This article examines the implementation challenges of Customer Relationship Management (CRM) systems in Israeli organizations, adapting Holland and Light’s (1999) Critical Success Factor (CSF) model originally designed for ERP adoption. Through case studies of three companies—selected from twenty across diverse industries—using semi-structured interviews and surveys of managers and analysts, the study investigates whether the ERP-oriented CSF model can be extended to CRM and what modifications are necessary.

Findings reveal that successful CRM deployment relies heavily on executive commitment, alignment of the CRM system with organizational and marketing strategy, integration with legacy systems, and comprehensive end-user engagement. While CRM implementation mirrors ERP processes, it requires tailored strategic and tactical adjustments .