ABSTRACT
The potential value of Customer relationship management (CRM) has been recognized throughout virtually all industry verticals, and CRM initiatives have been embraced by companies of all market capitalizations. This chapter examines the distinctions at length, but briefly note two key differences: audience and complexity. First, salespeople are notoriously resistant to embrace technology, and second, CRM relies more on what might be called "soft dat" than other systems. Customer centricity, in practical terms, could manifest itself as a kind of process discipline, such as entering a new business card promptly, inputting thorough meeting notes, and sending a note to the marketing team alerting them to the new contact. The chapter studies that achieving CRM success is the result of mastering a collection of functional, psychological, and technical factors. It explores the key drivers that cause firms to undertake CRM initiatives, which span both strategic and tactical goals.
