Customer Relationship Management (CRM) includes the methodologies, technology and capabilities that help an enterprise manage customer relationships. The general purpose of CRM is to enable organizations to better manage their customers through the introduction of reliable systems, processes and procedures. Implementing CRM will link CRM systems implementation with organizational change for the first time. It focuses on the implementation of CRM and uncovers the micro political, behavioral, psychological and knowledge issues that are all too often neglected in CRM implementations. Firms are continually seeking new ways to forge close relationships with their most valuable customers. With recent advances in networking and database management, firms have both the motivation and the means for improving their Customer Relationship Management (CRM) strategies. This book focuses on the actuality of implementing CRM. It is about the organization's ability to provide a seamless and personalized experience to each customer rather than a transactional or product focused approach where the future of the relationship is not an over riding consideration. This book connects CRM systems implementation with organizational change for the first time. It looks into the factors that distinguish firms which connect with their customers and gain customer loyalty with firms that are not as successful. It also describes the micro processes that occur on a daily basis in a company and all the small decisions managers and employees take during the implementation of change and the creation of knowledge. Finnegan and Willcocks note that CRM implementation is not the straightforward process that many of the trade publications would have us believe. They state the failure rate of large CRM projects may be as high at 70 per cent. Through the lens of two detailed case studies, the authors investigate why CRM is no panacea.