In today’s highly competitive world, an increasing number of organizations have realized the importance of becoming more customer-centric and invested a large amount of time and resources in a Customer Relationship Management (CRM) system with the aim of better managing their customers. A large number of CRM projects, however, end up failing or struggling. While many studies have been conducted about methodologies, tools, and theoretical conceptualizations of CRM, there is little, if any, emphasizing the critical steps and key challenges to its successful implementation.
CRM can help organizations manage customer interactions more effectively to maintain competitiveness in the present economy. As more and more organizations realize the significance of becoming customer-centric in today’s competitive era, they adopted CRM as a core business strategy and invested heavily. CRM, an integration of information technology and relationship marketing, provides the infrastructure that facilitates long-term relationship building with customers at an enterprise-wide level. Successful CRM implementation is a complex, expensive and rarely technical projects. This paper presents the successful implementation of CRM from process perspective in a trans-national organization with operations in different segments. This study will aid in understanding transition, constraints and the implementation process of CRM in such organizations.