CRM Implementation in PR China: A Preliminary Evaluation

The scope and nature of Customer Relationship Management (CRM) implementation in Chinese enterprises is examined to identify the focus of implementations, areas of implementation, implementation strategies and perceived benefits of a convenience sample of cases selected from business press reports. The study also looks at what Chinese managers view as the key CRM concepts for beneficial performance

E-Governments: Utilizing Customer Relationship Management (CRM) Platforms to Serve Citizens

In a democracy, elected governments are expected to meet the needs of their various constituencies in order to have an opportunity to continue in power. “Citizen” or “constituent” is legitimate stand-in for the letter “C” in Customer Relationship Management, accepted in the world of business. Currently, many CRM companies are prospecting the public sector organizations to market their products. The government markets, globally, are the fastest growing market for CRM systems in the upcoming years. This paper describes the goals of e-Government implementations and applications that characterize the nature of citizen service delivery initiatives in the public sector. The paper examines the differences between applying CRM in public and private sector. The paper goes on to discuss the application of four E-Commerce based CRM implementation strategies in the public sector and their outcomes in selected cases. The second part of the paper uses publicly available empirical data to investigate scope, extent and impact of global e-Government implementations

Stealth marketing as a strategy

Stealth marketing has gained increasing attention as a strategy during the past few years. We begin by providing a brief historical review to provide some perspective on how this strategy has been practiced in a myriad of ways in various parts of the world, and how it has consequently evolved in the emerging new marketplace. A more inclusive definition of stealth marketing is then proposed to conceptually understand its use in various contexts. Specifically, we propose a new typology of stealth marketing strategies based on whether businesses or competitors are aware of them, and whether they are visible to the targeted customers. We further provide suggestions of how firms can counter the stealth marketing strategies used by their competitors. Contrary to conventional wisdom, evidence is also provided about how such strategies can be used for "doing good" for society. Finally, the assessment of efficiency and effectiveness of stealth marketing strategies, and their related ethical implications, are discussed.Stealth marketing Typology Market orientation Ethical considerations Social responsibility