VRM vision - Revision history

BerkmanSysop: UTurn to 1734998400

2025-01-03T22:29:25Z

UTurn to 1734998400

← Older revision	Revision as of 22:29, 3 January 2025
(No difference)

Joe.andrieu: Reverted edits by Maniac (Talk) to last version by Christophercarfi

2009-12-01T08:22:14Z

Reverted edits by Maniac (Talk) to last version by Christophercarfi

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 == Additional Links ==
 * [[VRM FAQ]]
 == References ==
 <references />

Maniac: /* Additional Links */

2009-11-26T20:51:22Z

Additional Links

@@ Line 163: / Line 163: @@
 == Additional Links ==
 * [[VRM FAQ]]
 == References ==
 <references />

Christophercarfi: /* Principles */

2008-07-17T00:17:03Z

Principles

← Older revision		Revision as of 00:17, 17 July 2008
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	== Principles ==		== Principles ==

	VRM ~~recognize~~ a series of principles <ref>[http://blogs.law.harvard.edu/vrm/2008/07/09/because-principles-are-good-to-have/ "Because principles are good to have"], ProjectVRM Blog, 2008-07-16</ref>		VRM recognizes a series of principles <ref>[http://blogs.law.harvard.edu/vrm/2008/07/09/because-principles-are-good-to-have/ "Because principles are good to have"], ProjectVRM Blog, 2008-07-16</ref>
	. These are:		. These are:
	# VRM provides tools for customers to manage relationships with vendors. These tools are personal. They can also be social, but they are personal first.		# VRM provides tools for customers to manage relationships with vendors. These tools are personal. They can also be social, but they are personal first.

Christophercarfi: /* Additional Links */

2008-07-17T00:12:17Z

Additional Links

← Older revision		Revision as of 00:12, 17 July 2008
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	* [[VRM FAQ]]		* [[VRM FAQ]]

			== References ==
	<references />		<references />

Christophercarfi: /* Principles */

2008-07-17T00:11:52Z

Principles

← Older revision		Revision as of 00:11, 17 July 2008
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	== Principles ==		== Principles ==

	VRM recognize a series of principles. These are:		VRM recognize a series of principles <ref>[http://blogs.law.harvard.edu/vrm/2008/07/09/because-principles-are-good-to-have/ "Because principles are good to have"], ProjectVRM Blog, 2008-07-16</ref>
			. These are:
	# VRM provides tools for customers to manage relationships with vendors. These tools are personal. They can also be social, but they are personal first.		# VRM provides tools for customers to manage relationships with vendors. These tools are personal. They can also be social, but they are personal first.
	# VRM tools are are customer tools. They are driven by the customer, and not under vendor control. Nor to they work only inside any one vendorâs exclusive relationship environment.		# VRM tools are are customer tools. They are driven by the customer, and not under vendor control. Nor to they work only inside any one vendorâs exclusive relationship environment.

Christophercarfi: /* Additional Links */

2008-07-17T00:02:59Z

Additional Links

← Older revision		Revision as of 00:02, 17 July 2008
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	== Additional Links ==		== Additional Links ==
	* [[VRM FAQ]]		* [[VRM FAQ]]

			<references />

Christophercarfi: /* History */

2008-07-17T00:00:12Z

History

← Older revision		Revision as of 00:00, 17 July 2008
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	The goal of VRM is to improve the relationship between Demand and Supply by providing new and better ways for the former to relate to the latter. In a larger sense, VRM immodestly intends to improve markets and their mechanisms by equipping customers to be independent leaders and not just captive followers in their relationships with vendors and other parties on the supply side of the marketplace.		The goal of VRM is to improve the relationship between Demand and Supply by providing new and better ways for the former to relate to the latter. In a larger sense, VRM immodestly intends to improve markets and their mechanisms by equipping customers to be independent leaders and not just captive followers in their relationships with vendors and other parties on the supply side of the marketplace.

			== Principles ==

			VRM recognize a series of principles. These are:
			# VRM provides tools for customers to manage relationships with vendors. These tools are personal. They can also be social, but they are personal first.
			# VRM tools are are customer tools. They are driven by the customer, and not under vendor control. Nor to they work only inside any one vendorâs exclusive relationship environment.
			# VRM tools relate. This means they engage vendorsâ systems (e.g. CRM) in ways that work for both sides.
			# VRM tools support transaction and conversation as well as relationship.
			# With VRM, customers are the central âpoints of integrationâ for their own data.
			# With VRM, customers control their own data. They control the data they share, and the terms on which that data is shared.
			# With VRM, customers can assert many things. Among these are requests for products or services, preferences, memberships, transaction histories and terms of service.
			# There is no limit on the variety of data and data types customers can hold â and choose to share with vendors and others on grounds that the customer controls.
			# VRM turns the customer, and productive customer-vendor relationships, into platforms for many kinds of businesses.
			# VRM is based on open standards, open APIs and open code. This will support a rising tide of activity that will lift an infinite variety of business boats, and other social goods.

	== History ==		== History ==

DrummondReed: extensive edits to shorten and format

2008-04-21T23:19:23Z

extensive edits to shorten and format

Show changes

Khopper: cleanup

2008-04-21T13:40:30Z

cleanup

← Older revision		Revision as of 13:40, 21 April 2008
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	=== Problems With CRM ===		=== Problems With CRM ===
	* Don't get me started!....

	CRM, as originally envisaged, was a reasonably attractive sounding proposition to the end customer...Organisations were going to build more complete views of their customers across the many touchpoints and, through investing in 'front office software', cultural change, and integrated processes across marketing, sales and service present a more informed, joined up view of themselves that customer's would find it easier/ more rewarding to deal with.		CRM, as originally envisaged, was a reasonably attractive sounding proposition to the end customer...Organisations were going to build more complete views of their customers across the many touchpoints and, through investing in 'front office software', cultural change, and integrated processes across marketing, sales and service present a more informed, joined up view of themselves that customer's would find it easier/ more rewarding to deal with.