One of Australia's largest electronics re:ail frrms, Dick Smith Electronics, was concerned with how its customers Oeltt witn the huge grc,,,,.th in electronic product and product innovation. lt engaged a research company to conduc: a survey of clients who had recently purchased customer elecironlcs. The n:ajor response noted that customers had a fgli3nrertal fear of buying the wrong thing. This fearwas held by ti,,c different classes of consumer. the 'electrophiles', who love elecironics but don't know much about them the 'eletrophobes', who had bought items for a specific purpose only to find they didn't meet their needs and regretted buying them. A SWOT analysis showed that one of the internal strengths of the company was knowledge of the floor staff. This strength was derived from its heritage as a 'nerd's heaven' where for most of the staff this was a hobby as well as a job. However, this knowledge was perceived by many customers as enhancing ttreir fear as some felt intimidated about their own lack of knowledge when talking to the staff. The company undertook a review of its strategic objectives and new human resource strategies were developed: the training and development budget was increased and a progrJ* implemented to help staff see themselves as simplifiers. A 'Power Squad' was creited to deliver and install product and train the customer in the product's use. These human resource activities were part of an overall strategy that also included changing the 9 million brochures the company produces a month to include more communication of the product and technology information instead of just pricing. Setting up customer education services in stores and redesigning store layouts to include customer education areas was an additional development. 1. What types of practices, procedures and processes at Dick Smith Electronics allowed for the identification, creation, distribution and adoption of insights and experiences by employees? Assessment 1 - Version 1.0 Last Updated: June 201 5 a a Page 3 of 6 Assessment 1 - Version 1.0 Last Updated: June 2015 2. What are the objectives of the information or knowledge management system at Dick smith Electronics? How are these obiectives achieved? what measures are used to record or monitor this information? L ,{lmptementing an information or knowledge management system can have several / operational implications the manager m;st be awire of. Glve examples of some of these impticatilns that may be exfierienced at Dick Smith Electronics' 4. The ongoing review and evaluation of the information or knowledge management system ensures it stays retevani.-iind two other advantages of review and evaluation Explain how these advantages could affeci Dick Smith Electronics over the long term -/' n /lldentifying stakeholder training requirementl '!9 needs from a knowledge system ' / requires research. Give examples'of methods Dick smith Electrontcs have used' or could constli ,tlng in the fuiure, to access customer learning needs' 6.Yoursuppliers,contractorsandthosetenderingtoDickSmithElectronicsmayalso require the ability to use yor1. [no*tedge or inf5rmation management system to enable them to fulfil their requirements. Ciue tl*o "*r*ples of how you might achieve this while maintaining the integrity of your system' 7' As a manager at Dick Smith Electronics, you are TaScCnS:,3..- ::.3_3^:.9:.3 requiredtraining,youneedtounderstanotrretypec'{.3,',eog3:Ia: S3e5:e-: B.=., explain two different types of knowledge and piov:a sx3moles ci frc"' !'ou ^1ai i3e-:'r a deficiency in each type within your staff' 8. When planning the facilitation or delivery of training :"a ''equirements of federal and state legislatio-n must be comptied with. List at leaJr:"-ee statutes you must be aware ofwithinyo,,-o,.g,nisational(DickSmithE|ectronicsccl.ltext.