Fighting Cancer With Information: This Case Shows How One Or

Fighting Cancer With Information This Case Shows How One Organization

Fighting Cancer with Information This case shows how one organization used a CRM solution to solve information issues. “The mission of the American Cancer Society (ACS) is to cure cancer and relieve the pain and suffering caused by this insidious disease,” said Zachary Patterson, chief information officer, ACS. The ACS is a nationwide voluntary health organization in the U.S. dedicated to eliminating cancer as a major health problem by supporting research, education, advocacy, and volunteer service. Headquartered in Atlanta, Georgia, with 17 divisions and more than 3,400 local offices throughout the U.S., the ACS represents the largest source of private non-profit cancer research funds in the U.S.

To support its mission, the ACS must perform exceptionally well in three key areas. First, it must be able to provide its constituents—more than 2 million volunteers, patients, and donors—with the best information available regarding the prevention, detection, and treatment of cancer. Second, ACS must be able to demonstrate responsible use of the funds entrusted to it by the public. “Among other things, that means being able to provide exceptional service when someone calls our call centre with a question about mammography screening or our latest anti-smoking campaign,” said Terry Music, national vice-president for Information Delivery at the ACS. Third, ACS must secure donations of time and money from its constituent base. Its success in this area is directly related to providing excellent information and service, as well as having an integrated view of its relationship with constituents. “To succeed, we need to understand the full extent of each constituent’s relationship with us so we can determine where there might be opportunities to expand that relationship,” Music said.

The ACS was experiencing many challenges with its current information systems. “Our call centre agents did not know, for example, if a caller was both a donor and a volunteer, or if a caller was volunteering for the society in multiple ways,” he said. “This splintered view made it challenging for American Cancer Society representatives to deliver personalized service and make informed recommendations regarding other opportunities within the society that might interest a caller.” To resolve these issues, the ACS chose to implement a CRM solution. Critical to the CRM system’s success was consolidating information from various databases across the organization to provide a single view of constituents and all information required to serve them. After an evaluation process that included participation well as to position cellphones as an even more useful and, thus, essential device for consumers. Retailers envision easier transactions also leading to more sales. Mastercard Worldwide is currently using this technology in its PayPass option, and in the U.S. the Bank of America and Citibank have teamed up with Mastercard to place PayPass chips on mobile devices programmed with the user’s credit card information. Consumers can simply tap their cellphone on a special device at a checkout counter equipped with a receiving device. At the time this technology was being pioneered, Betsy Foran-Owens, then vice-president for Product Services at Mastercard International, commented that with this technology, “You don’t even have to get off your phone to pay. You can just tap this thing down at the register.” She also noted, “If you’re not going to carry cash around, what are you going to carry? Your mobile phone.”

Paper For Above instruction

The case of the American Cancer Society demonstrates the strategic application of Customer Relationship Management (CRM) technology to address significant organizational challenges and enhance service delivery. It exemplifies how adopting integrated information systems directly supports mission-critical goals such as improving constituent engagement, operational efficiency, and fundraising effectiveness. Several key themes emerge, notably the strategic importance of data integration, customer-centric service, and leveraging technology to foster closer relationships with stakeholders.

One of the fundamental issues faced by ACS was data fragmentation across multiple databases, which hindered personalized interaction and decision-making. The implementation of a CRM system allowed the organization to compile comprehensive views of each constituent—volunteers, donors, patients—facilitating tailored communication and targeted fundraising strategies. This aligns with the core purpose of CRM: to enhance relationship management through unified data, thereby increasing organizational agility and response quality.

Furthermore, the integration of CRM supports ACS’s reputation for responsible stewardship. Accurate data enables transparent reporting and accountability, essential for maintaining public trust and securing ongoing donations. By delivering timely and relevant information, ACS can foster deeper engagement, encouraging donors and volunteers to participate more actively and recurrently, which is vital for nonprofit sustainability.

From a strategic perspective, this use of CRM exemplifies a differentiation strategy by providing superior service and personalized engagement, setting ACS apart from less technologically advanced competitors or organizations. It also demonstrates aspects of a focus strategy by tailoring services and interactions to specific segments within its broad stakeholder base, such as high-value donors or volunteers interested in particular campaigns.

Technologically, the case emphasizes the importance of data consolidation, real-time access, and user-friendly interfaces that empower call center agents and staff to serve constituents effectively. The success of CRM implementation depends on organizational change management, staff training, and ongoing data governance to ensure accuracy and relevance of information.

Ultimately, ACS’s CRM initiative illustrates how strategic alignment of technology with organizational goals can enhance mission fulfillment, improve operational efficiency, and strengthen stakeholder relationships. Such integration transforms data into an organizational asset, enabling proactive outreach, personalized communication, and data-driven decision-making essential for combating cancer and supporting public health initiatives.

Analysis of Porter’s Five Forces and the Mobile Payment Technology

Barriers to Entry and Switching Costs

Applying Porter’s Five Forces to analyze barriers to entry and switching costs in the context of mobile payment technology, especially systems like Mastercard’s PayPass, reveals several insights. The high capital investment required to develop and deploy secure, reliable payment hardware and software creates significant barriers to entry. New entrants face substantial costs in establishing partnerships with retailers, securing regulatory approval, and ensuring security compliance. Additionally, the need for a large user base to generate network effects further discourages new competitors, as consumers are reluctant to adopt a payment system with limited acceptance.

Switching costs for consumers using mobile payment systems tend to be high initially, as transitioning from established payment methods—cash, credit cards, existing mobile wallets—requires changing habits, updating devices, and learning new procedures. These switching costs are amplified by concerns over security and privacy, which can inhibit consumer willingness to switch to new platforms. Retailers also face costs associated with upgrading point-of-sale terminals and training staff, which act as additional barriers for adopting new payment methods.

Generic Strategy

This technology aligns closely with Porter's differentiation strategy. By offering a seamless, contactless, and fast payment experience, companies like Mastercard distinguish their services in a competitive market. The emphasis on innovation positions the firm as a leader in technological advancement, attracting tech-savvy consumers and progressive retailers. The focus on convenience and security enhances user experience, reinforcing competitive advantage and brand loyalty.

Value Chain of Cellphone Payments

The value chain for mobile payments encompasses several interconnected activities:

• Inbound logistics: Securely embedding payment data and security features into mobile devices.
• Operations: Developing and maintaining the technological infrastructure—contactless chips, secure elements, and transaction processing platforms.
• Outbound logistics: Distributing updated software, payment credentials, and security patches to devices.
• Marketing and sales: Promoting awareness and convenience benefits to consumers and retailers.
• Service: Providing ongoing customer support, security updates, and fraud prevention measures to sustain user trust.

Regulatory Issues

These innovations introduce several regulatory challenges, including data privacy concerns, security standards compliance, and fraud prevention. Governments and regulatory agencies may impose restrictions on data sharing, mandate security protocols, and enforce anti-money laundering procedures. Cross-border transactions further complicate compliance, requiring adherence to differing international laws regarding privacy and financial transactions. Additionally, establishing liability in cases of fraud or data breaches poses legal challenges that necessitate clear regulatory frameworks to protect consumers and providers alike.

Conclusion

Overall, the adoption of mobile payment technology like PayPass represents a significant evolution in retail finance, driven by technological innovation aligned with strategic differentiation. However, high barriers to entry, considerable switching costs, and complex regulatory landscapes require companies to develop robust strategies and compliance measures to succeed in this competitive and rapidly evolving space.

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