Customer Relationship Management (CRM) emerged in the early 1990s as a technical, systems-focused solution. Its importance grew significantly as system providers expanded their reach, and in parallel, the strategic value of CRM became increasingly recognized. This evolution highlighted that CRM was, fundamentally, a business model geared towards achieving sustainable profitability.
Academic interest further amplified this shift in the early 2000s, solidifying CRM's standing as a universal business topic. The advent of online shopping profoundly re-engineered CRM, firmly centering the customer at the core of business operations. Despite this widespread recognition of its strategic importance and the emphasis on customer-centricity, the current reality for the vast majority of businesses is that CRM has not been fully adopted as a guiding business philosophy and a fully integrated operating model. Its potential has not been entirely grasped, leading to incomplete embrace and suboptimal implementation of robust customer relationship management strategies.
The author directly addresses this challenge by deconstructing CRM into its fundamental components, explaining the distinct roles and relevance of the 'C' (customer), 'R' (relationship), and 'M' (management) within the framework of customer relationship management. This practical guide is firmly rooted in a strategic framework, aiming to deliver clear, actionable insights and demonstrate how to convert these insights into tangible results. Written in an accessible, jargon-free style and enriched with illustrative case studies, the book provides concrete examples of how effective relationship management operates in practice. It serves as an immediate, practical reference for businesses seeking to develop and implement a comprehensive CRM strategy, fostering stronger customer relationships and driving business growth.
