The need for Micro, Small, and Medium Enterprises (MSMEs) to connect with customers is increasing. Understanding customer behavior is necessary for running a business, especially during a pandemic. Customer Relationship Management (CRM) helps MSMEs to manage this connection. However, in its implementation, MSMEs experience obstacles such as not understanding the CRM concept, the absence of a strong leader, and limited resource support. Therefore, it is crucial to know how MSMEs should carry out CRM. The study conducted through this literature study aims to analyze the application of CRM by MSMEs and provide policy advice to the government to help MSMEs during the pandemic. The results of the study show that the most crucial thing MSMEs must do is to understand what kind of CRM is needed. This will affect the choice of the most suitable type of CRM to run and how MSMEs are trying to run it. A balance between the three main elements in the CRM namely people, systems and processes, and technology, must be met. Therefore, the government can take a role both in the short and long term because of the importance of the role of MSMEs for the country's economy. In the short term, by providing training and mentoring support for MSMEs to go online. Meanwhile, for the long term, by providing support for technology infrastructure, product development, and distribution. In addition, the government can reflect on the Malaysian government, which makes MSMEs a part of politics.

Enormous agricultural resources and broad market coverage have not made agricultural startups develop more massively than non-agricultural startups. Agricultural startups play a vital role in helping to provide and improve food accessibility and stimulate the welfare of producers. This study aims to analyze the development strategy of Indonesian agricultural startups. The method used is a qualitative and quantitative approach carried out with discussions/interviews with agricultural startup stakeholders and analysis of Strengths, Weaknesses, Opportunities, and Threats (SWOT). The results show that the right strategy is an aggressive strategy by conducting business expansion in concentration on horizontal integration in each part, both on the upstream side, onfarm, downstream, and as supporting roles. For this reason, various efforts and policies are still needed to reduce the risk of agricultural startup businesses, namely (1) build and develop digital infrastructure, including the development of digital talent, (2) cooperation between the government and the private sector to introduce technology and innovation. In agriculture, (3) developing commodity futures markets and warehouse receipt systems, (4) increasing the role of incubation and or acceleration of agricultural startups, and (5) increasing the availability and accessibility of integrated data as a basis for decision making.