{"id":34845,"date":"2014-07-20t05:57:35","date_gmt":"2014-07-20t09:57:35","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=34845"},"modified":"2024-09-01t14:48:52","modified_gmt":"2024-09-01t18:48:52","slug":"managing-knowledge-as-a-marketing-and-management-tool","status":"publish","type":"post","link":"\/\/www.g005e.com\/2014\/07\/20\/managing-knowledge-as-a-marketing-and-management-tool\/","title":{"rendered":"managing knowledge as a marketing and management tool"},"content":{"rendered":"

what do we really know when we say we know?<\/strong><\/p>\n

by bruce w. marcus<\/em><\/p>\n

the road to knowledge management, now well-traveled, seems to end with the science of acquiring and retrieving data. the end of that road, which was built mostly by the brilliance of computer scientists, stops where a clear understanding of the meaning of useful knowledge begins.<\/p>\n

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but with the growth of knowledge management as a discipline in many aspects of professional practice, some definitions may help forge a new direction for knowledge management that not only move the subject to a new realm of discovery, but may help find ways to make knowledge more useful as a management and marketing tool. we now seem to know a lot about gathering data, and are learning to turn data into knowledge. knowledge must now be adapted to work for the firm, and especially for the firm\u2019s leaders.<\/p>\n

understanding information allows you to focus your management and marketing efforts to meet the specific needs of managing a firm, improving productivity, and designing marketing programs to meet the needs of specific markets. well founded information can make the difference between management and marketing effectiveness, and wasteful and expensive efforts, with a lower return on the investments of time and capital.<\/p>\n

what is information?<\/em><\/h2>\n

first, we know that data<\/em> is not information<\/em>, and information is not knowledge<\/em>. data,<\/em> we know, are basic facts \u2013 unalloyed, with little or no value outside their own existence. to say, for example, that a tree is a tree merely defines that object. it says nothing of its structure, its purpose, its value. it tells us nothing about forests or forestry, or uses of its leaves or trunk. that a tree is a tree is data<\/em>, not information<\/em>.<\/p>\n

information <\/em>is when we integrate the existence of a tree with the existence of, say, furniture. then the facts of a tree take on a new meaning.<\/p>\n

knowledge<\/em> is when we take the information about the tree and the furniture and use it to inform either forestry or furniture manufacture.<\/p>\n

knowledge management <\/em>is when we when we codify knowledge and convert it to useful information.<\/p>\n

what is knowledge<\/em>?<\/h2>\n

theoretically, knowledge<\/em> may be defined as information that is now, or may in the future be, useful in a specific context. knowledge may also be abstract, with no immediate use or application, in which case it may serve as a foundation for an ultimate use. for example, when the laser was discovered in the at&t labs a few decades ago, it was merely a scientific phenomenon, with no apparent practical use. the uses emerged and were developed much later.<\/p>\n

in a business context, knowledge<\/em> is information that can be applied for a specific and useful business purpose. for example, the demographics of a particular market are raw data<\/em>. analyzing that data in terms of the ability to make decisions about serving that area is information<\/em>. knowing how to apply that information to make those decisions is knowledge.<\/em> knowing how to deliver knowledge to those who can use it most effectively to meet a specific objective is knowledge management<\/em>.<\/p>\n

knowledge \u2013 cognition<\/em> \u2013 in this context, has specific properties that must be understood if the subject is to have any practical value.<\/p>\n