On the down side for some CRM applications, a research done at Michigan during 2000 and 2001 proved a decline in customer satisfaction with the introduction of new upgraded customer relationship software (Prahalad, Krishnan, and Mithas, 2002). The results revealed a tendency towards cost reduction and time efficiency techniques that does not necessarily mean better customer service. Further more, the gab that exists between the technical and marketing aspects of these applications does not lead to proactive discussions in favor of the consumers (Prahalad, Krishnan, and Mithas, 2002). Adding up is also the fact that consumers grew more centric and oriented to what techniques companies are attempting to engage in an open dialogue that results in a better sale or adds improvements to the  position of products and services (Prahalad, Ramaswamy, and Krishnan, 2000). 



Conclusion
In applying CRM as a methodology within an organization, senior management needs to consider an approach with gradual calculated steps to smoothly move the process into a successful transformation (La Valle, Scheld). Accomplishment with CRM are based on building on the value of the system, analyzing the priorities, getting the first prototype, and setting the support system that moves every single entity within the company to the new platform. The steep shift in CRM is in moving from a focus to acquire customers to retaining them (Winer, 2001). The transformation begins with understanding customers and what they need, the relationship paradigm as defined by Don Peppers and Martha Rogers, PH.D., in their recent book, Return on Customers, is to identify your target consumer, differentiate them based on value and needs, interact with them with efficiency and proficiency, and customize your enterprise behavior around this relationship.  
(Pepper, Rogers, 2006).


References: