Managing Knowledge of Field Staff:

Creating Knowledge Management

Processes at Eureka Forbes
Group 2
Uphar PGP10121
Shivangi PGP10172
Shaloo PGP10046
Shalini PGP10170
Kulbhushan PGP09089
Ankur PGP10132
Introduction
● Forbes & Campbell + Electrolux 2002
● Shapoorji Pallonji Group
● Asia’s largest direct selling organisation
● Door to door selling ,~ 4000 members
1982
● Servicing, Company trained technicians
● Vacuum Cleaners, Water purifier, Air purifier, Security solutions
● > 80 % market share
● Rs 3900 million
● Quality and Customer care
● Knowledge Management
Products
● EF introduced the Aquaguard range of products in 1984
● Vacuum cleaner business was main revenue earner until 2000s
● Air Purification systems were introduced in 1992-93
● Vacuum cleaner - Euroclean

Water Purifier

Aquasure Aquaguard
Performance Incentives &
Employee Development
EF has incentive schemes for its employees
● To qualify for silver club salesperson has to achieve certain norms for seven month
● Qualified club member is sent on a vacation in India
● Top 100 were sent to abroad
● Silver club member for 5 consecutive year were called living legends and also sent on vacation abroad
● Member who has achieved norms for ten consecutive year were called pioneer living legends and sent on
vacation to Europe
EFL has a well-developed induction program
● Eurochamp is assigned a buddy
Leadership development and progression
● Leaders were offered more responsibility
 Culture at Eureka Forbes

1 4 5 6 7
Clan Culture: Learning was fun: Risk taking culture: Nurturing Long term career
environment: workplace:
Eurochamps Self learning People were not
greeted warmly, programme in the punished for failing Induction program by Promotions from
motivated by Academy of learnings instead were assisted buddies of eurochamp, salesman to group
seniors,approachabl in Eureka forbes, by Bosses sharing mentor is also leader, team leader,
e, courteous and communication and their experiences, compensated for his head CRC, branch
knowledgeable team building Performance efforts, Role play manager, all heads
bosses, newcomers exercise, awards were incentives Silver circle sessions by seniors to had once started
groomed by seniors given, induction club, club 100, get the Eurochamps with sales rep,
well, enthusiasm program for freshers, vacations in India and acquainted with Leadership
and spirit to do If worked hard would Europe with all uncomfortable development and
something definitely grow expenses paid questions by customer progression for
unimaginable, senior leaders
Customer Service

● EF was a geographically widespread and culturally diverse organisation

● The desire of the human resource department at EF was to make every salesman a 'Pioneer
Living legend
● The management believed that while EF should aim to achieve global standards, it had to
act according to local market conditions
Challenges
Salesforce Challenges Significant variation between the
competencies of sales personnel

Touch base with the employees

Knowledge transfer

People (Soft) issues in

knowledge management
Recommendations
Indigenous KM
1 Platform
● Greater involvement &
sharing tacit knowledge by
the workforce
● Identify the knowledge
requirement more selectively
● Learning effect will help save
costs in long term
● Data security & Flexible to
organizational needs
Knowledge
2 Management Process
● Strategic audit to identify
knowledge
requirements,current state
and critical gaps.
● Create specialized units for
generating,organizing,developi
ng and distributing content
● Provide training, track
usability and gather feedback
from employees
Salesforce
3 Challenges
● Veteran employees can share
their journey to emphasizing
importance of having sales
experience
● Rewards should not be solely
on sales volume basis
● Set up a formalized training
centre with customized
programs for all levels of
workforce