Infomentality. Your infomentality. Information gathering mentality. Components of the information gathering mentality. Elements of the information gathering mentality. Your intelligence gathering plan -- Infogoals. Simple information request. Understand the source information. Synthesize the data. What businesses need. Risks. The ultimate goal -- Building knowledge. Find it. Secure it. Evaluate it. Understand it. Analyze it. Synthesize it. Disseminate/distribute it. Act on it. Information basics -- Infoplan. Why information gathering is important to sales. External information sources. Opinions. Aim of the knowledge management program : getting and keeping new clients -- Competitor information -- Customer relations. Your competition : are they colleagues or are they competitors. What constitutes good service? What do customers want? Communication. Surveys. Exit interviews. Information sources. Customer base. Misinformation -- Referral source information. Art of networking. Building an information network. Right knowledge. Meeting with influencers. Information sources -- Infoplan. Why we gather information. Why you must plan. Planning process. Choosing information gathering activities. Why information gathering plans fail.
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"Stapleton believes these goals can be achieved by forming an organizational "infomentality" for organizing the array of data, opinion, and information inputs into usable, applicable knowledge. With all personnel understanding what is important and what to do with what is important, mistakes are eliminated and knowledge is employed to its maximum advantage. Subsequent chapters describe processes for building knowledge, gathering intelligence, compiling competitor information, improving customer relations, and maximizing referral source information. The author also puts forth a ten-step system for turning information into knowledge that focuses on finding information, analyzing it, acting on it, and maintaining it."--Cover.
"Stapleton explains that while the most significant challenge of the last century was acquiring information, the chief problem of the twenty-first century is figuring out what to do with it. This task can be distilled into two goals: defining and eliminating the subjective factors in the information-gathering process that can hinder knowledge management and ensuring that all employees have access to information and the operational latitude to act on it in a manner that is meaningful to the company."
"The technology revolution of the 1990s and the post-bubble information explosion have created one critically important function that remains wildly unregulated and completely up-for-grabs - knowledge management. James Stapleton draws upon twenty years of helping turn average companies into extraordinary success stories that reveal how to capitalize on the last true competitive advantage in the Executive's Guide to Knowledge Management."