In this paper, we will explore in detail the critical elements necessary to be successful in establishing and executing a customer-centric strategy that delivers durable competitive advantage and economic benefit by establishing and maintaining customer intimacy and relevance. The paper is structured in two parts:

• Part 1 of the paper focuses on the justification for Analytical CRM and the role of the Marketing organization in this transformation. It is designed to stimulate strategic thinking and to frame potential organizational challenges and barriers.
• Part 2 of the paper transitions to a framework for the implementation of Analytical CRM. It has been structured to support the people charged with responsibility for this transformation effort. We have assumed that the Marketing function will perform this role.