Abstract

Customer relationship management(CRM) is perceived to be failing, and there is an urgent need for some practical ways to address this issue. The research presented in this article demonstrates that the implementation of CRM activities delivers greater profits. The author examine the key drivers and information technology process in implementing CRM using data collected from a diverse sample of firms. The results show that IT processes and top manager's commitment of CRM play a vital role in enchancing an organization's customer relationship performance. The study provides insights into why the use of customer orientation might not always deliver the expected customer relationship performance outcome.