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China's ICT Policy and Rural Area Development
Community-Based Information System
Mapping Climate Change
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Consumer Relationship Management (CRM)
Implications for MVPs.
While the MVPs are a non-profit operation, it is important that the citizens in the MVPs be treated as consumers to some extent. Their needs, interests, and cultural norms are all important for the implementation of successful poverty eradication projects. CRM can improve the way MVP staff interact and communicate with the local population. With a properly implemented CRM, MVP staff will have easy access to a wealth of knowledge about the villagers, and these systems can be expanded outside the traditional corporate practices. For example, any pregnant women who interacts with staff can be entered into the system. The data from other programs can also be imported. In this way, there exists a unified database of all recognized pregnant women. Resources and education can then be tailored accordingly.
Highlights from Wikipedia
Customer relationship management
) are methods that companies use to interact with customers. The methods include employee training and special purpose CRM software. There is an emphasis on handling incoming customer phone calls and email, although the information collected by CRM software may also be used for promotion, and surveys such as those polling customer satisfaction.
Initiatives often fail because implementation was limited to software installation, without providing the context, support and understanding for employees to learn.
] Tools for customer relationship management should be implemented "only after a well-devised strategy and operational plan are put in place".
Several CRM software packages are available, and they vary in their approach to CRM. However, as mentioned above, CRM is not just a technology but rather a comprehensive, customer-centric approach to an organization's philosophy of dealing with its customers. This includes policies and processes, front-of-house
, employee training, marketing, systems and information management. Hence, it is important that any CRM implementation considerations stretch beyond technology toward the broader organizational requirements.
The objectives of a CRM strategy must consider a company’s specific situation and its customers' needs and expectations. Information gained through CRM initiatives can support the development of marketing strategy by developing the organization's knowledge in areas such as identifying customer segments, improving customer
, improving product offerings (by better understanding customer needs), and by identifying the organization's most profitable customers.
Equally critical is the human aspect of the implementation. A successful implementation requires an understanding of the expectations and needs of the stakeholders involved. An executive sponsor should also be obtained to provide high-level management representation of the CRM project.
One of the primary functions of CRM software is to collect information about customers. When gathering data as part of a CRM solution, a company must consider the desire for
, as well as the legislative and cultural norms. Some customers prefer assurances that their data will not be shared with third parties without their prior consent and that safeguards are in place to prevent illegal access by third parties
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