This research aims to determine the conditions that foster use of marketing metrics in customer relationship
management (CRM) and identify the organizational factors that strengthen/weaken the impact of usage of
marketing metrics on CRM performance. Based on the customer value-based theory of the firm and the
contingency perspective, a research framework was developed to shed light on the predictor roles of
customer value-based organizational culture and processes in determining usage of marketing metrics, and
foster an understanding of the moderating roles of marketing-supply chain conflict, and innovative value
proposition on the marketing metric-performance relationships. Empirical evidence from a sample of 209
business firms confirmed the main effect that customer value-based organizational culture and processes
support a firm's use of marketing metrics that in turn enhance its CRM performance. Notable moderating
effects were also identified. Although marketing-supply chain conflict weakens the impact of marketing
metrics usage in achieving superior CRM performance, innovative value proposition strengthens the
conversion of marketing-metric-related knowledge into superior CRM performance.