ABSTRACT
The logic underpinning successful CRM implementations should not focus on short-term costs and benefits only, nor should it look at a single period in isolation from others. CRM planning must consider the broader impacts on the company. CRM planning must also consider a broad range of CRM strategy possibilities. A narrow scope could work well for an SME or for a company with few customers. A broader scope – one that affects the entire company – is necessary when considering a larger customer base and more contextual complexity. When the company has a clear vision for CRM and CRM’s goals, it is easier to develop a business case. Company structure is a major consideration in this process. By developing and implementing a company structure that fits with the context in which the company finds itself, CRM is more likely to succeed in achieving its goals. CRM can coexist with most organisational structures. CRM systems can help coordinate diverse company resources around marketing, sales, and service outcomes. The ease with which this coordination takes place depends on the extent to which the company adopts market or customer-based structures, however.
