosting bisa melakukan market research untuk meningkatkan mutu dengan mencatat setiap keluhan dan masukan dari klien. Dan masih banyak keuntungan lain yang bisa didapatkan dari KM
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Marketing Plan Outline
I. Executive Summary
A high-level summary of the marketing plan.
II. The Challenge
Brief description of product to be marketed and associated goals, such as sales figures and strategic goals.
III. Situation Analysis
Company Analysis
Customer Analysis
Competitor Analysis
Collaborators
Climate
Macro-environmental PEST analysis :
SWOT Analysis
A SWOT analysis of the business environment can be performed by organizing the environmental factors as follows:
IV. Market Segmentation
Present a description of the market segmentation as follows:
Segment 1
Segment 2
.
.
.
V. Alternative Marketing Strategies
List and discuss the alternatives that were considered before arriving at the recommended strategy. Alternatives might include discontinuing a product, re-branding, positioning as a premium or value product, etc.
VI. Selected Marketing Strategy
Discuss why the strategy was selected, then the marketing mix decisions (4 P’s) of product, price, place (distribution), and promotion.
Product
The product decisions should consider the product’s advantages and how they will be leveraged. Product decisions should include:
Price
Discuss pricing strategy, expected volume, and decisions for the following pricing variables:
Distribution (Place)
Decision variables include:
Promotion
VII. Short & Long-Term Projections
The selected strategy’s immediate effects, expected long-term results, and any special actions required to achieve them. This section may include forecasts of revenues and expenses as well as the results of a break-even analysis.
VIII. Conclusion
Summarize all of the above.
Appendix
Exhibits
Calculations of market size, commissions, profit margins, break-even analyses, etc.
Recommended Reading
Bangs, Jr., David H. The Market Planning Guide: Creating a Plan to Successfully Market Your Business, Products, or Service
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Title Page
Name of company, date, contact information, etc.
Table of Contents
Executive Summary
Main Sections
I. Company Description
II. Industry Analysis
III. Market Analysis
IV. Competition
V. Marketing and Sales
VI. Operations
VII. Management and Organization
VIII. Capitalization and Structure
IX. Development and Milestones
Time may be specified on a relative scale rather than specific calendar dates. Milestones may include some or all of the following:
X. Risks and Contingencies
Some common risks include:
XI. Financial Projections
XII. Summary and Conclusions
Appendices
May include:
Recommended Reading
Rhonda M. Abrams and Eugene Kleiner, The Successful Business Plan: Secrets and Strategies
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1. Knowledge management is the collection of processes that govern the creation, dissemination, and utilization of knowledge. – Brian Newman
2. Knowledge management is the management of the organization towards the continuous renewal of the organizational knowledge base – this means, for example, the creation of supportive organizational structures, facilitation of organizational members, putting IT-instruments with emphasis on teamwork and diffusion of knowledge (e.g., groupware) into place. – Thomas Bertels
3. Knowledge management is an audit of “intellectual assets” that highlights unique sources, critical functions and potential bottlenecks which hinder knowledge flows to the point of use. – Denham Grey
4. Knowledge management consists of activities focused on the organization gaining knowledge from its own experience and from the experience of others, and on the judicious application of that knowledge to fulfill the mission of the organization. – Gregory Wenig
5. Knowledge management is a business activity with two primary aspects: (a) treating the knowledge component of business activities as an explicit concern of business reflected in strategy, policy, and practice at all levels of the organization; and (b) making a direct connection between an organization’s intellectual assets – both explicit (recorded) and tacit (personal know-how) – and positive business results. – Rebecca O. Barclay and Philip C. Murray
6. Knowledge management is the process through which organizations generate value from their intellectual and knowledge-based assets. – Megan Santosus and Jon Surmacz
7. Knowledge management is the systematic process of finding, selecting, organizing, distilling and presenting information in a way that improves an employee’s comprehension in a specific area of interest. – University of Texas
8. Knowledge management is a process with four parts that comprise a loop: knowledge is created, knowledge is captured, knowledge is classified and modified, and knowledge is shared. – Wally Bock
9. Knowledge management is the way that organizations create, capture and re-use knowledge to achieve organizational objectives. – Wally Bock
10. Knowledge management is the way organizations create, capture, enhance, and reuse knowledge to achieve organizational objectives. – Asian Development Bank
11. Knowledge management is a collection of activities, processes and policies, which enable organizations to apply knowledge to improve effectiveness, innovation and quality. – UN Knowledge Management Workshop
12. Knowledge management is the identification and mapping of intellectual assets within an organization, the creation of knowledge for competitive advantage, the conversion of vast amounts of available corporate data into accessible information and the distribution of best practices. – Economic and Social Commission for Western Asia
13. Knowledge management is the process through which organizations generate value from their intellectual and
knowledge-based assets. – CIO Magazine
14. Knowledge management is concerned with organizing knowledge repositories so as to allow for easy retrieval and exchange of the information stored therein. – Felix Weigel
15. Knowledge management is the process of capturing value, knowledge and understanding of corporate information, using IT systems, in order to maintain, re-use and re-deploy that knowledge. – OIC Document Management
16. Knowledge management is a streamlined approach at improving knowledge sharing across the entire organization. – Tenrox PSA
17. Knowledge management is information or data management with the additional practice of capturing the tacit experience of the individual to be shared, used and built upon by the organization. – KMTool Community
18. Knowledge management is organizing information from disparate sources into a context that reflects the business and the decisions and processes of the business. – Peter Novins
19. Knowledge management is the strategy and processes to enable the creation and flow of relevant knowledge throughout the business to create organizational, customer and consumer value. – David Smith
20. Knowledge management is the broad process of locating, organizing, transferring, and using the information and expertise within an organization. – American Productivity and Quality Center
21. Knowledge management is a newly emerging, interdisciplinary business model dealing with all aspects of knowledge within the context of the firm, including knowledge creation, codification, sharing, and how these activities promote learning and innovation. – Gotcha
22. Unfortunately, there’s no universal definition of KM, just as there’s no agreement as to what constitutes knowledge in the first place. For this reason, it’s best to think of KM in the broadest context. Succinctly put, KM is the process through which organizations generate value from their intellectual and knowledge-based assets. Most often, generating value from such assets involves sharing them among employees, departments and even with other companies in an effort to devise best practices. It’s important to note that the definition says nothing about technology; while KM is often facilitated by IT, technology by itself is not KM. – CIO Magazine.
23. Knowledge Management is the systematic process of finding, selecting, organizing, distilling and presenting information in a way that improves an employee’s comprehension in a specific area of interest. – Knowledge Management Server.
24. Knowledge Management is the broad process of locating, organizing, transferring, and using the information and expertise within an organization. The overall knowledge management process is supported by four key enablers: leadership, culture, technology, and measurement. – American Productivity and Quality Center.
25. Communications is human nature. Knowledge sharing is human nurture. – Alison Tucker, Buckman Laboratories.
26. The act of making tacit knowledge explicit. Tacit knowledge is the knowledge we each carry in our heads about how to do things, who to call and the lessons learned through experience. Making it explicit is recording in some media that allows another person to use it. The media can be a complex computer database or a piece of paper tacked over the water cooler. There are as many definitions of knowledge management (KM) as there are ways to use it. – <http:// www.moviemaven.com/ technical/definitions/gloslist.htm>.
27. Important concepts in knowledge management include domains, i.e., fields of related concepts and terms, and ontologies, i.e., structures (typically hierarchies or networks) of interrelated terms for things, concepts, relationships, etc. in a given domain. – Felix Weigel.
28. A relatively new concept in which an enterprise consciously gathers and shares its knowledge to further its goals. Some components of knowledge management include data mining and data warehousing (Data Mining: The analysis data for relationships that have not previously been discovered. For example, the revenues for a particular entrée in a restaurant could, if related to other menu-item data, reveal a correlation between the purchase of a particular dessert with that menu-item. Data Warehouse: A centralized repository of operations and transaction information that is captured from diverse sources and is typically housed on a large-scale server). – Hospitality Technology: Buyer’s Guide.
29. Knowledge Management is the process of capturing value, knowledge and understanding of corporate information, using IT systems, in order to maintain, re-use and re-deploy that knowledge. – OIC Document Management.
30. A streamlined approach at improving knowledge sharing across the entire organization. Accessibility of information, documents, best practice methodologies, templates, libraries, and other pertinent information. Hierarchical views of the entire organization, knowledge repositories, company policies, corporate handbook and collaboration. – Tenrox PSA.
31. Knowledge management is the strategy and processes to enable the creation and flow of relevant knowledge throughout the business to create organizational, customer and consumer value. – David Smith, Unilever.
32. Knowledge is a fluid mix of contextual information, values and experiences. For an organization this resides within employees (human capital) and represents a source of creativity, innovation and adaptability to change. Knowledge management is an explicit system to use this capital. – Article 13 Co.
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IBM sebuah perusahaan besar yang mendunia, pernah mengalami masa-masa krisis. Dimana mereka hampir menuju kebangkrutan. Namun seorang penyelamat IBM bernama Louis V. Gerstner mampu membangkitkan kembali IBM menuju puncak kejayaannya lagi. Kita lihat secara ringkas perjalannya dibawah ini.
Profil IBM
Profil Louis V. Gerstner (CEO IBM 1993-2002)
Yang Dimiliki IBM Saat Itu
Kendala yang Dihadapi
▫ Strategi dan kultur perusahaan tidak adaptif terhadap perubahan
▫ Organisasi yang resisten terhadap perubahan
▫ Disfungsional birokrasi
▫ Perubahan kebutuhan pelanggan
▫ Penawaran kompetitor yang lebih baik
Strategi yang Diterapkan Gerstner
Hasil yang Dicapai
8 Prinsip Dasar IBM
Kesimpulan
▫ Excellence in everything we do
▫ Superior customer service
▫ Respect for the individual.
Referensi
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berbicara mengenai KNOWLEDGE MANAGEMENT, seringkali kita mendengar kata SECI… sebenarnya apa sih itu SECI?? ayo kita lihat sejarah dan apa itu SECI…
Konon pada era tahun 1985, Matsushita Electric menemui kesulitan besar dalam produksi mesin pembuat roti. Mereka selalu gagal dalam percobaan yang dilakukan. Kulit luar roti yang sudah gosong padahal dalamnya masih mentah, pengaturan volume dan suhu yang tidak terformulasi, adalah pemandangan sehari-hari dari percobaan yang dilakukan. Adalah seorang pengembang software matsushita electric bernama Ikuko Tanaka yang akhirnya mempunyai ide cemerlang untuk pergi magang langsung ke pembuat roti ternama di Osaka International Hotel. Dia dibimbing langsung oleh sang pembuat roti ternama tersebut untuk belajar bagaimana mengembangkan adonan dan teknik khusus lainnya.
Selesai magang dia presentasikan seluruh pengalaman yang didapat. Pada engineer Matsushita Electric menerjemahkannya dengan penambahan part khusus dan melakukan perbaikan lain pada mesin. Percobaan yang dilakukan akhirnya sukses. Dan produk mesin pembuat roti tersebut akhirnya memecahkan rekor penjualan alat perlengkapan dapur terbesar pada tahun pertama pemasaran.
Ikujiro Nonaka membuat formulasi yang terkenal dengan sebutan SECI atau Knowledge Spiral. Konsepnya bahwa dalam siklus perjalanan kehidupan kita, pengetahuan itu mengalami proses yang kalau digambarkan berbentuk spiral, proses itu disebut dengan Socialization – Externalization – Combination – Internalization.
1. Proses sosialisasi (socialization), yakni mengubah tacit knowledge ke tacit knowledge lain. Ini adalah hal yang juga terkadang sering kita lupakan. Kita tidak manfaatkan keberadaan kita pada suatu pekerjaan untuk belajar dari orang lain, yang mungkin lebih berpengalaman. Proses ini membuat pengetahuan kita terasah dan juga penting untuk peningkatan diri sendiri. Yang tentu saja ini nanti akan berputar pada proses pertama yaitu eksternalisasi. Semakin sukses kita menjalani proses perolehan tacit knowledge baru, semakin banyak explicit knowledge yang berhasil kita produksi pada proses eksternalisasi.
2. Proses eksternalisasi (externalization), yaitu mengubah tacit knowledge yang kita miliki menjadi explicit knowledge. Bisa dengan menuliskan know-how dan pengalaman yang kita dapatkan dalam bentuk tulisan artikel atau bahkan buku apabila perlu. Dan tulisan-tulisan tersebut akan sangat bermanfaat bagi orang lain yang sedang memerlukannya.
3. Proses kombinasi (combination), yaitu memanfaatkan explicit knowledge yang ada untuk kita implementasikan menjadi explicit knowledge lain. Proses ini sangat berguna untuk meningkatkan skill dan produktifitas diri sendiri. Kita bisa menghubungkan dan mengkombinasikan explicit knowledge yang ada menjadi explicit knowledge baru yang lebih bermanfaat.
4. Proses internalisasi (internalization), yakni mengubah explicit knowledge sebagai inspirasi datangnya tacit knowledge. Dari keempat proses yang ada, mungkin hanya inilah yang telah kita lakukan. Bahasa lainnya adalah learning by doing. Dengan referensi dari manual dan buku yang ada, saya mulai bekerja, dan saya menemukan pengalaman baru, pemahaman baru dan know-how baru yang mungkin tidak saya dapatkan dari buku tersebut.
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Aramburu mengatakan semua elemen yang terlibat dalam proses penciptaan knowledge, merupakan knowledge asset. Asset informasi juga merupakan elemen-elemen yang dapat membentuk suatu informasi. Asset tersebut dapat berupa input, output, atau moderator di dalam proses pembentukan tersebut. Sebagai contoh, kepercayaan antar personil merupakan hasil dari proses informasi dan pembentukan pengetahuan di dalam sebuah organisasi. Asset sendiri dapat dikategorikan menjadi 4 tipe:
sumber:
N. Aramburu, J. Sáenz & O. Rivera. (2006) Fostering innovation and knowledge creation: the role of management context. Journal of Knowledge Managemen, vol. 10, no. 3, pp.157-168.