The Quality Competitiveness Index Model (QCI)
QCI are independent specialists who assist blue chip companies in managing customers. They are both strategic theorist and foremost practitioners (Hewson et al, 2002). The QCI model shown below is described as below.
Figure 2.7: The QCI Customer Management Model (Hewson et all, 2002)
The above is described as a customer management model, omitting thereby the word “relationship”. At the centre of the model, they highlight a range of activities needed by companies to perform in perspective to acquire and retain customers. This model also features people performing processes and utilizing technology to assist in those activities.
The Customer Relationship Management CRM Value Chain Model
The CRM value chain (figure. 2.7) is a model which businesses can follow when developing their CRM strategies (Buttle, 2004). This model had been developed by a range of SMEs such as IT, software, telecoms, financial services, retail, media, manufacturing, and construction. This model is built from strong theoretical principles and the practical requirements of business.
Figure 2.8: The CRM Value Chain (Buttle, 2000)
The main purpose of this model is, according to Buttle (2004), to ensure that the company builds long- Continue reading “The Quality Competitiveness Index Model QCI”
Setting a Customer Relationship Management CRM Program
Before executing a Customer Relationship Management CRM plan, getting to understand the processes is very important. As stated by Winer (2001), different people perceived CRM to mean different things. To some, it means direct e-mails, some other see it as mass customization or developing products that fit individual customers’ need.
IT specialist sees it as some sort of technical jargon like online analytical processing (OLAP) or customer interaction centers (CICs).
Before microfinance institutions go into launching their Customer Relationship Management CRM, Continue reading “Setting a Customer Relationship Management CRM Program”
Microfinance refers to a variety of financial services that target low-income clients, particularly women. Since the clients of microfinance institutions (MFIs) have lower incomes and often have limited access to other financial services, microfinance products tend to be for smaller monetary amounts than traditional financial services.
These services include loans, savings, insurance, and remittances. Microloans are given for a variety of purposes, frequently for microenterprise development.
The diversity of products and services offered reflects the fact that the financial needs of individuals, households, and enterprises can change significantly over time, especially for those who live in poverty. Because of these varied needs, and because of the industry’s focus on the poor, microfinance institutions often use non-traditional methodologies, such as group lending or other forms of collateral not employed by the formal financial sector.
MIX recognizes many general definitions of microfinance, but for analysis purposes, employs a functional definition: Continue reading “What is Microfinance?”