Conclusion
The results of the study are cause for concern for they support the findings of other surveys that show a high failure rate for CRM. This research was conducted because of the relative lack of CRM empirical studies, particularly within this business sector. This modest contribution has identified and analysed some of the approaches and theories relating to CRM and CRM project implementation. The study confirms that CRM is a complex and holistic concept requiring appropriate business processes and integrated systems. In addition the study demonstrates the relevance of the need for effective leadership, sourcing, targeting and evaluation within CRM strategies. The ELMS case is an archetypal study of a CRM implementation that has failed to deliver in these core areas and where many lessons can be learnt by other adopters. It is an interesting example of the affect of CRM and how it is forcing companies to change. Despite a decade of developments in respect of business process change, systems integration and information sourcing, it is only now with the threat of CRM centric competition, targeting customers effectively, that ELMS are exposed by their indifference to change in such areas. The impact of CRM is real and the failure to implement it effectively seems to be typical. This is a disturbing scenario because of the accumulation of factors that now need to be tackled, the lack of expertise to resolve them and the lack of time in which to respond appropriately. Thus there is a great need for additional empirical research within CRM to identify the extent of such issues, the state of organisational effectiveness and for further or new insights. This particular research is ongoing and will aim to develop and expand upon the issues raised by conducting more empirical studies.