Every for-profit organization is concerned about sustaining profitable growth. Some organizations have pursued growth through acquisitions and mergers and have severely diluted shareholder value. Other organizations have sought organic growth and fallen short of the mark with a disproportionate penalty from the stock market. The truth is, that it is difficult to achieve consistent profitable growth. It should not come as a surprise that organizations would be highly attracted to the promises of CRM; however, the track record for success (acceptable ROI) reinforces that fact that CRM is not a slam dunk for improving organizational performance.

Deployment of technology tends to accentuate organizational issues. Benefits are seldom automatic even when scale is an issue. Therefore, using CRM to address the need for profitable growth requires organizational change; it implies making CRM a part (or focus) of the operational strategy of the company. Without this perspective, the potential leverage of CRM will be severely diluted. The key to success with CRM does not rest on implementation best practices but on operational best practices. GSP & Associates is grounded on this premise.