CRM文献综述

客户关系管理文献综述二、客户关系管理的概念与内涵客户关系管理是指企业通过对客户的识别、分类、分析、挖掘和管理，建立与客户之间长期稳定的关系，以提高客户满意度、提升企业竞争力和市场占有率的一种管理方式。

客户关系管理的核心是关系营销，即通过建立和维护好的客户关系，实现企业与客户之间的互利共赢。

同时，客户关系管理还包括了客户信息管理、客户服务管理、客户投诉管理、客户满意度管理等多个方面，以全方位地满足客户需求。

三、企业客户关系管理的应用研究企业客户关系管理的应用研究主要包括以下几个方面：客户关系管理系统的建立、客户关系管理的组织架构和流程设计、客户关系管理的实施和运营、客户关系管理的效果评估等。

客户关系管理系统的建立是企业实施客户关系管理的基础，需要根据企业的实际需求和客户特点，选择适合的客户关系管理系统。

同时，企业还需要根据客户关系管理的要求，调整组织架构和流程设计，明确责任和权限，确保客户关系管理的顺利实施和运营。

最后，企业需要对客户关系管理的效果进行评估，及时调整和改进客户关系管理策略。

四、客户关系管理的理论研究状况客户关系管理的理论研究主要包括以下几个方面：客户关系管理的概念和内涵、客户关系管理的影响因素、客户关系管理的实施策略、客户关系管理的效果评估等。

客户关系管理的研究已经形成了一些比较成熟的理论体系，如关系营销理论、数据挖掘理论、客户生命周期理论等。

此外，客户关系管理的研究也在不断发展和完善中，如客户关系管理与社交媒体的结合、客户关系管理与大数据的应用等，这些都将进一步推动客户关系管理理论的发展和创新。

结论客户关系管理作为一种管理方式和理论体系，已经得到了广泛的应用和研究。

未来，客户关系管理将继续发挥重要作用，随着信息技术的不断发展和应用，客户关系管理也将不断创新和完善，为企业提供更加优质的客户服务和更加高效的管理方式。

客户关系管理的理论基础源于西方市场营销理论。

XXX总结了营销观念发展的五个演变阶段，前三个是传统营销观念，后两个是现代市场营销观念。

客户关系管理的应用和理论研究述评与展望摘要：客户关系管理理论在近几年来受到国内外管理界和信息技术界的重点关注，随着全球一体化发展带来的全球化市场竞争和客户竞争，客户关系管理也受到了企业的广泛推崇，因此客户关系管理成为近年来管理界和信息技术界发展最为迅速的领域之一。

本文主要从客户关系管理的产生、客户关系管理的概念与内涵、企业客户关系管理的应用研究和理论研究状况展开，并对客户关系管理的研究进行了展望。

关键词：客户关系管理；营销理论；关系营销;数据挖掘前言著名的管理大师“现代管理学之父”彼得·德鲁克在其著作中提出，“顾客是企业的基石，是企业存活的命脉，只有顾客才能创造就业机会。

企业经营的真谛是获得并留住顾客”。

自客户关系管理概念被提出以来，许多学者从不同视角对CRM展开了研究，并取得了许多有价值的理论贡献，企业和机构也在客户关系管理功能的诱惑下开始实施客户关系管理。

一、客户关系管理的起源CRM（客户关系管理）起源于20世纪80年代初提出的“接触管理”（Contact Management），即专门收集整理客户与公司联系的所有信息。

在 1984 年, Ives 和 Learmonth 提出了客户生命周期(CRLC)的概念,旨在客户生命周期的不同阶段支持并满足客户的所有需求, 被视为CRM 思想的萌芽。

到90年代初期演变成为包括电话服务中心支援资料分析的客户关怀（Customer Care）。

而作为一个概念来说，客户关系管理最早由美国Gartner Group提出，Gartner Group 最初认为，客户关系管理就是为企业提供全方位的管理视角，赋予企业更完善的客户交流能力，最大化客户的收益率。

客户关系管理的理论基础来源于西方的市场营销理论，通过回顾市场营销理论的发展，我们可以对客户关系管理的发展有整体的把握和了解。

营销学家菲利普·科特勒总结了营销观念发展的五个演变阶段，包括生产观念、产品观念、推销观念、营销观念、社会营销观念。

CRM客户关系管理系统文献综述1毕业设计材料：文献综述课题名称：CRM客户关系管理系统专业：软件开发与测试学生姓名：李祥坤班级：0813113学号：30指导教师：卢正洪完成日期：2011-10-23CRM客户关系管理系统文献综述摘要：随着经济的全球化和网络化成为世界经济发展的必然趋势,以及公司之间的竞争日趋激烈,客户己经成为企业与公司争夺的焦点。

客户关系管理(Customer Relationship Management ,CRM) 系统作为一种新型的客户关系管理系统应运而生。

本文简要介绍了CRM系统的结构和分类,以及CRM的发展，同时对CRM系统的设计原理和基本功能作出了描述，在此基础上详细分析了客户关系管理应用系统设计的模式。

关键词：客户关系管理、管理系统、CRM系统、客户一、CRM概述1、CRM的体系结构CRM是一种旨在改善企业与客户之间关系的管理机制,利用现代信息技术,在企业和客户之间建立一种数字、实时、互动的交流管理系统[1 ] 。

从逻辑模型角度来讲,一个完整的CRM 系统分为三个层次:界面层、功能层和支持层。

其中,界面层是用户与系统之间进行交互、获取或输入信息的接口。

通过直观的、简便易用的前台界面,为各项用户操作提供方便。

功能层是由各种功能模块构成,包括销售自动化、营销自动化、客户支持与服务、呼叫中心、电子商务以及辅助决策等功能模块,执行CRM的各项基本功能。

支持层是保证整个系统正常运行的基础,通常包括数据库管理系统、网络通信协议等。

2、CRM分类通常,CRM 系统分为操作型、分析型和协作型三类。

(1)运营型CRM。

运营型CRM为分析和客户的服务支持提供依据。

运营型CRM 收集大量的客户信息、市场活动信息和客户服务的信息,使得销售、市场、服务一体化、规范化和流程化,主要包括销售、市场和服务三个过程的流程化、规范化、自动化和一体化。

在销售方面,包括销售信息管理、销售过程定制、销售过程监控等。

客户关系管理理论的文献综述范文格式
一、引言
日益激烈的市场竞争已使越来越多的企业认识到客户的价值。

如何不断改善客户关系，掌据更多的客户信息，提高客户满意度，“赢得客户，保留客户”己成为许多企业的经营宗旨。

而如何实现这一目标，则是人们更为关注的话题。

为了获取更多的竞争优势，先进的企业将关注的重点由提高内部效率转向注重外部客户，想方设法建立并保持与客户的良好关系。

在这种环境下，客户关系管理(Customer Relationship Management，简称CRM)也就应运而生了。

本文简述了客户关系管理概念的内涵及其起源，概述了国内外学者的观点以及客户关系管理在国内外的应用状况，最后介绍实施CRM的关键成功因素。

二、客户关系管理的概念
CRM（Customer Relationship Management）,即客户关系管理。

最早发展客户关系管理的国家是美国，这个概念最初由XX提出来，在1980年初便有所谓的“接触管理”（Contact Management），即专门收集客户与公司联系的所有信息，到1990年则演变成包括电话服务中心支持资料分析的客户关怀（Customer care），90年代后期开始在企业电子商务中流行。

关于CRM的定义，不同的研究机构和学者有着不同的表述。

最早提出该概念的XX认为：所谓的客户关系管理就是为企业提供全方位的管理视角；赋予企业更完善的客户交流能力，最大化客户的收益率；客户关系管理包含五个主要组织的方向，分别是行政管理、产品运营、产品管理、市场销售和客户服务1。

（本文章版权归作者所有，更多客户关系管理理论的文献综述范文格式请浏览
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crm论文参考文献crm论文参考文献本文是一篇参考文献，参考文献是在学术研究过程中，对某一著作或论文的整体的参考或借鉴。

征引过的文献在注释中已注明，不再出现于文后参考文献中。

crm论文参考文献篇1[1]董西明.客户关系管理及其应用[J].学术交流，2004（8）[2]王光玲.CRM—企业管理理念新发展[J].经济论坛，2003（9）[3]崔京波，陈颖.论CRM及应用[J].科学与管理，2005（6）[4]田丹.浅析供应链环境下的客户关系管理（CRM）[J].商情（教育经济研究），2008（3）[5]左臻.浅谈客户关系管理[J].科技情报开发与经济，2005（5）[6]徐辉.浅析客户关系管理[J].商业经济，2008（10）[7]姚德全，于冬梅.客户关系管理在企业发展中的重要性[J].科技创新与应用，2013（8）crm论文参考文献篇2[1]郭愈强，樊玮.数据挖掘技术在民航CRM中的应用[J]，计算机工程，2005（31）：169-171.[2]刘彬，白万民.浅析数据挖掘技术在CRM中的'应用[J].电子世界，2014，01（17）：16-17.[3]杨虎猛，朱汝岳.金融业分型CRM系统探索与应用[J].计算机应用与软件，2013，07（30）：259-261.[4]徐国庆，段春梅.数据挖掘技术在CRM中的应用研究[J].网络安全技术与应用，2012，02（12）：38-40.[5]王一鸿.体检中心CRM构建及数据挖掘的应用研究[D].华东理工大学，2011.[6]潘光强.基于数据挖掘的CRM设计与应用研究[D].安徽工业大学，2011.crm论文参考文献篇3[1]廖雯.基于客户生命周期的CRM策略研究[J].商，2015（17）：15-15.[2]陈杭.电子商务的营销资源在CRM策略中有效分配探讨[J].现代商业，2015（11）：42-43.[3]金子琦.纷享销客中国式CRM商业逻辑大复盘[J].创业邦，2015（10）：90-91.[4]姚婷.探析客户关系管理系统对中国创意产业园运营模式的指导意义[J].中国市场，2015（27）：59-61.[5]朱华玉.湖南铁道职业技术学院CRM实践研究[J].辽宁高职学报，2015，17（7）；19-21。

（2011届）毕业论文（设计）文献综述题目: 基于仿真模拟的CRM系统设计及实现学院:商学院专业:信息管理与信息系统班级:学号:姓名:指导教师:一、前言部分1、写作目的基于仿真模拟的CRM系统设计的基本思路是采用仿真方式模拟CRM的各种先进理念、操作流程及相关知识[1]。

以客户为核心，寻找客户、预约客户、培养客户并向培养成熟的客户进行产品推销，产品销售完成后进行一系列的客户维护活动；并结合仿真的方式，让学生在相同总资金情况下，以角色扮演的方式，对系统所提供的客户进行分析，并采取一系列的预约、培养、推销、维护等行为，对经营数据量化，根据总评价来判断模拟运营成绩，创造使模拟公司充分发挥潜在能动性的模拟环境[2]，从而达到让学员了解客户关系管理的目的。

2、有关概念介绍（1）仿真模拟所谓仿真模拟，即是外形仿真、操作仿真、视觉感受仿真，使用真实的模型或其他等比例的模型作为参与者的操控平台，通过实际操作，使参与者有身临其境的切身体会。

最后对仿真结果进行科学的分析，得出正确、有效地结论[3]。

（2）客户关系管理系统客户关系管理系统（crm）是利用信息科学技术，实现市场营销、销售、服务等活动自动化，是企业能更高效地为客户提供满意、周到的服务，以提高客户满意度、忠诚度为目的的一种管理经营方式[4]。

客户关系管理既是一种管理理念，又是一种软件技术。

以客户为中心的管理理念是CRM实施的基础。

CRM系统可以帮助企业搜集、跟踪和分析每一个客户的信息 ,从而知道什么样的客户需要什么东西 ,同时还能观察和分析顾客行为对企业收益的影响 ,使企业和客户的关系及企业利润得到最优化[5]。

（3）技术ASP是一项微软公司的技术，是一种使嵌入网页中的脚本可由因特网服务器执行的服务器端脚本技术。

指 Active Server Pages（动态服务器页面），运行于IIS 之中的程序。

3、综述范围基于仿真模拟的CRM系统设计主要是采用仿真的方式来模拟客户关系管理各项操作的系统，从仿真模拟、客户关系管理系统、技术三个方面来进行综述。

CRM客户关系管理系统文献综述毕业设计材料:文献综述主题名称:客户关系管理客户关系管理系统专业:软件开发与测试学生姓名:李班级级别:0811313学号:30讲师:毕业日期:年数据仓库、在线分析处理和数据挖掘技术的发展为企业分析和处理大量数据提供了强大的工具。

1.数据仓库技术。

数据仓库是一个面向主题的、集成的、不可更新的、时变的数据集，它为用户提供当前和历史数据以支持决策。

借助数据仓库，客户关系管理系统可以充分利用数据仓库的分析结果，制定市场策略，创造市场机会，提高企业利润。

在基于数据仓库的客户关系管理系统中，系统提取、集成、转换并加载数据到数据仓库中，并通过OLAP和报表，将客户的整体行为分析和企业的运营分析传递给数据仓库的用户。

用户使用这些分析结果来制定准确有效的市场策略。

2.数据挖掘技术。

数据挖掘是从大量不完整、模糊和随机的数据中提取隐藏的、未知的但潜在有用的信息和知识的过程。

在客户关系管理系统中，数据挖掘是通过各种分析方法，从大量无序、肤浅的客户数据中挖掘出内部信息，并根据信息设计模型预测不发生行为的结果。

数据挖掘技术在客户关系管理中的一些重要应用如下:(1)客户获取。

使用数据挖掘技术可以将大量的客户分成不同的类别(组)，这适合于客户细分。

通过群体细分，客户关系管理用户可以更好地了解客户并发现全面的客户行为和集团客户行为规则，制定相应的市场策略。

同时，通过对不同客户群的交叉分析，企业可以发现客户群的变化规律。

(2)发现关键客户。

关键客户发现是发现对企业有重要意义的客户。

主要客户包括:有价值的潜在客户；有更多消费需求的同一客户；更多的客户使用相同的产品或服务；需要保持忠诚度的客户。

关键客户发现在客户关系管理中起着重要作用。

(3)客户流失分析。

判断哪些客户群最有可能丧失哪些特征，有助于企业提前为面临损失风险的客户采取相应的营销措施。

利用分类技术建立预测模型，更准确地识别弱势客户群体，并制定相应的方案，最大限度地维护老客户。

企业客户关系管理综述简介企业客户关系管理（Customer Relationship Management，CRM）是指企业通过建立和维护良好的客户关系，提高客户满意度，从而获得持续竞争优势的管理理念和方法。

CRM的核心是将客户放在企业运营的中心位置，通过有效的信息管理和沟通，实现与客户的有效互动，从而提升企业的销售、市场营销和客户服务能力。

CRM的重要性企业客户是企业发展和运营的重要资源，拥有一群稳定的高质量客户对企业的发展至关重要。

CRM通过系统化、科学化的管理方法有效地帮助企业获得和保持客户，提升客户满意度，扩大市场占有率。

同时，CRM还能够通过精准的市场分析和客户洞察，帮助企业确定战略方向，优化产品和服务，提高盈利能力。

CRM的关键功能销售管理CRM系统可以帮助企业实现对销售过程的全面管控，从机会跟踪到成交，实时了解销售情况。

通过CRM系统的销售管理功能，可以有效提高销售团队的工作效率，准确把握客户需求，推动销售流程快速、高效地进行。

客户服务管理CRM系统可以建立和维护客户的完整档案，包括客户的基本信息、购买历史、服务记录等。

通过客户服务管理功能，企业可以更好地了解客户需求、反馈和投诉，并能够及时响应和解决问题，提供个性化的服务，提升客户满意度。

营销管理CRM系统可以帮助企业进行精细化的市场分析和客户洞察，通过对客户数据的挖掘和分析，确定目标客户群体，制定个性化的营销策略。

同时，CRM系统还可以帮助企业进行市场推广活动的跟踪和管理，提高市场营销的精准度和效果。

数据分析与决策支持CRM系统通过对客户数据的整合和分析，为企业提供关键业务指标和数据报表，帮助企业进行决策。

基于CRM系统的数据分析，企业可以更好地了解客户行为、市场趋势和竞争情况，以便针对性地调整战略，优化业务流程。

CRM的实施策略企业实施CRM系统需要考虑以下几个关键方面：目标明确企业需要明确CRM系统实施的目标，明确希望通过CRM系统实现的效益和目标，比如提高销售额、提升客户满意度等。

DETERMINANTS OF CUSTOMER RELATIONSHIP MANAGEMENT (CRM): ACONCEPTUAL ANALYSISMohammed AlamgirAssistant Professor, Department of Marketing Studies & International Marketing,University of Chittagong&Tasnuba NasirLecturer, Faculty of Business AdministrationUniversity of Science and Technology Chittagong (USTC)Chittagong, BangladeshMohammad ShamsuddohaDepartment of Marketing Studies and International MarketingUniversity of ChittagongE-mail: mdsdoha@AbstractThe study aims to examine various literatures on CRM determinants and effectiveness to adapt perfect strategy and policy for service oriented organizations. It also aspires to identify the relative importance of CRM determinants analysis as one of the most important factors which influence the organization directly. To comply with the objective, an exploratory research approach based on archive method has been adopted to identify the CRM key determinants and effectiveness factors through literature review. Our initial research model is derived from two areas of the literature: CRM key elements and CRM performance effectiveness. Furthermore, we introduce a new framework for evaluating existing business process from Bangladesh perspective. Keywords: Customer relationship Management, CRM determinants, CRM effectivenessJel Classification: M39Introduction:One of the most important challenges for any organization is to serve and maintain good relations with the king-the customer. Earlier, customers were simple person and were happy at whatever organizations, manufacturing or service oriented, offer to them. Marketing is no longer just about developing, selling and delivering products. It is increasingly more concerned with the development and maintenance of mutually satisfying long-term relationships with customers. Over a period of time with the competition and technological improvements customers have become fully aware of their rights and augmented offer soon become an expected one. This changing business environment is characterized by economic liberalization increasing competition, high consumer choice, well-informed and demanding customer who care about quality and value purchase.The new framework for company activities that emerged in 1990s, characterized by the globalization of markets, technological development, larger number of competitors, andincreased customer demands compelled companies to rethink their management systems to adapt fit themselves to the new competitive environment. Because of rigorous competition, in recent years, many organizations have perceived the need to be more customer-orientated. (Bull, 2003).CRM is more evolution than revolution. Thus, achieving the full potential of each customer relationship should be the major goal of every business. A dissatisfied customer causes market damage because they are more likely to persuade others to defect. It is therefore no surprise that CRM is an important topic of conversation in business world (Feinberg et .al., 2002). Albeit customers are the important factors for the success of business but lees attention has been given in this regard. On the other hand, several strategies have been attempted to retain customers by the private commercial banks of Bangladesh but there is a problem with factors identification and specific framework of CRM. Keeping this fact in mind, the proposed research will attempt to explore the CRM issues and its determinants as well as its impact on customer acquisition and retention process and thus finally develop a framework of customer relationship Management for bank customers.Objectives of the study:Due to the rapid speed of Globalization and increased competition both from local and international companies, the importance of CRM has increased. To be successful in the market firms have to developed strategies based on present market as well as customer requirement. This makes it interesting how companies manage the issue.The principal objective is to evaluate literature on CRM which has been developed by the different researchers that is applicable to different kind of organizations. To accomplish this, the study has covered the following specific objectives:1.To identify the Key elements of CRM2.To identify the factors related to CRM effectiveness3.To find out possible approach to examine Customer relationship dimensions4.To propose an instrument concerning determinants and effectiveness of CRMRationale of the study:Albeit customers are the important factors for the success of business but lees attention has been given in this regard. On the other hand, managing customer relationship should bepractice oriented rather than conceptualize. But various researchers pointed out various determinants and it also varies organization to organization and so does the outcome.Differences in the extent of use of CRM exist across countries. Compared with developed countries, use of CRM in Bangladesh is relatively new. It is important for practitioners’ as well as academicians to know these elements critically and their importance and usefulness in a way to achieve good organizational outcomes. It is also important for us to know the integrated approaches of CRM (combining the effective and efficient blend of managerial issues and IT issues) as it is very important for Bangladeshi business sector, especially in the service organization so that both organization and customers individually and society as a whole can reap benefit.Keeping this fact in mind, the proposed research will attempt to explore the CRM issues and its determinants thus finally develop a conceptual framework of customer relationship Management.Methodology of the StudyThe study has covered various literatures on Customer relationship Management dimensions based on developed countries. A Library research method (Archive) has been used in this study. Different books, journals, periodicals and online papers have been observed by the researchers to find out different issues in CRM dimensions in this connection. Mostly secondary data has been compiled in this study and this data has been collected from focused countries literatures, textbooks, e-journals, government publications etc.Customer Relationship Management:CRM has become one of the most dynamic topics of the new millennium. CRM is basically a remarkable step forward in creating a system that can provide a way of keeping hold of individual loyalty. In order to comply with the concept of CRM one must also understand the changing nature of the customers because they are not what they used to be (Greenberg, 2001). Thus, CRM initiatives must address relevant organizational factors as well as the extra-organizational environmental factors (carol & Banarjee, 2009).Since the area is quite new and still under development, there is no universal explanation of CRM. Therefore it is important to know what CRM is all about according to the academicresearchers and how many organizations adapt the definition to their own business and their unique needs (Wilson, et al., 2002). It can be defined in the following ways-“CRM is the infrastructure that enables the delineation of increase in customer value, and the correct means by which to motivate valuable customers to remain loyal-indeed, t o buy again” (Dyche, 2001, p4). “CRM is about managing customer knowledge to be understood and serve them and it is a multi-dimensional concept which places customers at the centre of an organization where customer service is an important component of CRM; however this notion is also concerned with coordinating customer rela tions across all business functions” (Bose & Sugamaran, 2003, p.4). CRM is a customer oriented business strategy that aims to increase customer satisfaction and customer loyalty by offering a more responsive and customized service to each customer (Fayerman, 2002)It can also be defined in the following way—“CRM is enterprise-wide mindset, mantra, and set of business process and policies that are designed to acquire, retain and service customer. CRM is not a technology, though technology is a CRM enable r” (Greenberg, 2001, p.14)Determinants of CRMAccording to Karakostas et. al., (2005) the factors that influence the CRM implementation are new customer attraction, consumer buying behavior, competitive advantage, customer satisfaction, customer retention, acquisition, long-term relationship, knowledge management, web-enabled customer service, customer value, etc. On the other hand, other researchers like Mendoza et. al,. (2006) pointed out that IT, long-term relationship, higher profitability, significant investment in technology are the factors influencing CRM.Gefen & Riding (2002) divided CRM into three folds: Operational, analytical, and collaborative. Operational CRM, known as front-office CRM, enables communications and involves the areas where direct customer contact occurs. Operational CRM attempts to provide integration of back-office transactions with customer interfaces. Collaborative CRM is the communication centre and it is also the coordination network that provides the neural paths to the customer and supplier.On the other hand, Customer Relationship Management (CRM) has been increasingly adopted by corporations as a core IT driven business strategy and firms have started to investheavily in CRM (Reinartz et. al., 2004). Academics and practitioners have tried to find the drivers of CRM success or failure with their own perspectives for many years. While some researches focused more on IT related factors, others emphasized organizational factors like human resources, organizational structures, and reward systems (Rigby et. al.,2002) or business process-related factors (Reinartz et. al., 2004).The above factors pointed out by different researchers basically cover the three key aspects of every CRM strategy which include human factor, processes, and technology.Bohling et. al., pointed out some critical success factors for CRM implementation and their proposed model is as follows-Fig 1: CRM implementation model, Bohling et. al., (2006) p. 188On the other hand, Lindgreen et. al., (2006) pointed out ten critical aspects of CRM implementation which are- people, culture, relationship management process, knowledge management, IT, organization, brand strategy, customer strategy, customer interaction strategy, and value creation strategy.Kim et. al., (2003) believes that performance measurement is so powerful in enhancing business performance. Various researchers proposed various framework for evaluating CRMeffectiveness. Bohling et. al., (2006) suggest five factors namely, proven customer impact in terms of retention and satisfaction, quantifiable revenue growth, improved information and insights, quantifiable cost reduction, improved employee productivity, etc. For evaluating CRM effectiveness Kim et. al., (2003) proposed a very comprehensive model which is as follows,Fig 2: Model for evaluation of CRM (Source: Kim et. al., (2003) p.14)CRM is a complex term that requires several aspects of the organizations and it can not be reduced to only one of theses aspects where majority of the early researchers either continued with managerial issues or IT issues. According to the above discussion of various determinants of service quality, it is found that different authors have proposed differentdeterminants of CRM. For having a quick look, all determinants as well as effectiveness of CRM proposed by different authors mentioned above are shown in the following table.Based on the above literature the initial research model can be developed which will incorporate Key CRM elements in one side and CRM effectiveness in the other side and the framework is as followsFig: proposed framework for CRM determinants and its effectivenessConcluding RemarksThis paper focused on CRM issues in the developed countries which can be a guideline for our fastest growing service industry. As various organizations are approaching, especially service industry is growing very quickly, the respective authorities have to give careful attention regarding discussed CRM determinants in order to minimize the expectation-perception gap as well as ensure better and quality service. This paper analyses different literatures on key elements of CRM. It is clear that those literature have been discussed based on some elements which is directly related with the CRM issues and these issues are equivalently important for an organization for sustainable growth of their profitability. In this paper the researchers also propose a model of CRM determinants along with their effectiveness instruments on the basis of the earlier research work, which can be followed by Bangladeshi organizations, especially the service sectors to promote true quality service. Moreover, this model can be guideline for the top level managers to understand the different aspects of CRM dimensions so that they can be able to choose the right dimensions and instruments to offer competitive service for the sake of holding sustainable growth and profitability of the organizations.References:1.Bohling, T., Bowman, D., LaValle, S., Mittal, V., Narayandas, D., Ramani, G. & Varadarajan, R.(2006). CRM implementation: effectiveness issues and insights. 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