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With the proliferation of Knowledge Management it is easy to obtain somewhat wrong impression that we have finally reached the stage in the management science development where the application of a unitary approach can bridge the gap between the strategic management of the 1970-s and the failed efforts of Business Process Reengineering (BPR) Gronroos [7]. To this end, a series of research papers were dedicated to showing how knowledge in a company is created, c.f. Hueseman [8]. However, Nonaka and Takeuchi [10] work attracted Authors’ special attention, as it contains analyses of a set of case studies, complete with a model of knowledge spiral, which is of focal interest, here. We shall aim at extending this approach to include nonlinear dynamic aspects of creating a marketable knowledge and propose how to use layers of accumulated know-how during the tendering process and beyond. Albeit, the outlined results are presented in very general, descriptive terms, it should be rather straightforward to adopt them to needs of any knowledge-based company equipped with an intranet intelligent network by way of encoding specific context of its business.