Case Study: Frito-Lay Sales Force Sells More Through Information Collaboration.

CIO — The Company: Frito-Lay
Revenue $8.5 billion
Headquarters Plano, Texas
URL www.fritolay.com
KM problem No centralized system for finding and consolidating corporate and customer sales account information

It takes more than good flavor and a heartY crunch to sell the salty snacks churned out at Frito-Lay. Corporate executives knew that capturing best practices and corporate information would give employees something they could sink their teeth into. But information was scattered around the company in disparate systems, and there was no easy way for the geographically dispersed sales force to get at it.

"We had knowledge trapped in files everywhere," says Mike Marino, vice president of customer development at Frito-Lay, an $8.5 billion division of PepsiCo in Plano, Texas. Marino says that he knew if the 15-member sales team could only access the same information, it would solve its ongoing problems with information sharing and communication.

For example, multiple salespeople would ask the corporate sales, marketing and operations staff for the same types of information and data, such as current private-label trends in their snack category or research on people’s shopping behavior, he says. The result? Frito-Lay’s support staff ended up performing the same tasks over and over. If that information lived in a central, easily accessible spot, the salespeople could access it as needed.

Additionally, Marino says, much valuable knowledge was squirreled away on each salesperson’s system. There were many idiosyncratic methods of capturing information, "none of which were terribly efficient," he says.

Marino says the sales team also lacked a place for brainstorming and collaboration online. "If somebody got a piece of research and wanted to get input from account executives in Baltimore and Los Angeles, the ability to collaborate [online] just wasn’t there," he says.

The answer, Marino’s group realized, was to build a knowledge management portal on the corporate intranet. A KM portal is a single point of access to multiple sources of information and provides personalized access. Companies are starting to pay attention to portals because they offer an efficient way to capture information, says Carl Frappaolo, executive vice president and cofounder of the Delphi Group, a consultancy in Boston. A KM portal at Frito-Lay would give the sales department a central location for all sales-related customer and corporate information and cut down on the time it took to find and share research. In addition to different types of information about the team’s customers--including sales, analysis and the latest news--the portal would contain profiles on who’s who in the corporation, making finding an internal expert a snap.

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