Customer Relationship Management (CRM), much hyped during the dot com years, has always been more than software. The CRM industry was tainted by high profile missteps, partly due to its focus on software, rather than solutions (Patton, 2001). However, managers must understand that CRM is a solution, not software that integrates both technology and operational improvements. With the ability to coordinate across all customer contact points, decision makers must recognize that CRM is an organizational process that integrates information from previously disparate channels (sales, marketing, customer service via phone, text chat, or web) to better serve customers (Day and Van der Bulte, 2002). This paper examines the fundamentals of CRM, its goals and common pitfalls, and its prerequisite for this long-term, successful implementation with the goal of extracting patterns of successful CRM deployments.

Date of creation, presentation, or exhibit



SAM International Management Conference -- Patterns of Successful CRM: More About Solutions Than Software, with Chris Herbert, 1296-1305, April 3, 2005 Note: imported from RIT’s Digital Media Library running on DSpace to RIT Scholar Works in February 2014.

Document Type

Conference Paper

Department, Program, or Center

Accounting (SCB)


RIT – Main Campus