{"id":129,"date":"2015-01-06T17:25:20","date_gmt":"2015-01-06T17:25:20","guid":{"rendered":"http:\/\/blog.management-posts.com\/?p=129"},"modified":"2015-01-06T17:25:20","modified_gmt":"2015-01-06T17:25:20","slug":"the-theoretical-customer-relationship-management-framework","status":"publish","type":"post","link":"https:\/\/whatiscrm.net\/the-theoretical-customer-relationship-management-framework\/","title":{"rendered":"The Theoretical Customer relationship management Framework"},"content":{"rendered":"

The researcher in this chapter intends to point out the product of the knowledge acquired from the review of past literature on the subject area combined with the analyses obtained from the findings on the data gathered along the questionnaire.<\/em><\/p>\n

5.2<\/strong> The Theoretical CRM Framework<\/strong><\/p>\n

The theoretical framework the author is to use comprises a series of three components, such as: Government<\/strong>, Investor<\/strong>, and Performance Evaluation. <\/strong>These components are relied on the past frameworks from Dasai, Forrester, Payne and Frow.<\/p>\n

In fact, the Government and the private sector should be involved for a successful use of CRM in Cameroon microfinance industry. Thus, there should be a measure of substantial exchange of responsibilities from the both sides. In matter of fact, the Government, sets conductive business environment for the private investor in perspective to set its business. The performance evaluation of both components acts in order to evaluate their performance and, if any, can identify it and sort it out. Using this mechanism, a competitive environment will be created and<\/span> will pull the investor to run business.<\/p>\n

The above components are illustrated in the figure 5.1 below
\nFigure 5.1: The Theoretical CRM Framework<\/p>\n

The author intends to carry out the different components of the figure 5.1 above.<\/p>\n

5.2.1\u00a0\u00a0\u00a0 The Government<\/strong>
\nAfter carrying out the analysis in Chapter Four, the artefact is being conceptualized despite the fact that this needs some adjustment. After analysis, for the number of employees contained in each MFI was known, 75% of MFIs consist of less than 50 numbers of employees in which only 38% of them have already applied CRM while an important proportion (51.1%) is still considering whether or not to implement it. This high proportion might not be unconnected with the fact that most of the MFIs that is 60.4% still do not have a website. This leads to interaction with their customers mostly through emails and media.<\/p>\n

Consequently, from the survey, the respondents agree that the CRM will be practiced thanks to the active will of the Government in playing its own role by setting substantial elements such as social infrastructure, business regulations, financial policy, IT security, monetary, human and political aspects. Cameroon needs an overall strategic framework and not just a list of aspirations and weaknesses. This strategy requires a more rigorous prioritization and sequencing while competitiveness improvement demands a coordinating structure within government and a disciplined process of monitoring implementation. To put it bluntly, the Government should create a conductive and comprehensive business environment in which there is a disciplined process on ground to monitor the implementation of policies and programs.<\/p>\n

The Government should build a viable business environment in dropping its old systems of practicing governance in which they are to drive to economic development through policy decisions and incentives to seeing economic development as collaborative process involving the private sector, labour and Civil Society. To do so,<\/p>\n