this is knowledge and innovation management, can u help me? pls give the answer of a and b as soon as possible

Titan Industries Company Background Titan Industries, Bangalore, India, is the fifth largest integrated watch manufacturer in the world. In addition, through leveraging its manufacturing expertise, Titan has branched into components and subassemblies, machine building and automation solutions, precision engineering for the aerospace and automobile sectors, tooling solutions, electronic sub-assemblies and stylish prescription eyewear. Titan Industries also developed India's largest retail network through its exclusive 'World of Titan', Helios and Fastrack showrooms, after-sales-service centers, jewelry stores, and eyeglass stores. These combinations of multi-brand stores, large format stores, precision engineering and fierce competition call for rapid learning throughout the organisation Titan Industries continually strives to learn from its past experience to create conditions for future success. Titan continuously identifies factors that aided its success as well as factors that impeded its progress so that its impressive track record is pointing the direction towards future stellar performance. Executive management's investment in the implementation of its corporate-wide Sales and Knowledge Management (KM) portal is further evidence. Early in 2006, Titan's leaders identified two areas of enormous potential to leam from its experiences to build a framework for continued success: knowledge management and sales. Prior to developing its knowledge management system, most internal documents were stored and retrieved manually. There was no standardised workflow for collaboration. Finding information and documents was difficult. Only by institutionalising its knowledge, could past successes be replicated. Thus, Titan implemented a KM portal as a key component of its business strategy to continue delivering innovative products and services to its customers. Titan's KM vision is to institutionalise knowledge sharing using portals, communities of practice, and its internal Quest magazine. Titan's KM initiative is a blend of information, collaboration and communication. As part of the development process, Titan mapped knowledge assets and processes for each department. Customer knowledge is also considered important, and thus is captured and used in the sales efforts in other areas. Implementation of the Knowledge Management Strategy (KMS) Enteg Infotech (now Altimetrik) was selected to develop the system, Enteg used SAP Netweaver's platform to provide flexibility, to fulfill current requirements and lay the foundation for future enhancements. The Net Weaver Portal component provided centralised access to all business-critical SAP and non-SAP applications in one login and user interface. Enteg implemented both the KM and Sales portal with SAP Enterprise Portal 7.0, a component of SAP Netweaver. In addition, custom software was developed to meet unfulfilled business requirements. All employees can share ideas, opinions and knowledge independent of physical location or department base. Decisions are now made on the universal availability of information. Titan expects this availability of information at the finger tips to further accelerate its customer responsiveness to enable it to deliver innovative products and services to its customers. The best feature, according to Titan, is that of managing localised best practices. The Sales Portal provides management and the sales force with an online sales information tracking tool. Now, Titan can direct appropriate sales activity to the right regions without detracting from other ones. Plus, the manual efforts in tracking sales have been dramatically reduced. Marketing and sales have improved dramatically. The Web interface set a common reference point for all users. Most were familiar with Web access, so training was minimal Question 1 (Continued) In its KM initiative, Titan made it clear that knowledge sharing was an expected part of everyone's job. No rewards or other incentives were created. The culture simply supported and expected it. Titan developed a comprehensive range of metrics covering KM outcomes: deployment, use and effectiveness, though these were not strictly quantifiable. Communities of Practices (CoP) at Titan cover activities that include among others retailing, customer service, showroom, maintenance, quality and tool manufacturing. The quality CoP spans functional areas and thus impacts a range of areas in interesting and unanticipated ways. KM COPs are used by technicians as well as receptionists, and are enhanced during regional and functional meetings. The communities of practice are the clearest evidence of this. CoPs are the most important mechanism for communication across non-common products. Common areas such as Quality are visible and show the benefits of the system to all users. Knowledge sharing is an expected part of everyone's job, and thus part of the culture. True, this was instituted from above; there are many cases where the CEO arranges to get the KMS developed, and then demands its use. The organisational culture then shifts. There was strong support by the chief executive. He instituted the development of the system and was involved with its development throughout the entire process. Titan clearly succeeded in meeting its KMS goal of synergising knowledge initiatives across diverse sectors. SAP India recognised this project and rewarded Titan with its SAP ACE 2007 award. The Titan success factors are as follows. The system also improves customer service as staff can search for solutions within this KM system. Adapted from Halawi, L, McCarthy, R & Aronson, J 2017, 'Success Stories in Knowledge Management Systems', Issues in Information Systems, vol. 18, no. 1, pp. 6477. Required: (a) Discuss FIVE (5) reasons that Titan needs to implement a proper Knowledge Management (KM) system. (20 marks) (b) Using the SWOT analysis tool, evaluate the overall effectiveness of Titan's implementation of the knowledge management system. (20 marks) [Total: 40 marks]