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CUSTOMER RELATIONSHIP MANAGEMENT AND ORGANIZATIONAL PERFORMANCE
ABSTRACT
Customer Relationship Management (CRM) has emerged as a strategic approach for businesses to enhance customer satisfaction, loyalty, and overall organizational performance. This study delves into the multifaceted relationship between CRM practices and organizational performance, aiming to uncover the mechanisms through which effective customer relationship management contributes to business success. A comprehensive literature review lays the foundation for understanding the key components of CRM, such as customer data management, personalized communication, and customer engagement initiatives. The study employs a mixed-methods research design, combining quantitative surveys and qualitative interviews, to gather insights from both customers and organizational stakeholders. The quantitative analysis focuses on examining the correlation between CRM implementation and various performance metrics, including customer retention, revenue growth, and market share. Concurrently, qualitative data provides a nuanced understanding of the specific CRM practices that have the most significant impact on organizational performance. Findings from the study contribute to the existing body of knowledge by offering empirical evidence of the positive linkages between CRM and organizational success. The implications of these findings extend to businesses seeking to optimize CRM strategies to enhance their competitive advantage, foster customer loyalty, and achieve sustainable growth. The study concludes with practical recommendations for the effective implementation and continuous improvement of CRM initiatives, emphasizing the importance of aligning CRM practices with organizational goals to achieve superior performance outcomes.
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