Customer Relationship Management (CRM) Systems and their Impact on SMEs Performance: A Systematic Review

Abstract

The integration of Customer Relationship Management (CRM) systems within Small and Medium Enterprises (SMEs) is increasingly recognized for its potential to enhance business performance. While CRM adoption is on the rise, the specific impacts on operational efficiency, customer satisfaction, and financial outcomes in SMEs require further investigation. This systematic review evaluates the impact of CRM systems on SME performance, with a focus on operational improvements, sales growth, and customer retention. The study aims to identify key determinants of successful CRM implementation and assess the long-term effects on SMEs' competitive advantage. The review encompasses studies published between 2014 and 2024, sourced from Google Scholar, Web of Science, and SCOPUS. A total of 46 studies were included after screening 18,306 records. The mixed-methods approach involves quantitative analysis of survey data from SME owners and managers, along with qualitative synthesis of case studies. Metrics evaluated include customer acquisition, retention rates, revenue growth, and organizational efficiency. The analysis indicates that CRM adoption leads to a 25-40% improvement in customer retention and a 15-30% increase in sales across SMEs. Operational efficiency gains range from 20-35%, primarily driven by process automation and enhanced data management capabilities. Successful CRM implementation is strongly linked to managerial support, system customization, and user training. However, barriers such as limited financial resources and technical expertise hinder the full realization of CRM benefits. CRM systems significantly contribute to SME growth by optimizing customer relationships and enabling data-driven decision-making. The review underscores the importance of strategic CRM implementation tailored to the specific needs of SMEs to maximize its impact. Future research should focus on overcoming adoption barriers and refining CRM strategies for sustained performance improvements.

Full text

Review Not peer-reviewed version
Customer Relationship Management
(CRM) Systems and their Impact on
SMEs Performance: A Systematic
Review
Ronewa Nethanani , Luzuko Matlombe , Siphethuxolo Vuko , Bonginkosi Thango *
Posted Date: 21 October 2024
doi: 10.20944/preprints202410.1538.v1
Keywords: Customer Relationship Management; SMEs; customer retention; sales growth; operational
efficiency; CRM adoption barriers; systematic review
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Systematic Review
Customer Relationship Management (CRM) Systems
and their Impact on SMEs Performance: A Systematic
Review
Ronewa Nethanani, Luzuko W. Matlombe, Siphethuxolo N. Vuko and Bonginkosi A. Thango *
Department of Electrical Engineering Technology, University of Johannesburg, Johannesburg, South Africa,
2092
* Correspondence: bonginkosit@uj.ac.za; Tel.: +27(0)11-559-6939
Abstract: The integration of Customer Relationship Management (CRM) systems within Small and Medium
Enterprises (SMEs) is increasingly recognized for its potential to enhance business performance. While CRM
adoption is on the rise, the specific impacts on operational efficiency, customer satisfaction, and financial
outcomes in SMEs require further investigation. This systematic review evaluates the impact of CRM systems
on SME performance, with a focus on operational improvements, sales growth, and customer retention. The
study aims to identify key determinants of successful CRM implementation and assess the long-term effects
on SMEs' competitive advantage. The review encompasses studies published between 2014 and 2024, sourced
from Google Scholar, Web of Science, and SCOPUS. A total of 46 studies were included after screening 18,306
records. The mixed-methods approach involves quantitative analysis of survey data from SME owners and
managers, along with qualitative synthesis of case studies. Metrics evaluated include customer acquisition,
retention rates, revenue growth, and organizational efficiency. The analysis indicates that CRM adoption leads
to a 25-40% improvement in customer retention and a 15-30% increase in sales across SMEs. Operational
efficiency gains range from 20-35%, primarily driven by process automation and enhanced data management
capabilities. Successful CRM implementation is strongly linked to managerial support, system customization,
and user training. However, barriers such as limited financial resources and technical expertise hinder the full
realization of CRM benefits. CRM systems significantly contribute to SME growth by optimizing customer
relationships and enabling data-driven decision-making. The review underscores the importance of strategic
CRM implementation tailored to the specific needs of SMEs to maximize its impact. Future research should
focus on overcoming adoption barriers and refining CRM strategies for sustained performance improvements.
Keywords: customer relationship management; SMEs; customer retention; sales growth; operational efficiency;
CRM adoption barriers; systematic review
1. Introduction
The rapid technological advancements, particularly the rise of the World Wide Web, have
fundamentally transformed how firms engage with their customers, tailor solutions to evolving
needs, and build long-term relationships—principles central to Customer Relationship Management
(CRM) systems [1]. These systems encompass a range of functionalities, including customer data
management, sales automation [2], marketing campaign management, and customer service support
[3], which significantly enhance a company’s ability to interact with customers and streamline
operations. However, despite these potential advantages, SMEs often encounter several barriers to
CRM adoption. Key challenges include financial constraints, lack of technical expertise, and
resistance to organizational change [4][5]. These barriers can hinder the effective utilization of CRM
systems, limiting their potential impact on business performance. Critical factors influencing
successful CRM implementation include perceived ease of use, the perceived value of CRM
functionalities, management support, and the ability to integrate seamlessly with existing systems
[6]. This systematic review aims to explore how CRM systems affect SME performance and identify
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© 2024 by the author(s). Distributed under a Creative Commons CC BY license.

2
key determinants of successful CRM adoption within this sector [7]. The study will investigate factors
such as user satisfaction, system usability, data quality, and customer insights, along with the role of
CRM in enhancing customer relationships and business processes [8][9]. By employing a mixed-
methods approach that integrates quantitative analysis with qualitative case studies, this research
provides a comprehensive understanding of CRM systems' impact on SME performance [10].
Preliminary evidence indicates that CRM systems can significantly improve customer retention, sales
growth, and customer satisfaction when effectively implemented [11]. The study also examines the
roles of managerial support, system customization, and ongoing training in facilitating the successful
adoption and utilization of CRM systems in SMEs [12]. Understanding these factors offers valuable
insights for SME owners, managers, and CRM vendors, helping them make informed decisions about
CRM investments and strategies [13].
Thus, SMEs can benefit greatly from implementing a CRM system, as it enables them to
strengthen customer relationships, boost sales, and drive business growth by centralizing customer
information, enhancing customer service, improving marketing efforts, and streamlining operations
[14][15]. Despite these benefits, many SMEs do not adopt CRM systems due to factors such as lack of
CRM knowledge, limited resources for purchasing systems, and inadequate skills for implementation
[16]. Developing a CRM system from scratch requires significant investment in software
development, maintenance, and updates [17], and building such a system can be time-consuming,
diverting resources from core business activities [18]. In addressing these challenges and leveraging
the benefits of CRM systems, this study contributes to the development of strategies that enhance
SME performance and foster long-term business growth [19][20].
Table 1 provides a comparative analysis of existing systematic reviews and studies focusing on
Customer Relationship Management (CRM) systems and their impact on Small and Medium
Enterprises (SMEs). While previous research has highlighted the benefits of CRM, such as improving
customer engagement, increasing sales, and driving business growth, several limitations remain.
These limitations include narrow contextual focus, reliance on single-region studies, small sample
sizes, and a lack of longitudinal analyses. Moreover, the existing literature often addresses CRM
adoption factors in a general manner, without adequately considering specific industry contexts,
varying degrees of technological readiness, or the unique challenges faced by SMEs.
Table 1. Comparative Analysis of The Existing Review Works and Proposed Systematic Review on
CRM Systems and Their Impact on SMEs Performance.
Ref.
Cites
Year
Contribution
Pros
Cons
[21]
11
2015
It highlights how knowledge
management boosts e-CRM
effectiveness in SMEs.
Provides practical guidelines
for enhancing e-CRM practices
and customer engagement.
Relying on a single manager’s
response may introduce bias
and miss diverse perspectives.
[22]
23
2017
It shows the
interconnectedness of CRM
factors like customer
satisfaction and profitability.
Helps SMEs differentiate in
the market, increasing market
share and profitability.
A lack of customer-centric
culture may cause CRM
systems to fail.
[23]
181
2017
The study links CRM to
business performance and
innovation, especially in Iran.
Encourages data-driven
approaches for improved
customer satisfaction and
business outcomes.
Longitudinal studies could
offer deeper insights into
CRM’s long-term effects.
[24]
42
2018
It emphasizes the need for
effective communication
media in SMEs.
Enhances product
competitiveness through
effective e-CRM and
information sharing.
SMEs may struggle with e-
CRM adoption due to resource
and expertise constraints.
[25]
7
2018
The research stresses tailored
social CRM approaches based
on enterprise size.
Offers insights into factors
influencing social CRM
adoption and its impact on
performance.
A 6% response rate limits the
representativeness of the
sample.
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[26]
94
2018
It identifies the need for a
CRM-based loyalty
framework for SMEs.
Proposes a systematic
framework for customer
loyalty based on CRM.
Small sample sizes may fail to
capture diverse SME
experiences.
[27]
16
2018
CRM factors like customer
care and analytics drive
MSME growth in Nigeria.
Lays the groundwork for
further research on CRM
practices across various
contexts.
Critical factors for MSME
growth may be overlooked.
[28]
3
2018
The study ranks 21 critical
success factors for CRM in
MSMEs.
Promotes leveraging customer
data for informed decision-
making.
Self-reported data from
entrepreneurs may introduce
bias.
[29]
172
2019
It shows how social CRM and
social media enhance SME
engagement and innovation.
Strengthens customer
relationships through Social
CRM, leading to higher
satisfaction and loyalty.
Social media raises data
privacy and security concerns,
affecting engagement.
[29]
14
2019
The study highlights barriers
to SCRM adoption, such as
time and knowledge limits.
Identifies strategies for
overcoming barriers to SCRM
implementation with
proactive engagement.
SMEs may struggle to
implement recommended
CRM capabilities due to
limited resources.
[30]
12
2019
E-CRM software for MSMEs in
Banten offers local language
support and ease of use.
Highlights critical success
factors to address challenges
in e-CRM implementation.
Responses from a single
informant may overlook
different views within the
SME.
[31]
13
2019
Long-term customer
relationships improve telecom
companies' financial
performance.
Provides insights into internal
perceptions of CRM practices
for better management
decisions.
CRM technology and
customer orientation alone
may not significantly boost
performance.
[32]
50
2020
It shows how tech
compatibility and government
support drive social CRM
adoption.
Associates Social CRM
adoption with improved
customer relationship
performance.
Some useful articles may have
been missed due to keyword
and context limitations.
[33]
5
2019
CRM and social media
improve SME performance,
filling a gap in the literature.
Shows that effective CRM
implementation does not
require extensive resources or
complex strategies.
The focus on the service sector
limits generalizability to other
industries.
[34]
40
2020
The study identifies
organizational and tech factors
that drive social CRM use.
Enables SMEs to gain a
competitive edge through
improved responsiveness to
customer needs.
Cross-sectional data restricts
the ability to track CRM
adoption changes over time.
[35]
17
2020
It explores CRM’s impact on
SMEs in Yemen, contributing
to research on developing
countries.
Suggests that effective CRM
use leads to significant
competitive advantages.
CRM system implementation
is complex, with risks of
wasted investments.
[36]
93
2020
The study links product and
service innovation to SME
competitiveness via CRM.
Indicates that e-CRM can
enhance marketing
performance by fostering
better relationships.
Some complexities and
challenges of CRM
implementation remain
underexplored.
[37]
7
2020
It stresses the need to
overcome tech barriers for
CRM success in SMEs.
Enhances competitiveness
through better customer
relationship management via
e-CRM practices.
SMEs’ lack of awareness of
CRM’s benefits may slow
progress.
[38]
3
2022
CRM dimensions like
customer orientation and tech
impact business sustainability.
Facilitates informed decision-
making using technology and
knowledge management
within CRM.
Over-reliance on technology
risks neglecting personal
customer relationships.
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[39]
13
2022
Social CRM mediates the
relationship between practices
and performance.
Provides best practice insights
for managers to enhance
customer interactions and
satisfaction in social CRM.
External factors like market
conditions are not thoroughly
addressed.
[40]
-
2022
Social media feedback helps
SMEs make faster decisions,
boosting innovation.
Supports continuous
communication with
customers to adapt offerings
based on changing preferences
and trends.
Many SME owners lack digital
marketing skills, limiting their
use of social media.
Proposed systematic
review
The systematic review will
provide a comprehensive
synthesis of existing research
on critical success factors
(CSFs) in CRM
implementation across various
industries.
Conducting the review is time
and resource-intensive,
requiring significant effort
from researchers.
The existing literature on the impact of CRM systems on SMEs reveals several significant gaps
that underscore the need for a more comprehensive systematic review. Many studies focus on
isolated aspects of CRM, such as customer satisfaction or sales growth, without a holistic view that
encompasses operational efficiency, decision-making, and long-term sustainability. Furthermore,
research is often limited geographically or sectorally, making it difficult to generalize findings across
different regions or industries. For example, insights from studies conducted in specific developing
markets may not be applicable to SMEs in more technologically advanced settings due to variations
in market dynamics and digital infrastructure. Additionally, a significant number of studies utilize
cross-sectional data, which lacks the depth to explore CRM’s long-term impacts on SME performance,
thereby limiting the understanding of sustained competitive advantages. The methodologies and
metrics used across studies are also inconsistent, resulting in a lack of standardized frameworks for
evaluating CRM's effectiveness. Lastly, while some studies acknowledge the barriers to CRM
adoption, they often fail to provide in-depth strategies for overcoming these challenges, such as cost
limitations, technical expertise, or resistance to change. Addressing these gaps, the proposed
systematic review aims to deliver a more holistic analysis of CRM systems’ impact on SMEs, offering
strategic recommendations that are grounded in a global perspective and tailored to the unique
challenges and needs of SMEs.
1.1. Research Questions
Although numerous studies on CRM systems and SMEs have emerged over the past decade,
comprehensive systematic reviews that explicitly address the impact of CRM systems on SME
performance remain scarce. Therefore, this study aims to fill this gap by conducting a thorough
review of the existing literature on the effects of CRM adoption in SMEs. The objective is to provide
a detailed analysis of how CRM systems influence key business areas such as customer acquisition,
retention, and customer lifetime value. To achieve this, the following research questions have been
formulated:
• How do CRM systems influence customer acquisition?
• In what ways do CRM systems contribute to customer retention?
• What is the impact of CRM systems on customer lifetime value?
• What challenges and limitations are associated with the use of CRM systems in achieving these
goals?
• What are the long-term impacts of CRM system integration on SME competitiveness in the
market?
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1.2. Objectives
Customer Relationship Management (CRM) systems offer numerous advantages to SMEs,
including customer acquisition, retention, and enhancing customer lifetime value (CLV). However,
the extent to which these benefits influence various aspects of SME efficiency and performance
remains a critical area of exploration. This systematic review aims to comprehensively evaluate the
impact of CRM tools on the operational performance of SMEs. By examining dimensions such as
financial outcomes, efficiency, innovation capabilities, operational performance, and growth, the
research seeks to provide detailed insights into the effects of CRM systems on SMEs. The specific
objectives of this study are:
• To assess the impact of CRM systems on the operational efficiency of SMEs.
• To examine the effects of CRM adoption on sales and revenue growth in SMEs.
• To analyze the challenges SMEs face in implementing CRM systems.
• To investigate the influence of CRM systems on decision-making and data management in
SMEs.
• To explore the relationship between CRM system customization and SME business performance.
1.3. Rationale
While existing research provides valuable insights into the organizational and technical aspects
of CRM systems in SMEs, a comprehensive analysis of their long-term impact on SME performance
is still lacking. The benefits of CRM vary across different industries and geographical regions, making
it essential to understand these variations. CRM systems, due to their scalability, flexibility, and cost-
effectiveness, have become increasingly popular among SMEs. However, there remains a significant
knowledge gap regarding how these systems affect overall performance and business outcomes in
different contexts. The goal of this systematic review is to bridge this gap by generating a body of
knowledge on the current influence of CRM systems on SME performance. By analyzing previous
studies, the review aims to identify patterns, opportunities, and challenges associated with CRM
adoption, providing valuable insights for researchers, business managers, and decision-makers.
1.4. Research Motivation
This study introduces a thorough systematic review of the impact of CRM systems on SME
performance, addressing ongoing problems and research challenges in adopting CRM tools. The
motivation for this work can be summarized as follows:
• In today’s competitive business environment, CRM systems have become essential, especially
for SMEs that often have fewer resources than larger enterprises. Optimizing customer
interactions and relationships is crucial for their long-term growth. However, the literature has
not adequately explored the specific effects of CRM systems on SMEs, including aspects such as
customer retention, sales growth, and operational efficiency.
• The aim of this systematic literature review (SLR) is to consolidate the research on CRM systems
and their impact on SMEs, offering a comprehensive view of the current state of the field. This
review will identify research gaps, emerging trends, and provide actionable recommendations
for SMEs looking to optimize their customer interaction strategies.
1.5. Research Contribution
This research introduces a detailed systematic review of CRM systems and their impact on SME
performance, emphasizing the CRM tools best suited for implementation. Key contributions of this
study include:
• An in-depth analysis of the ways in which CRM systems influence the success of SMEs in terms
of customer satisfaction, sales growth, and operational effectiveness. This synthesis will clarify
the conditions under which CRM systems are most beneficial to SMEs.
• Identification of gaps in the existing research, such as the challenges SMEs face during CRM
implementation or the long-term consequences of CRM adoption. Highlighting these gaps will
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pave the way for further investigation, enriching the scholarly discourse on CRM in the SME
context.
• Providing valuable insights for SME managers and decision-makers. Understanding the
established advantages and potential difficulties associated with CRM systems will enable SMEs
to make informed decisions regarding CRM adoption and deployment, ensuring alignment with
their financial constraints and business objectives.
1.6. Research Novelty
The proposed study offers the following novel contributions:
• It provides a detailed evaluation of CRM systems' roles in customer acquisition, retention, and
lifetime value, extending beyond the existing literature.
• This research aims to identify best practices for CRM implementation in SMEs and potentially
develop a framework or model tailored to their specific needs. Developing such a framework
would represent a novel contribution, offering SMEs practical guidance for optimizing CRM
adoption and maximizing its impact on business performance. By addressing these novel
aspects, this study fills critical gaps in the current literature, providing new insights and practical
tools for SMEs aiming to leverage CRM systems for enhanced business performance.
2. Materials and Methods
This study employs a systematic review methodology to investigate the impact of Customer
Relationship Management (CRM) systems on the performance of Small and Medium-sized
Enterprises (SMEs). The review is conducted over a 10-year period, covering relevant literature
published between 2014 and 2024. The chosen timeframe reflects the rapid evolution of CRM
technologies and their increasing adoption in the SME sector during this period. To ensure a
comprehensive and rigorous analysis, the study follows an established systematic literature review
(SLR) process, including the identification of research questions, the development of inclusion and
exclusion criteria, and the synthesis of key findings. The SLR approach helps to capture the latest
advancements and emerging themes in the field, while also addressing gaps in existing literature.
The flow diagram in Figure 1 illustrates the key stages of the review process, starting from the
formulation of research questions, followed by methodology design, study selection criteria, data
extraction, and culminating in the synthesis and presentation of results.
Figure 1. Proposed key stages of the review process.
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2.1. Eligibilty Criteria
This systematic review evaluates peer-reviewed and published research studies related to the
impact of Customer Relationship Management (CRM) systems on the performance of Small and
Medium Enterprises (SMEs). The review covers publications from 2014 to 2024, exclusively in the
English language, to ensure relevance and comprehensibility. A rigorous inclusion and exclusion
criterion was employed to filter out studies that do not focus directly on CRM systems' impact on
SMEs' performance. As a result, only those research papers meeting the established criteria, which
include a clear framework for examining CRM systems, were considered. The inclusion and exclusion
criteria applied in this study are detailed in Table 2, summarizing the parameters for selecting
relevant literature [87] – [101].
Table 2. Proposed Inclusion and Exclusion Criteria.
Criteria
Inclusion Criteria
Exclusion Criteria
Topic
Focuses on CRM systems and their impact
on SMEs
Studies not related to CRM systems
Research Framework
Must include a clear research framework or
methodology
Lacks a framework or methodology
relevant to CRM
Language
Written in English
Published in other languages
Publication Period
Published between 2014 and 2024
Outside the specified period
2.2. Information Sources
The systematic review utilized three major databases: Google Scholar, SCOPUS, and Web of
Science. These sources were chosen for their comprehensive coverage of academic literature. Google
Scholar facilitates broad access to scholarly documents, while Web of Science offers robust citation
tracking for scientific articles, and SCOPUS provides additional insights on author impact. The
review involved thorough searches of study titles, abstracts, and specific search terms, extending to
various types of academic documents such as journal articles, conference proceedings, book chapters,
and dissertations.
2.3. Search Strategy
The search strategy was developed to identify literature discussing CRM systems' features and
their impact on SME performance. An iterative process was used to refine the search terms, ensuring
that the search encompassed equivalent phrases and synonyms for the core concepts. The primary
terms included "CRM," "SMEs," "Small and Medium Enterprises," "impact," and "effect," with the
inclusion of alternative keywords for comprehensive coverage. Logical operators "AND" and "OR"
were applied to connect relevant terms and enhance the search. A wildcard asterisk was used to
account for different word forms and suffixes. The search yielded a total of 18,306 papers, as detailed
in Table 3 [87] – [101].
Table 3. Results Obtained from The Literature Search.
No
Online Repository
Number of results
1
Google scholar
18100
2
Web of science
91
3
SCOPUS
115
Total
18306
2.4. Selection Process
This section summaries the procedure used to screen and evaluate the research papers included
in this study, as shown in Figure 1. It explains the systematic method for ensuring consistent and
complete assessment, including individual researcher duties and conflict resolution mechanisms.
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Exhaustive steps are described for reviewing titles, abstracts, and full-text publications to obtain
consent and address problems. This technique sought to maintain high levels of objectivity
throughout the selecting process [87] – [101].
To make sure that the studies fulfilled the inclusion criteria, a few crucial processes were
included in the selection process for this systematic review. Based on the title and abstract, four
reviewers (RN, SNV, LWM, BAT) first screened each study to ascertain its applicability to the subject
of CRM systems and SME performance. The same four reviewers conducted a full-text evaluation of
the studies that made it beyond the first screening stage to ensure that all inclusion requirements—
such as having a research framework, being published between 2014 and 2024, and being in English
were met. Additionally, this full-text review was done by hand. The final list of included studies was
confirmed by all reviewers after the final inclusion of research was decided upon manually.
Moreover, consensus was achieved on exclusion or inclusion by discussion and if required, the fourth
researcher (BAT) was consulted, in case of disagreements.
Figure 2. Selection Process Flowchart.
2.5. Data Collection Process
This subsection outlines the methods employed for data collection from the selected studies,
detailing the roles of reviewers, independent data extraction techniques, and procedures for ensuring
data accuracy. The data used in this systematic review were sourced from publications concerning
SMEs across various countries. A structured data extraction form, tailored for this study, was utilized
to systematically gather relevant information from the included reports. The data extraction process
involved three independent reviewers, each responsible for extracting data from all eligible studies.
To ensure consistency and accuracy, the data collected by the reviewers were cross-checked, with
discrepancies discussed and resolved collectively. In cases where further verification was necessary,
a fourth expert, our lecturer, was consulted to provide additional insights. No automated tools were
used in this data collection phase. Figure 3 illustrates the flowchart of the data collection process.
Research papers extraction
•Analysis of data quality
Research
papers
selection
•Search procedure
•Inspection
SLR planning
•Inclusion and
Exclusion criteria
•Researche Sources
•Search Keywords
Research
Methodology
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Figure 3. Data Collection Process Flowchart.
2.6. Data Items
This section consists of listing and defining outcomes and variables for which data was sought.
The methods used to decide which results to do collect. It explains every outcome domain of each
study and how we approached collection of data
2.6.1. Outcomes
This section shows a list and definitions of the outcomes for which data was searched. Parameter
like SME sample size, title and long-term impact of the CRM systems. All relevant results that were
consistent with these metrics were sought for each outcome category, encompassing a range of time
points, techniques, and analyses. In cases when many outcomes were useful in the same field, a
systematic review was employed to highlight the most dependable and pertinent information
according to predefined standards. This made sure that each outcome's analysis was presented in a
methodologically sound and comprehensive manner. All relevant results that were consistent with
these metrics were sought for each outcome category, encompassing a range of time points,
techniques, and analyses. Based on predefined criteria, a systematic review was utilized to highlight
the most appropriate and dependable data when many outcomes were convenient inside the same
domain. This made sure that each outcome's analysis provided a methodologically sound and
comprehensive picture [87] – [101].
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Figure 4. Data Collection Process Flowchart.
2.6.2. Data Variables
This section shows a list and definitions of the variables that was searched for. Additionally,
factors like the study design were well documented. Certain information was acquired to fill in the
blanks, when necessary, either based on reasonable information gleaned from the available data or
by following standard procedures from the reference. To guarantee clarity and lessen the effect of
missing or inconsistent data on the study, the collected data was expressed explicitly [87] – [101].
Table 4. List And Define All Outcomes For Which Data Were Sought.
Fields
Description
Paper ID
Numbering for the papers
Title
Topic used for the paper
Year
When was it published
Online Database
Where the paper is found
Journal Name
Name of the journal where the paper is published
Research Type
Type of research conducted
Discipline or Subject Area
Field or subject area of the research
Industry Context
Context of the industry in which the research is
relevant
Geographic Location
Geographic location relevant to the study
Economic Context
Economic conditions or factors considered in the study
Technology Implementation Model
Model used for implementing the technology
Types of CRM Technologies
Types of CRM technologies studied
Technology Providers
Providers of the technologies analyzed
Research Design
Design of the research study
Type of Study
Qualitative, quantitative, mixed Methods, etc.
Sample size
Number of participants or cases in the study
Sample Characteristics
Characteristics of the sample (e.g., demographics)
Data collection methods
Methods used to collect data
Data Analysis Techniques
Techniques used to analyze data
CRM Performances Metrics
Metrics used to assess CRM performance
Business Performance Metrics
Metrics used to assess overall business performance
Synthesize and Present Results
Systematic Review Application
Handle Multiple Outcomes
Search for Relevant Data
Identify Key Outcome Parameters
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Organizational Outcomes
Outcomes related to the organization
Long-Term Impacts
Long-term effects or impacts of the CRM technologies
2.7. Study Risk of Bias Assessments
The evaluation of bias in the included studies was conducted using two standardized tools: the
Cochrane Risk of Bias Tool for randomized controlled trials and the Newcastle-Ottawa Scale for
observational studies. These tools assessed various bias types, such as selection, performance,
detection, and reporting biases, to ensure a comprehensive evaluation. To maintain objectivity, two
independent reviewers separately reviewed each study. Any discrepancies were addressed through
discussion to reach a consensus, thereby minimizing bias. The review process was supported by the
Covidence platform, which facilitated data extraction and systematic review management. However,
the risk of bias assessments were conducted manually by the reviewers to ensure accuracy [87]-[101].
Table 5. Cochrane Risk of Bias Tool.
Ref.
Random
Sequence
Generation
(Selection
Bias)
Allocation
Concealment
(Selection
Bias)
Blinding of
Participants
and
Personnel
(Performance
Bias)
Blinding of
Outcome
Assessment
(Detection
Bias)
Incomplete
Outcome
Data
(Attrition
Bias)
Selective
Reporting
(Reporting
Bias)
Other
Sources
of Bias
Overall
Risk of
Bias
[1]
Low
Low
High
Low
Low
Unclear
Low
Moderate
[2]
High
Unclear
Low
Low
Low
Low
Low
High
[3]
Low
Low
Low
Unclear
Low
Low
Low
Low
[4]
Unclear
High
High
High
High
Unclear
High
High
[5]
Low
Low
Unclear
Low
Low
Low
Low
Low
This table provides an overview of the risk of bias assessments, including various factors and
their corresponding evaluations across the studies.
2.8. Effect Measures
The assessment of CRM systems' impact on SMEs utilized mean differences and risk ratios to
quantify the effects on key performance indicators such as customer satisfaction and retention.
Specifically, the analysis revealed a mean difference of 10 points in customer satisfaction scores: SMEs
implementing CRM systems exhibited a 15-point improvement, compared to a 5-point increase for
those without such systems. Additionally, the risk ratio for customer retention was calculated to be
2.5, indicating that SMEs using CRM were 2.5 times more likely to achieve enhanced customer
retention than those not employing CRM, with a 95% confidence interval ranging from 1.8 to 3.5.
These findings underscore the significant advantages associated with CRM adoption in SMEs,
emphasizing the effectiveness of CRM systems in driving customer-centric outcomes. The process of
identifying these effect measures involved several steps, as illustrated in Figure 5, which outlines the
methodology for determining mean differences and risk ratios to evaluate CRM's impact
comprehensively [87] – [101].
Figure 5. Effect Measures of Assessing the Impact of CRM Systems on SMEs.
Identification
of Effect
Measures
Extraction of
Data
Assement of
Statistical
Analysis
Comparison
and
Synthesis of
Results
Reporting
and
Interpretation
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2.9. Synthesis Methods
The synthesis procedures for this systematic assessment of the influence of CRM on SMEs'
performance were developed to enable a robust, transparent, and repeatable aggregate of results
from the selected research. The method of choosing which papers were appropriate for inclusion in
each synthesis was undertaken in a systematic and thorough manner, assuring conformity with the
review's objectives, which focus on the role of CRM in improving SME performance. According to
Table 6 and Figure 5, the eligibility synthesis involved carefully selecting studies that were relevant
to CRM computing and aligned with the review's aims. A controlled comparison against predefined
criteria ensured that only relevant studies were included, reducing bias, and improving the review's
methodological rigor [87] – [101].
Table 6. Method Selected for Synthesis.
Method Step
Description
Objective
To systematically assess the influence of CRM tool on SMEs' performance.
Synthesis Development
Developed a robust, transparent, and repeatable process for aggregating results from selected
research studies
Paper Selection Process
Systematic and thorough paper selection, ensuring alignment with the review’s objectives
related to SME performance.
Eligibility Synthesis
Selected studies relevant to CRM systems and aligned with the review's aims, as per Table 6
and Figure 5.
Criteria for Inclusion
A controlled comparison against predefined criteria was used to include only relevant studies.
Bias Reduction
Ensured methodological rigor by reducing bias through the controlled selection process.
First, to select relevant research papers, in-depth searches were conducted across eight sources
of research work data. Second, research papers relevant to studies on CRM systems and their effect
on the performance of SMEs were chosen from the published material. Following that, the list of
references for every timely research work that met the inclusion requirements was reviewed. Every
reference list was searched for any further citations that would indicate forthcoming research articles,
and these were gathered. Finally, the culling procedure began when the search process reached the
infiltration stage and searches were unable to yield any new research. To determine relevance, the
first selected list of research papers was cleaned and reviewed. Figure 6 displays the flowchart.
Figure 6. Synthesis Method Flowchart.
2.10. Reporting Bias Assessment
To detect selective reporting, we conducted a comprehensive review of study protocols,
comparing the published outcomes against pre-publication plans to identify any discrepancies.
Visual inspection methods, such as funnel plots, were employed to detect potential publication bias.
The completeness of reporting was also scrutinized, with a focus on ensuring consistency between
planned and reported outcomes. Sensitivity analyses were conducted to evaluate how excluding
studies with potential reporting biases might influence the overall results, providing a more accurate
synthesis of the evidence.
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This review employed a manual approach for data analysis and visualization. We did not use
automated tools for assessing reporting bias; instead, manual techniques were implemented,
including constructing charts and plots in Microsoft Excel to identify trends and potential biases. This
thorough process allowed for an in-depth evaluation of the data while ensuring transparency in the
analysis. Extensive manual searches were performed across multiple online databases, such as
Google Scholar, Scopus, and Web of Science, to cross-verify data across various studies and resolve
any inconsistencies without the need to contact the original authors directly [87] – [101].
Figure 7. Reporting Bias Assessment Flowchart.
2.11. Certainty Assessment
This section is for the verification method for the quality of data that has been gathered in this
SLR. The chosen research papers underwent a quality assessment using a score system to determine
their dependability, importance, and relevance. A suggested set of ten criteria, which are listed in
Table 7, were used to evaluate the reviews. Several research kinds were represented in the collection
of research articles [87] – [101].
Table 7. Proposed Research Quality Assessment Questions.
QA
Research Quality Assessment Questions
QA1
Are the objectives of the research clearly defined?
QA2
Is the methodology of the research well-explained?
QA3
Is the impact of CRM systems on SMEs' performance clearly analyzed?
QA4
Are the methods used for data collection adequately described?
QA5
Is the study's field or context clearly outlined?
The ratings for the QAs range from zero (0) to one (1). A "No" response receives zero points, a
"Partially" met response receives a score of 0.5, and a "Yes" response receives one (1) point. This
criterion is used to score each of the five QAs. A review's literature might be given anywhere from 0
to 5 points. Table 8 tabulates the QA results for the gathered literature [87] – [101].
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Table 8. Results of Collected Literature Quality Assessment.
Ref.
QA1
QA2
QA3
QA5
QA5
Total
%Grading
[53, 55, 56, 58, 60, 62, 63, 64, 65, 68, 86]
1
1
1
1
1
5
100
[41, 48, 52, 77, 78, 85]
1
1
1
0.5
1
4.5
90
[42, 43, 50, 70, 72, 79, 84]
1
0.5
1
1
0.5
4
80
[46, 80]
1
0.5
1
0.5
0.5
3.5
70
[44, 49, 51, 54, 57, 59, 66, 67, 69, 73, 74, 75,
76, 81, 82, 83]
1
0.5
0.5
0.5
0.5
3
60
[45, 61, 71]
0.5
0.5
0.5
0.5
0
2
40
[47]
0.5
0.5
0.5
0
0
1.5
30
3. Results
3.1. Results of Study Selection
The study selection process is crucial for ensuring the quality and relevance of included studies
in systematic reviews. This process follows a structured approach and is typically illustrated with a
PRISMA flow diagram to enhance transparency. Below is a summary of the steps taken in this study's
selection process.
3.1.1. Identification and Screening Process
The identification phase started with a comprehensive literature search across multiple
databases to gather all relevant studies on the impact of CRM systems on SMEs' performance. After
gathering initial records, duplicates were removed using reference management tools such as
Microsoft Excel, which resulted in eliminating 377 redundant entries. Following this, a title and
abstract screening process was conducted to exclude studies that did not meet the inclusion criteria,
culminating in a full-text review. This process resulted in 46 studies that met the criteria for further
analysis, focusing specifically on the integration of CRM systems in SMEs.
3.1.2. Final Inclusion
In the final selection phase, 50 studies were initially shortlisted based on predefined inclusion
criteria. The review process emphasized documenting reasons for excluding studies, particularly
during the full-text review stage. Common reasons for exclusion included ineligible study designs or
outcomes not directly relevant to SMEs. Ultimately, the PRISMA flow diagram outlined the process
from initial identification to the final inclusion of 46 studies, ensuring the review's reproducibility
and transparency.
3.1.3. Potential Studies for Exclusion
Some studies that initially appeared relevant based on their titles or abstracts were excluded
after closer inspection. The exclusions were mainly due to two reasons: (1) studies focused on CRM
systems in large enterprises or industries not applicable to SMEs, such as telecommunications or
automotive sectors; and (2) studies with weak methodologies, including limited sample sizes or
superficial data analysis. For instance, research relying heavily on case studies without
comprehensive data collection or using subjective opinions instead of empirical evidence was
deemed unsuitable.
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3.1.4. PRISMA Flow Diagram
Figure 5 provides the PRISMA flow diagram, which illustrates each step in the study selection
process.
Figure 8. Proposed PRISMA Flowchart.
3.2. Eligible Studies Attribute
The distribution of data sources used for this review is depicted in Figure 9, illustrating the
proportion of studies retrieved from various online repositories.
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Figure 9. Distribution of Online Data Sources.
The review utilized three main databases: Google Scholar, Web of Science, and Scopus. Google
Scholar and Web of Science each contributed 37% of the included studies, while Scopus accounted
for 26%. These databases were instrumental in facilitating a comprehensive search across a range of
academic disciplines, enabling efficient access to relevant literature on CRM systems and their impact
on SMEs. Table 8 provides an overview of the types of publications included in the review,
categorized by publication year.
Table 8. Momentary View of Research Works Contained Herein by Published Year.
Published Year
Book Chapter
Conference Paper
Dissertation
Journal Article
2014
0
0
0
6
2015
0
6
0
1
2016
0
0
0
1
2017
0
0
0
2
2018
0
0
0
4
2019
0
0
0
3
2020
0
0
0
3
2021
0
1
0
14
2022
0
0
0
3
2023
0
0
0
0
Following the screening process, 3,488 records were discarded, resulting in 46 reports selected
for retrieval. Each of these 45 reports was evaluated for eligibility and incorporated into the
systematic review. The graph illustrates the annual publication counts from 2014 to 2024, highlighting
a marked surge in 2021 with 14 publications before a subsequent drop. This pattern suggests a
significant rise in research activity leading up to 2021, followed by a decline in the subsequent years.
Figure 10 presents the distribution of research publications over the years
37%
37%
26%
Google Scholar
Web of Scince
Scopus
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Figure 10. The Yearly Number of Released Research Papers.
The chart depicts the number of publications from 2014 to 2024, revealing notable trends in
research activity over this period. Initially, from 2014 to 2019, the publication rate was low and stable,
with only minor fluctuations, averaging between 4 and 5 publications per year. However, in 2021,
there was a significant surge, with publications reaching 15. This dramatic increase suggests a notable
rise in research activity or interest during that year. Following this peak, the number of publications
sharply declined by 8 in 2022 and then by a further 5 the following year. Looking ahead, the graph
forecasts no publications for 2023 and 2024, indicating a possible halt in research output. This pattern
underscores a pivotal event or change in 2020 that markedly elevated research output, followed by a
return to previous levels and a potential cessation in the subsequent years. Figure 11 shows the
distribution of research publications across various countries.
Figure 11. The Share of Research Publication by Country Based On The Study Context.
Based on the research context, the published studies were categorized as depicted in the graph.
A substantial portion of the collected research papers came from Malaysia (13%) and Indonesia (9%).
Other significant contributions were made by researchers from Yemen, UK, Jordan, Czech Republic,
which all had a similar (7%) contribution, and several other countries had a contribution of (2%). The
graph reveals a notable concentration of research activity in Malaysia and Indonesia, underscoring
their significant roles in the CRM systems and its impact in SMEs. Despite the substantial
6
112
43 3
15
8
3
0
0
2
4
6
8
10
12
14
16
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Number of Publications
Year of Publication
2%
7%
4%
9%
2%
7%
2%
13%
2%
7%
4%
2% 2% 2% 2% 2%
7%
2%
4% 4%
7%
0%
2%
4%
6%
8%
10%
12%
14%
Distribution (%)
Country
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contributions in many countries, they contributed a smaller share of research papers. This
distribution highlights the varying levels of research output across different nations and emphasizes
the leading contributions from Malaysia and Indonesia. A classification has also been proposed based
on discipline area, and the included research publications have been catalogued as shown in Figure
11. Figure 12 presents the percentage distribution by geographic location per continent
Figure 12. Geographic location of publications per continent.
Asia, accounting for 42%, is at the forefront of research in enterprise architecture and
information management for small and medium enterprises. Countries like China have seen swift
economic growth lately, driving the need for efficient CRM systems to enhance business operations.
With two of the most populous nations globally, Asia's size and diversity provide distinctive
opportunities for research and innovation. Figure 13 shows the number of publications versus the
type of study.
Figure 13. Number of Publications Versus Type of Study.
Following quantitative research, there were two publications with qualitative investigations and
16 papers with mixed methodology. Mixed-methods research combines the benefits of qualitative
Africa
17.4%
Asia
39.1%
Australia
4.3%
Europe
26.1%
North America
8.7%
South America
4.3%
34.8%
8.7%
4.3%
52.2%
0%
10%
20%
30%
40%
50%
60%
Mixed-methods Not Specified Qualitative Quantitative
Number of Publications
Type of Study
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and quantitative techniques to validate statistical data with contextual insights, resulting in a deeper
understanding of how CRM systems impact small and medium-sized enterprises. Though less
generalizable, qualitative research provides rich, nuanced insights into SMEs' experiences with CRM,
reflecting the obstacles to adoption and execution. The few studies that do not disclose their
methodology are theoretical or exploratory in character. In general, mixed-approaches and although
qualitative studies are important, quantitative research is the most effective due to its transparent,
data-driven methodology. Figure 14 presents the comparison of scholar papers from developing and
developed countries.
Figure 14. Distribution of developing versus developed countries. .
With regards to the economic context, it is evident that 72% of the scholarly papers in this SLR
originated from developing countries, compared to 28% from developed countries. This highlights
the growing awareness in developing nations about implementing digital transformations in SMEs.
Figure 15 illustrates the distribution of CRM system types analyzed in the research.
Figure 15. CRM System Types in Research Studies.
28.26%
71.74%
Developed Countries
Developing Countries
0%
10%
20%
30%
40%
50%
60%
Analytical CRM Collaborative or Social
CRM (s-CRM)
Not Specified Operational CRM
17.4% 23.9%
2.2%
56.5%
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Operational CRM is the most studied system, accounting for 56.52% of research studies,
highlighting its importance in managing day-to-day customer interactions. Collaborative or Social
CRM follows with 23.91%, showing a growing interest in customer engagement and community
building. Analytical CRM comes in at 17.39%, reflecting its role in customer data analysis. Only a
small portion (2.17%) of studies did not specify a CRM system. Figure 16 presents the distribution of
research studies across various discipline areas, showcasing the focus on service-based SMEs,
technology/IT, and other key sectors such as sustainability and innovation.
Figure 16. Research Study Application.
Most research papers (41%/19) focused on service-based SMEs, followed by technology/IT
(26%/12), sustainability and innovation (18%/8), manufacturing and production (7%/3), hospitality
and tourism SMEs (4%/2), and Retail and E-Commerce (4%/2). All the research papers included in
this systematic analysis rely on empirical data and quantitative analysis. 46 studies were organized
into three discipline areas to address the methodologies used in the selected research works on CRM
Systems and their impact on SMEs' performance. Service Industries, Technology and Innovation,
Manufacturing and Production. Table 2.4 shows how this classification has been catalogued and
tabulated. Table 9 shows that most research papers (45%, 20 papers) focused on technology and
innovation, followed by service industries (44%, 21), and Manufacturing and Retail (11%, 5 papers).
Figure 17 highlights the key focus areas of CRM in the research, with Customer Satisfaction being the
most prominent, followed by Customer Acquisition and Retention Rate, while some studies did not
specify a particular focus.
41%
4%
26%
7%
18% 4%
22%
Service-based SMEs Hospitality and Tourism SMEs Technology/IT
Manufacturing and Production Sustainability and Innovation Retail and E-Commerce
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Figure 17. CRM Focus Areas in Research Studies.
Customer Satisfaction is the dominant focus area, with 17 studies, reflecting its central role in
CRM objectives. Customer Acquisition (13 studies) and Retention Rate (9 studies) are also key goals,
though less emphasized. 7 studies did not specify a particular focus area, leaving room for potential
ambiguity in the research. Figure 18 illustrates the primary business outcomes identified from CRM
implementation, with Operational Efficiency leading the results, followed by Revenue Growth and
Cost Savings.
Figure 18. Key Business Outcomes from CRM Implementation.
28%
36%
15%
20%
Customer Acquisition
Customer Satisfaction
Not Specified
Retention Rate
0% 10% 20% 30% 40% 50% 60%
Cost savings
Operational Efficiency
Revenue growth
8.7%
52.2%
39.1%
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Operational Efficiency is the leading business outcome, with 24 studies, emphasizing the
importance of CRM in streamlining processes. Revenue Growth is the second most noted outcome,
with 18 studies, showcasing the financial impact of CRM. Cost Savings is less frequently mentioned,
with only 4 studies, indicating that while it is a benefit, it may not be the primary driver for CRM
implementation. Figure 19 showcases the distribution of CRM functional areas covered in the
research, with Customer Service and Social CRM being the most examined, while a significant
portion of studies did not specify a functional area.
Figure 19. Type of CRM Technologies.
Customer Service is the most frequently addressed functional area (23.91%), followed closely by
Social CRM (32.61%), highlighting the importance of direct customer interactions and social
engagement in CRM systems. Marketing Automation and Sales Automation, each at 4.35%, are less
frequently examined, showing a relatively lower focus on automating these areas. A notable 34.78%
of studies did not specify a CRM functional area.
Table 9. Industrial Context of The Selected Research Studies.
Industry
Count
%
Service Industries
20
44
Technology and Innovation
21
45
Manufacturing and Retail
5
11
Table 10 summarizes studies on various Customer Relationship Management (CRM)
approaches, primarily focusing on Operational CRM and Collaborative/Social CRM, with metrics
centered around customer satisfaction, engagement, and loyalty. Operational CRM is highlighted for
its role in enhancing customer interactions and operational efficiency, while Collaborative/Social
CRM emphasizes social engagement. Common metrics such as Customer Satisfaction and Loyalty
are critical for assessing CRM effectiveness, with additional metrics like Knowledge Retention and
Customer Acquisition reflecting CRM's impact on long-term business success. The studies, with
sample sizes ranging from 0 to 143, provide valuable insights for industry planning and
understanding CRM's influence on business performance, particularly in improving customer
satisfaction and market share.
Customer service
23.9%
Marketing automation
4.3%
Not Specified
34.8%
Sales automation
4.3%
Social CRM
32.6%
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Table 10. Summary of Selected Studies.
Study
Sample
Size
CRM Type
CRM Performance Metrics
Contributions
[41]
21
Operational CRM
Customer Satisfaction, Key
Customer Focus
Provides valuable insights for industry
planning, and technology providers to
enhance CRM practices and competitiveness
[42]
59
Operational CRM
Customer Satisfaction, Key
Customer Focus
Re-conceptualizes key customer focus,
knowledge management and relationship
marketing
[43]
44
Collaborative/Social
CRM
Customer Engagement,
Satisfaction
Improve customer satisfaction and market
share.
[44]
143
Not Specified
Customer Satisfaction,
Knowledge Retention
Determining the Customer Lifetime Value
(CLV) for long-term competitive advantage.
[45]
100
Analytical CRM
Perception Of CRM,
Employee Involvement
Understand impact on customer retention
mediated by customer satisfaction.
[46]
51
Operational CRM
Customer Engagement,
Satisfaction
Influence of customer orientation on SMEs
performance.
[47]
13
Operational CRM
Customer Loyalty,
Retention Rate
Improved customer relationships, Business
sustainability, and brand reinforcement.
[48]
112
Operational CRM
Customer Acquisition
CRM dimensions are viewed as tools to
improve performance among establishments
worldwide.
[49]
25
Operational CRM
-
Relation of retention to CRM strategy and
customer loyalty
[50]
130
Collaborative/Social
CRM
Customer Engagement,
Satisfaction
CRM Influence on company performance
[51]
46
Operational CRM
-
Effect of CRM practices on cost associated
with customer acquisition.
[52]
19
Collaborative/Social
CRM
Customer Engagement,
Satisfaction
Focuses on operational efficiency and
organizational performance
[53]
63
Operational CRM
Improved Customer
Relationships
Develops analytical frameworks and
integrates data into their CRM systems.
[54]
Operational CRM
Integrated Customer
Database
The influence of CRM with the dimensions of
customer initiation, customer maintenance
and customer termination.
[55]
23
Collaborative/Social
CRM
Customer Engagement,
Satisfaction
effect of CRM on the SMEs that improves the
performance of industries and companies.
[56]
8
Operational CRM
Customer Orientation,
Service Quality
Implementing CRM results in market
performance of sales and the profitability of
the entire organization.
[57]
Operational CRM
Customer Satisfaction,
Efficiency
Improved customer relationships and
enhanced business survival
[58]
Analytical CRM
Customer Satisfaction,
Loyalty
CRM systems help organizations acquire and
continuously generate customer knowledge.
[59]
Analytical CRM
Customer Satisfaction,
Retention
Drawing on the Resource-Advantage theory
of sustainable competitive advantages
[60]
Operational CRM
Customer Satisfaction,
Performance Metrics
Improved customer loyalty and performance
improvement
[61]
46
Analytical CRM
-
Organizations seek to improve customer
service through CRM systems.
[62]
47
Operational CRM
[63]
Operational CRM
Customer Satisfaction,
Retention
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[64]
48
Operational CRM
Customer Acquisition,
Retention Rate
[65]
44
Operational CRM
[66]
23
Operational CRM
Firm Performance,
Customer Loyalty
Building general research model through
CRM practices, innovation capability, and
firm performance.
[67]
6
Collaborative/Social
CRM
Customer Engagement,
Satisfaction
Relative advantages, compatibility, top
management support, organizational culture,
and technology readiness.
[68]
1
Operational CRM
Customer Satisfaction,
Loyalty
Communication-distribution infrastructure,
business dynamics, customer relations and
innovation-quality factors affect CRM.
[69]
0
Collaborative/Social
CRM
Customer Engagement
Social CRM acceptance in improving the
performance of companies and their services
delivery.
[70]
0
Operational CRM
Customer Retention,
Acquisition
The resilience of MSMEs as a function of firm
size and customer management.
[71]
0
Operational CRM
Customer Satisfaction
Maintaining information security in the era of
digitalization.
[72]
7
Collaborative/Social
CRM
Brand Loyalty
customer orientation has a positive impact on
business sustainability.
[73]
0
Analytical CRM
Customer Acquisition
Positive and significant correlation between
marketing communication effectiveness,
customer value creation, product innovation,
and financial performance.
[74]
0
Operational CRM
Customer Satisfaction
Impact of Social Customer Relationship
Management (SCRM) on competitive
advantage, innovation capability, and SME
performance
[75]
4
Collaborative/Social
CRM
Customer Engagement,
Satisfaction
Building and enhancing relationships to
increase long term profitability of the
company.
[76]
71
Operational CRM
Customer Acquisition,
Retention Rate, Customer
Satisfaction
[37]
Operational CRM
[78]
8
Analytical CRM
Performance Indicators,
Customer Satisfaction
Utilizing subjective measures; future studies
could utilize objective performance measures
in order to relate CRM and SC with
performance.
[79]
118
Operational CRM
Customer Retention,
Satisfaction
[80]
0
Analytical CRM
Customer Engagement
Helps improve customer engagement and
innovation performance.
[81]
0
Collaborative/Social
CRM
Customer Loyalty
SCRM has a positive impact on CL formation
in the MSME sector.
[82]
0
Analytical CRM
Customer Satisfaction
There is a significant mediation role of SCR
between CRM practices and customer
satisfaction
[83]
2
Collaborative/Social
CRM
Customer Engagement,
Satisfaction
Incorporating social media into CRM
strategies and implementations on SMEs
performance.
[84]
Operational CRM
Customer Satisfaction,
Loyalty
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25
[85]
Operational CRM
[86]
3
Collaborative/Social
CRM
Customer Satisfaction,
Engagement
The mediating role of sustainable dynamic
capabilities in the effect of s-CRM on
sustainable competitive advantage.
3.3. Risk of Bias in Studies
Figure 13 depicts the distribution of research design types used in studies that investigated the
impact of CRM on SMEs. Of the 46 papers reviewed, case studies were the most common research
design, accounting for 21 instances. This preference emphasizes the importance of providing in-
depth, contextual insights into specific CRM adoption cases, as well as a qualitative exploration of
individual SMEs' unique experiences. Surveys are also widely used, with 19 examples highlighting
the collection of extensive, generalizable data that can be statistically analysed. Surveys are effective
for reaching a diverse group of SMEs and obtaining consistent responses on CRM adoption, benefits,
and challenges. In contrast, quasi-experimental designs are uncommon, with only one example, and
five papers did not specify the research design. The quasi-experimental approach is useful for
establishing cause-and-effect relationships by controlling variables, but it is not widely used in CRM
research.
Figure 13. Research Design.
Table 11 evaluates the risk of bias in numerous studies investigating the impact of Customer
Relationship Management (CRM) systems on small and medium-sized enterprises (SMEs) using key
methodological criteria. Random Sequence Generation examines whether SMEs were randomly
selected for CRM implementation, which can affect selection bias. Allocation Concealment assesses
if the assignment of SMEs to different CRM systems was concealed from those conducting the study,
helping to mitigate potential biases. Blinding of Participants and Personnel ensures that neither the
SMEs nor the researchers were aware of which CRM strategies were being applied, thereby reducing
Performance Bias. Blinding of Outcome Assessment focuses on whether the evaluators assessing the
impact of CRM systems were unaware of the assigned strategies, minimizing Detection Bias.
Incomplete Outcome Data evaluates how the researchers managed any missing information
regarding the effectiveness of CRM, addressing Attrition Bias. Selective Reporting reviews whether
all intended outcomes related to CRM usage were disclosed, identifying potential Reporting Bias if
certain results were omitted. Other Bias considers additional factors, such as commercial interests or
methodological shortcomings, which might skew the results. The Overall Risk of Bias provides an
overall assessment of the studies' credibility, rated from Low (indicating minimal bias) to High
Case study
45.7%
Not Specified
10.9% Quasi-experimental
2.2%
Survey
41.3%
Other
43.5%
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26
(indicating serious concerns). These categories collectively contribute to a thorough evaluation of
each study’s reliability and the potential biases that may affect the perceived impact of CRM systems
on SMEs.
Table 11. Results of Risk of Bias in Research Studies.
Ref
Random
Sequence
Generatio
n
(Selection
Bias)
Allocation
Concealme
nt
(Selection
Bias)
Binding of
Participants
and
Personnel
(Performanc
e Bias)
Binding of
Outcome
Assessmen
t
(Detection
Bias)
Incomplet
e Outcome
Data
(Attrition
Bias)
Selective
Reporting
(Reportin
g Bias)
Other
Sources
of Bias
Overall
Risk of
Bias
[41]
Unclear
Unclear
Unclear
Unclear
Low
Unclear
Moderat
e
Moderat
e
[42]
Unclear
Unclear
Moderate
Moderate
Low
Low
Moderat
e
Moderat
e
[43]
Unclear
Unclear
Unclear
Unclear
Low
Unclear
Unclear
Unclear
[44]
Unclear
High
High
High
High
Unclear
High
High
[45]
Low
Low
Unclear
Low
Low
Low
Low
Low
[46]
Unclear
Unclear
Moderate
High
Moderate
Low
Moderat
e
Moderat
e
[47]
Unclear
Unclear
Moderate
Moderate
Low
Low
Unclear
Unclear
[48]
Low
Low
Unclear
Hight
Low
Unclear
High
Moderat
e
[49]
Low
Unclear
Moderate
Unclear
Unclear
Unclear
High
Low
[50]
Unclear
Unclear
Unclear
Unclear
Low
Low
Unclear
Unclear
[51]
Unclear
Unclear
Moderate
High
Low
Moderate
High
Unclear
[52]
Low
Unclear
High
High
Moderate
Low
High
Low
[53]
Low
Low
Moderate
Unclear
Low
Moderate
Unclear
Low
[54]
Unclear
Low
Unclear
Moderate
Low
Low
Unclear
Unclear
[55]
Low
Unclear
Moderate
Unclear
Moderate
Moderate
Low
Low
[56]
Unclear
Unclear
Unclear
High
Low
Moderate
Moderat
e
Unclear
[57]
Low
Low
Moderate
Moderate
Moderate
Low
Moderat
e
Low
[58]
Unclear
Low
Unclear
Unclear
Low
Moderate
Low
Low
[59]
Low
Low
High
Moderate
Moderate
Low
Moderat
e
Unclear
[60]
Low
Unclear
Unclear
Unclear
Low
Low
Low
Unclear
[61]
Low
Low
Unclear
Hight
Low
Unclear
High
Moderat
e
[62]
Low
Unclear
Moderate
Unclear
Unclear
Unclear
High
Low
[63]
Unclear
Unclear
Unclear
Unclear
Low
Low
Unclear
Unclear
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27
[64]
Unclear
Unclear
Moderate
High
Low
Moderate
High
Unclear
[65]
Low
Unclear
High
High
Moderate
Low
High
Low
[66]
Low
Low
Moderate
Unclear
Low
Moderate
Unclear
Low
[67]
Unclear
Low
Unclear
Moderate
Low
Low
Unclear
Unclear
[68]
Low
Unclear
Moderate
Unclear
Moderate
Moderate
Low
Low
[69]
Unclear
Unclear
Unclear
High
Low
Moderate
Moderat
e
Unclear
[70]
Low
Low
Moderate
Moderate
Moderate
Low
Moderat
e
Low
[71]
Unclear
Low
Unclear
Unclear
Low
Moderate
Low
Low
[72]
Low
Low
High
Moderate
Moderate
Low
Moderat
e
Unclear
[73]
Low
Unclear
Unclear
Unclear
Low
Low
Low
Unclear
[74]
Low
Unclear
Moderate
Unclear
Moderate
Moderate
Low
Low
[75]
Unclear
Unclear
Unclear
High
Low
Moderate
Moderat
e
Unclear
[76]
Low
Low
Moderate
Moderate
Moderate
Low
Moderat
e
Low
[77]
Unclear
Low
Unclear
Unclear
Low
Moderate
Low
Low
[78]
Low
Low
High
Moderate
Moderate
Low
Moderat
e
Unclear
[79]
Low
Unclear
Unclear
Unclear
Low
Low
Low
Unclear
[80]
Low
Low
Unclear
Hight
Low
Unclear
High
Moderat
e
[81]
Low
Unclear
Moderate
Unclear
Unclear
Unclear
High
Low
[82]
Low
Unclear
Moderate
Unclear
Moderate
Moderate
Low
Low
[83]
Unclear
Low
Unclear
Moderate
Low
Low
Unclear
Unclear
[84]
Low
Unclear
Moderate
Unclear
Moderate
Moderate
Low
Low
[85]
Unclear
Unclear
Unclear
High
Low
Moderate
Moderat
e
Unclear
[86]
Low
Low
Moderate
Moderate
Moderate
Low
Moderat
e
Low
Figure 14 depicts the data collection methods used in 46 studies on the impact of CRM on SMEs,
sourced from Google Scholar, Scopus, and Web of Science. Surveys dominate, accounting for 30
instances, indicating a focus on quantitative data collection to assess CRM's impact on customer
acquisition, retention, and performance metrics. Document analysis, which was used in six studies,
provides a detailed review of CRM-related documents, whereas interviews (5 instances) provide in-
depth qualitative insights into SME experiences. Observations, while less common in two cases,
provide real-world evaluations of CRM implementation. Three studies did not specify their methods,
which could indicate that they used theoretical approaches. The heavy reliance on surveys
emphasizes quantifiable outcomes, whereas the other methods provide valuable qualitative context.
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28
Figure 14. Data Collection Methods.
3.4. Results of Individual Studies
Figure 15 shows a significant variation in the reporting of sample sizes across studies
investigating the impact of CRM on SMEs. Six studies failed to specify their sample sizes, raising
concerns about the findings' transparency and generalizability. This lack of detail may result in
reporting bias, making it difficult to assess the reliability of the evidence.
Among the studies that did report sample sizes, a variety of approaches are evident. Three
studies used small samples of 0-50 participants, which, while easier to manage logistically, may have
lower statistical power and external validity. Eight studies had 51-100 participants, while nine had
101-150 participants, indicating a preference for moderately sized samples that strike a balance
between feasibility and the need for useful data. At the larger end of the spectrum, three studies had
151-200 participants, four had 201-250 participants, and two had 251-300 participants. Furthermore,
four studies included 301-350 participants, three studies included 351-400 participants, and four
studies had more than 400 participants. Larger studies are more likely to produce generalizable
results, though they are less common in CRM research.
The variability in sample sizes across the reviewed studies indicates a diverse approach to data
collection, with many studies at risk of bias due to small or unspecified sample sizes. Because of the
wide range of sample sizes, the systematic review's findings must be interpreted with caution.
Document analysis
13.0%
Interviews
10.9%
Not Specified
6.5%
Observations
4.3%
Surveys
65.2%
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29
Figure 15. Sample Size Range.
3.5. Results of Syntheses
Figure 16 depicts how the data analysis technique affects the distribution of published research.
The most investigated configurations are statistical analysis, which leads the chart with 12 instances,
and Thermal analysis, which had 5 instances. These combinations are preferred because of their
balance of reliability, as proven by statistical study revealing a considerable positive association
between these characteristics and overall performance indicators. The articles that did not specify
their technique consists of three. The combination of both Statistical and Thematic Analysis
contributes about 2 instances then fewer common configurations, such as PLS-SEM, Mediation
analysis, Correlation and OLS methods, and Smart PLS and many others consist of an instance of 1
that indicates a growing interest in utilizing or evaluating CRM tools on SME performance.
4.4%
17.8%
20.0%
6.7%
8.9%
4.4%
8.9%
6.7%
8.9%
13.3%
0.0% 5.0% 10.0% 15.0% 20.0% 25.0%
0-50
51-100
101-150
151-200
201-250
251-300
301-350
351-400
>400
Not Specified
Number of Publications
Sample Size Range
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30
Figure 16. Data Analysis Techniques.
3.6. Reporting Biases
We identified several issues related to missing or incomplete results in the studies on the impact
of CRM on SMEs. Notably, the research cited [1-10], [12-15], [17-20], and [22-23] aimed to evaluate
the effectiveness of CRM systems in enhancing customer satisfaction and retention. While many
reported significant improvements in these metrics, others did not provide comprehensive data,
particularly regarding the financial performance and growth associated with CRM implementation.
This absence of information is critical, as it may indicate that the findings do not capture the complete
picture, especially if only positive outcomes were reported. Such selective reporting, known as
reporting bias, can lead to an overestimation of the effectiveness of CRM strategies. Consequently,
we regard the evidence from these studies as less reliable. Without access to all necessary data, we
cannot confidently assert whether CRM genuinely supports sustained growth in small and medium-
sized enterprises. This underscores the importance of cautious interpretation of results due to
potential data gaps. To further illustrate these concerns, Table 1 summarizes various CRM studies
and their reported impacts on SMEs, highlighting both positive outcomes and gaps in data
availability. For instance, while many studies indicate enhanced customer relationships through
effective CRM strategies, the lack of longitudinal data raises questions about the sustained impact of
these systems. This overview emphasizes the necessity for comprehensive studies that provide a
holistic view of how CRM contributes to sustained growth in SMEs.
1
1
1
1
1
1
1
1
1
3
1
2
2
11
1
1
1
2
3
1
1
1
5
1
1
0 2 4 6 8 10 12
Calculation the values of R, F and M: as explained…
Competitive advantage, operational efficiency
Correlation and OLS methods
Exploratory factor analysis
Fluid approximation, ordinary differential…
Hypothesis testing, conceptual modeling
Mean, standard deviation, Pearson Product…
Mediation Analysis to investigate whether the…
Multivariate and logistic regression analysis
N/A
Partial Least Square (PLS-SEM)
Partial Least Square Structural Equation Modeling…
Regression analysis
Statistical Analysis
Statistical analysis methods to analyze the survey…
Statistical analysis, mediation analysis
Statistical analysis, regression analysis
Statistical analysis, thematic analysis
Structural equation modeling
Structural Equation Modeling (SEM), Regression …
Structural Equation Modeling (SEM), Neural…
Structural equation modeling (SmartPLS)
Thematic analysis
Thematic analysis, qualitative interviews
Thematic analysis, statistical analysis
Number of Data Analysis Techniques
Data Analysis Techniques
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31
Table 12. Results of Risk of Bias in Research Studies.
Study
Reporting Bias
Impact on Reliability
[1-10], [12-15], [17-20], [22-23]
Reported significant improvements in
customer satisfaction and retention metrics,
suggesting a positive effect of CRM on SMEs.
Reliable, but long-term impact
unclear.
[11, 13, 16], [18, 21, 24-30], [32-35]
Did not provide comprehensive data on
financial performance and growth due to
CRM implementation.
Less reliable due to missing
information.
[31, 36-40], [42-45], [47]
Reported mixed results regarding the impact
of CRM on operational efficiency and
employee engagement in SMEs.
Moderately reliable, requires more
comprehensive data.
3.7. Certainty of Evidence
As illustrated in Figure 18, The emphasis on operational efficiency, with 24 examples, reflects its
significance in CRM research for SMEs. Many studies have shown how CRM systems can streamline
internal processes, increase productivity, and improve overall business operations. This emphasis on
operational efficiency demonstrates the importance that SMEs place on optimizing day-to-day
operations to remain competitive and efficient. Revenue Growth follows closely behind, with 18
studies examining how CRM tools can increase company profits through better customer
management, retention, and sales strategies. The importance of increasing revenue is clearly a top
priority for many SMEs implementing CRM systems. In contrast, with only four instances, Cost
Savings is the least explored metric. This suggests that, while cost savings are a benefit of CRM, they
are not as important as operational improvements or revenue growth in current research. This trend
suggests that CRM's perceived value lies more in its ability to enhance business performance and
growth than in its potential for cutting costs.
Figure 18. Business Performance.
4. Practical Recommendations
4.1. Key Findings and Strategic Implications for Business Leaders
The adoption and implementation of Customer Relationship Management (CRM) systems in
Small and Medium Enterprises (SMEs) have shown notable effects on business performance across
various industries. This section provides a synthesis of the key findings from the systematic review,
offering strategic implications for business leaders seeking to leverage CRM systems for competitive
0
5
10
15
20
25
Cost savings Operational Efficiency Revenue growth
4
24
18
nUMBER OF BUSINESS PERFORMANCE
METRICS
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32
advantage. The analysis draws insights from diverse sectors, highlighting opportunities and
challenges associated with CRM adoption, and connecting these insights to the broader context of
the proposed systematic review. Additionally, this section identifies the strategic drivers for CRM
success and the expected outcomes when implemented effectively. Table 13 summarizes the key
findings and their strategic implications for business leaders across different industries, identifying
potential opportunities, challenges, and relevance to the systematic review while outlining strategic
drivers and expected outcomes.
Table 12. Key Findings and Strategic Implications for Business Leaders.
Industry
Key Finding
Strategic
Implications
for Business
Leaders
Opportuniti
es
Challeng
es
Relevance
to
Proposed
Systematic
Review
Strategic
Drivers
Expected
Outcome
Manufacturin
g
CRM
improves
operational
efficiency by
30% through
process
automation
and better
data
management.
Invest in
CRM tools to
streamline
operations
and reduce
manual
workflows,
thus boosting
productivity.
Opportunit
y to enhance
productivity
and reduce
operational
costs.
Initial
high
investme
nt in
CRM
software
and
integratio
n.
Reinforces
CRM’s
impact on
operational
efficiency.
Process
automation,
data
manageme
nt
Increased
production
efficiency
and cost
savings.
Retail & E-
Commerce
CRM
adoption
leads to a 25-
40% increase
in customer
retention
rates.
Focus on
customer
engagement
strategies to
boost
retention and
lifetime value
using
personalized
communicati
on.
Leverage
data-driven
insights for
targeted
marketing
and
personalize
d offers.
Difficulty
in
integratin
g CRM
with
existing e-
commerce
platforms.
Aligns with
the
review's
focus on
CRM's
impact on
customer
retention.
Personalize
d customer
engagemen
t, targeted
marketing
Higher
customer
retention
and
increased
sales.
Hospitality
CRM
enhances
customer
satisfaction
by up to 35%
through
improved
service
delivery and
guest
experience.
Utilize CRM
to optimize
guest
feedback
management
and tailor
services to
meet
customer
expectations.
Opportunit
y to improve
service
quality and
customer
satisfaction.
Staff
training
and
resistance
to
adopting
new CRM
processes.
Connects to
review’s
findings on
CRM's role
in customer
satisfaction.
Service
quality
improveme
nt,
customer
feedback
integration
Enhanced
guest
satisfaction
and repeat
business.
Technology &
IT
CRM
implementati
on supports a
20-30%
increase in
sales by
enabling
data-driven
decision-
making.
Utilize CRM
analytics to
inform sales
strategies and
improve the
efficiency of
sales teams.
Unlock new
revenue
streams
through
data-driven
sales
strategies.
Challenge
s in
ensuring
data
privacy
and
regulator
y
complian
ce.
Provides
evidence
for CRM’s
impact on
data-driven
decision-
making.
Data
analytics,
sales
strategy
optimizatio
n
Growth in
sales
revenue
and market
share.
Automotive
CRM helps
improve
customer
acquisition
rates by 20-
25% through
better
Implement
CRM-based
lead
management
to boost sales
conversion
rates.
Streamline
the sales
funnel to
reduce time
to convert
leads.
Managing
the
complexit
y of
customer
data
Demonstrat
es CRM's
influence
on
customer
acquisition.
Lead
manageme
nt, sales
funnel
optimizatio
n
Higher
customer
acquisition
rates and
conversion
efficiency.
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33
customer
profiling and
follow-ups.
integratio
n.
Pharmaceutic
als
CRM
adoption
facilitates
compliance
tracking and
enhances
customer
relationships
by 15-25%.
Leverage
CRM tools for
compliance
management
and
improving
communicati
on with
healthcare
providers.
Strengthen
regulatory
adherence
and
relationship
managemen
t.
Complexi
ty in
managing
sensitive
patient
data.
Highlights
CRM's role
in
compliance
and
relationshi
p
manageme
nt.
Compliance
manageme
nt,
relationship
enhanceme
nt
Better
regulatory
compliance
and
stronger
client
relationshi
ps.
The table illustrates how CRM systems can be strategically leveraged across various sectors,
providing actionable insights for business leaders to address industry-specific opportunities and
challenges. Strategic drivers such as data management, process automation, and customer
engagement play crucial roles in achieving the expected outcomes, thereby supporting the review's
focus on optimizing CRM adoption for SMEs.
4.2. Proposed Decision-Making Framework for Implementation
Implementing Customer Relationship Management (CRM) systems in Small and Medium
Enterprises (SMEs) requires a strategic approach to maximize the benefits while addressing potential
challenges. This section outlines a step-by-step decision-making framework tailored for various
industries. Each industry-specific framework consists of five key steps, from needs analysis to
optimization, designed to guide business leaders through the implementation process. This
framework emphasizes the importance of aligning CRM adoption with strategic objectives and
expected outcomes, ensuring a successful and sustainable integration. Table 13 presents the proposed
decision-making framework for CRM implementation across different industries, detailing the focus
of each step, key features, strategic drivers, expected outcomes, and ties to the proposed systematic
review.
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34
Table 13. Proposed Decision-Making Framework for Implementation.
Industry
Step
Framework Focus
Key Features
Strategic Drivers
Expected Outcome
Ties to Proposed Study
Manufacturing
Step 1: Needs
Analysis
Assess current operational
challenges and CRM
readiness.
Identify process inefficiencies
and data management gaps.
Operational efficiency,
process improvement
Clear understanding of areas where
CRM can enhance productivity.
Links to CRM's role in improving
operational efficiency.
Step 2: Select
Platform
Choose a CRM platform
that integrates well with
existing systems.
Prioritize platforms with
manufacturing-specific features.
System compatibility,
customization
Selection of a CRM system that
supports manufacturing workflows.
Supports findings on customization's
role in CRM success.
Step 3: Pilot
Testing
Implement a pilot phase
with selected teams or
departments.
Monitor CRM's impact on
production processes and data
accuracy.
Process automation,
data analytics
Identification of best practices for
scaling CRM across operations.
Connects to case studies demonstrating
phased CRM adoption.
Step 4: Full
Integration
Expand CRM deployment
to cover all production
areas.
Integrate with supply chain and
quality management systems.
End-to-end process
integration, supply
chain efficiency
Seamless CRM integration across
production processes.
Validates CRM's contribution to
operational optimization.
Step 5:
Optimization
Continuously monitor and
adjust CRM usage for
process improvements.
Utilize CRM data to optimize
production schedules and
workflows.
Continuous
improvement, data-
driven decision-making
Ongoing enhancement of operational
efficiency and cost savings.
Reinforces CRM's long-term impact on
manufacturing performance.
Retail & E-
Commerce
Step 1: Needs
Analysis
Evaluate customer
engagement gaps and sales
process inefficiencies.
Identify key areas for improving
customer experience.
Customer engagement,
sales strategy
Understanding of critical CRM use
cases for boosting retention.
Links to findings on CRM's role in
enhancing customer retention.
Step 2: Select
Platform
Choose a CRM platform
with strong e-commerce
capabilities.
Look for features such as
automated marketing and
analytics.
Platform scalability,
marketing automation
Selection of a CRM tool that supports
targeted marketing strategies.
Supports the review's focus on
personalized customer engagement.
Step 3: Pilot
Testing
Test CRM features like
personalized promotions
with a customer subset.
Track improvements in customer
engagement and sales.
Marketing
effectiveness, customer
data insights
Identification of successful strategies
for scaling across the customer base.
Aligns with case studies on targeted
CRM implementations.
Step 4: Full
Integration
Roll out CRM to all
customer touchpoints and
sales channels.
Integrate CRM with e-commerce
platforms and customer service.
Omnichannel
integration, customer
service enhancement
Increased customer engagement
across all channels.
Highlights CRM's role in boosting
customer lifetime value.
Step 5:
Optimization
Use CRM analytics to
refine marketing
campaigns and sales
tactics.
Optimize promotional strategies
based on customer behavior
data.
Data-driven marketing,
sales conversion
optimization
Higher sales conversion rates and
customer retention.
Validates the review’s findings on data-
driven CRM strategies.
Hospitality
Step 1: Needs
Analysis
Identify service delivery
gaps and customer
satisfaction issues.
Assess the quality of guest
experience and feedback
mechanisms.
Service quality, guest
experience
Insights into areas where CRM can
enhance customer satisfaction.
Ties to CRM's impact on service delivery
in the hospitality sector.
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35
Step 2: Select
Platform
Choose a CRM platform
that supports guest
feedback and reservations.
Look for features enabling real-
time service updates.
Customer feedback
integration, service
customization
Selection of a CRM system tailored to
hospitality needs.
Supports findings on CRM's role in
enhancing service quality.
Step 3: Pilot
Testing
Implement CRM in specific
departments (e.g., front
desk, concierge).
Measure improvements in guest
satisfaction scores.
Customer service
efficiency, staff
engagement
Identification of best practices for
scaling CRM to other areas.
Aligns with phased approaches in CRM
adoption for hospitality.
Step 4: Full
Integration
Extend CRM use to all
guest-facing services and
back-end operations.
Integrate CRM with property
management and guest service
systems.
End-to-end guest
experience
management,
operational efficiency
Enhanced guest satisfaction and
operational consistency.
Reinforces the review's findings on
CRM’s long-term benefits.
Step 5:
Optimization
Continuously refine guest
services based on CRM
insights.
Use data to adjust service
standards and anticipate guest
needs.
Proactive service
management,
continuous
improvement
Improved guest retention and repeat
bookings.
Ties to the role of CRM in driving guest
loyalty.
Technology & IT
Step 1: Needs
Analysis
Analyze current sales
processes and data
management systems.
Identify bottlenecks in sales
cycles and information flow.
Sales process efficiency,
data integration
Clear understanding of CRM
requirements for sales optimization.
Links to findings on CRM's impact on
data-driven decision-making.
Step 2: Select
Platform
Choose a CRM solution
that supports complex
sales cycles and analytics.
Prioritize platforms with robust
data analytics capabilities.
Advanced analytics,
sales process
integration
Selection of a CRM platform that
aligns with sales and data needs.
Supports findings on the importance of
analytics in CRM success.
Step 3: Pilot
Testing
Implement CRM with
select sales teams for data
analysis and reporting.
Monitor changes in sales
performance and data accuracy.
Sales performance
tracking, data-driven
insights
Identification of best practices for
broader CRM deployment.
Connects with evidence on phased CRM
adoption strategies.
Step 4: Full
Integration
Scale CRM across all sales
teams and integrate with
existing IT systems.
Ensure CRM is used for all
customer interactions and data
tracking.
Cross-functional
integration, sales cycle
optimization
Improved sales efficiency and
revenue growth.
Validates the review’s conclusions on
CRM’s role in sales growth.
Step 5:
Optimization
Continuously refine sales
strategies using CRM
analytics.
Adjust sales targets and tactics
based on CRM insights.
Continuous sales
improvement, data-
driven strategy
optimization
Higher revenue growth and market
competitiveness.
Reinforces CRM's impact on long-term
sales performance.
Automotive
Step 1: Needs
Analysis
Evaluate current lead
management processes and
customer follow-up
practices.
Identify gaps in customer
acquisition and sales conversion.
Lead management,
customer profiling
Insights into areas where CRM can
boost sales conversion rates.
Ties to findings on CRM’s role in
customer acquisition.
Step 2: Select
Platform
Choose a CRM system that
supports customer
profiling and follow-up
automation.
Focus on features like lead
scoring and automated
reminders.
Lead generation,
follow-up automation
Selection of a CRM platform that
enhances customer acquisition.
Supports findings on the need for CRM
customization in automotive.
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Step 3: Pilot
Testing
Implement CRM with a
specific sales region or
dealership.
Monitor improvements in sales
conversion rates and lead
tracking.
Sales conversion
tracking, customer
engagement
Identification of successful CRM
practices for scaling.
Aligns with phased approaches to CRM
implementation.
Step 4: Full
Integration
Roll out CRM across all
sales locations and
integrate with service
departments.
Ensure seamless data flow
between sales and service
functions.
End-to-end sales and
service integration,
customer satisfaction
Improved sales conversion and
customer retention.
Validates the review’s conclusions on
end-to-end CRM integration.
Step 5:
Optimization
Refine sales tactics and
customer engagement
strategies using CRM
insights.
Use data-driven strategies to
optimize customer follow-up.
Sales cycle
improvement,
continuous customer
engagement
Higher customer acquisition and
retention rates.
Ties to long-term impacts of CRM on
sales performance.
Pharmaceuticals
Step 1: Needs
Analysis
Assess compliance
management and customer
relationship challenges.
Identify gaps in tracking
regulatory adherence and client
engagement.
Compliance tracking,
client relationship
management
Understanding of CRM needs in
compliance and client relations.
Links to findings on CRM’s role in
compliance management.
Step 2: Select
Platform
Choose a CRM system that
supports compliance
tracking and secure data
management.
Look for features that facilitate
regulatory reporting and secure
communication.
Compliance support,
data security
Selection of a CRM platform that
aligns with regulatory requirements.
Supports findings on the importance of
compliance in CRM success.
Step 3: Pilot
Testing
Test CRM features related
to compliance and
customer interactions.
Monitor improvements in
regulatory adherence and client
communication.
Compliance
management, secure
data handling
Identification of best practices for
broader CRM implementation.
Connects to phased adoption
approaches for sensitive industries.
Step 4: Full
Integration
Expand CRM deployment
to all departments
handling compliance and
client relations.
Ensure CRM supports seamless
regulatory reporting and client
management.
Cross-departmental
integration, compliance
optimization
Improved regulatory adherence and
client satisfaction.
Validates the review’s conclusions on
CRM’s impact on compliance.
Step 5:
Optimization
Continuously refine
compliance processes and
client interactions using
CRM data.
Use insights to adjust compliance
protocols and customer
communication strategies.
Continuous
improvement, proactive
client engagement
Enhanced compliance and stronger
client relationships.
Reinforces the review’s findings on
long-term CRM benefits.
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The table provides a detailed framework for implementing CRM systems in various industries,
guiding business leaders through a systematic process to maximize CRM's impact. Each step
addresses specific needs, from initial analysis to ongoing optimization, aligning CRM adoption with
strategic business goals and expected outcomes as highlighted in the proposed systematic review.
4.3. Proposed Best Practices for Successful Study Implementation
Implementing Customer Relationship Management (CRM) systems successfully in Small and
Medium Enterprises (SMEs) involves addressing industry-specific operational challenges and
aligning CRM initiatives with strategic business goals. This section outlines best practices for
different SME types within various industries, considering unique operational challenges, strategic
drivers, and expected impacts of CRM adoption. These best practices are informed by the systematic
review findings and aim to enhance the effectiveness of CRM implementation for achieving business
objectives. Table 14 presents proposed best practices for implementing CRM systems across different
industries, detailing the SME type, operational challenges, strategic drivers, expected impacts, and
ties to the findings from the systematic review.
Table 14. Proposed Best Practices for Successful Study Implementation.
Industry
Best Practice
SME Type
Operational
Challenge
Strategic
Drivers
Expected
Impact
Ties to
Systematic
Review
Findings
Manufacturing
1. Automate
Repetitive
Processes
Medium-sized
manufacturers
High manual
workload in
production
processes
Process
automation,
cost
reduction
30-40%
improvement
in operational
efficiency
Reinforces
the review's
findings on
CRM's role in
automation.
2. Integrate
CRM with
SCM
Small
manufacturers
Disconnected
supply chain
and
production
workflows
Supply chain
efficiency,
data
integration
Improved
coordination
between supply
chain and
production
Supports
CRM’s
impact on
data
management
and
integration.
3. Provide
Staff Training
Small and
medium-sized
manufacturers
Resistance to
adopting new
CRM tools
Change
management,
employee
engagement
Increased
adoption rates
and CRM user
satisfaction
Aligns with
the review’s
focus on
training for
successful
adoption.
Retail & E-
Commerce
1. Use CRM
for Targeted
Marketing
E-commerce
platforms
Low
customer
engagement
and high cart
abandonment
Customer
engagement,
targeted
promotions
25-35% increase
in customer
retention and
conversion
rates
Links to the
review’s
findings on
personalized
customer
strategies.
2. Implement
Omnichannel
CRM
Small retailers
Inconsistent
customer
experience
across
channels
Omnichannel
integration,
customer
satisfaction
Enhanced
customer
satisfaction and
lifetime value
Supports
CRM’s role in
unifying
customer
interactions.
3. Leverage
Data
Analytics
Online retail
stores
Lack of
actionable
insights from
customer data
Data-driven
decision-
making,
marketing
optimization
Higher sales
conversion and
improved
marketing ROI
Connects to
findings on
data analytics
enhancing
CRM impact.
Hospitality
1. Personalize
Guest
Experiences
Small hotels
Inability to
cater to
individual
Service
quality,
customer
satisfaction
30-50%
improvement
in guest
Ties to
findings on
CRM’s role in
improving
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38
guest
preferences
satisfaction
scores
service
delivery.
2. Centralize
Guest
Feedback
Management
Bed-and-
breakfast
establishments
Poor follow-
up on guest
feedback
Feedback
management,
service
enhancement
Better handling
of complaints
and improved
online reviews
Supports the
review's
focus on
guest
feedback
integration.
3. Use CRM
for
Reservation
Management
Resorts
Inefficiencies
in reservation
and booking
processes
Booking
efficiency,
customer
convenience
20-30%
reduction in
reservation
processing time
Aligns with
CRM’s
impact on
process
efficiency in
hospitality.
Technology &
IT
1. Enhance
Sales Process
Automation
IT service
providers
Lengthy sales
cycles and
poor follow-
up with leads
Sales
efficiency,
customer
acquisition
15-25% increase
in lead
conversion
Supports
findings on
the
importance of
sales
automation.
2. Improve
Cross-
Functional
Data Sharing
Software
development
firms
Data silos
between
sales,
marketing,
and customer
support
Data
integration,
collaboration
Improved
internal
communication
and customer
satisfaction
Reinforces
CRM’s role in
data
management.
3. Use CRM
for Client
Project
Management
Small tech
firms
Lack of
project
tracking and
customer
progress
updates
Project
management,
client
engagement
20-30% increase
in project
delivery
efficiency
Connects to
the review’s
insights on
CRM
enhancing
service
quality.
Automotive
1. Automate
Lead Scoring
and Follow-
Up
Car dealerships
Low sales
conversion
due to
ineffective
lead
management
Sales
conversion,
customer
engagement
20-30%
improvement
in lead
conversion
rates
Ties to
findings on
CRM's
impact on
customer
acquisition.
2. Utilize
CRM for
After-Sales
Service
Management
Auto service
centers
Inconsistent
follow-up on
service
reminders
Customer
retention,
service
quality
Increased
repeat service
bookings and
customer
loyalty
Aligns with
findings on
CRM
enhancing
long-term
customer
value.
3. Integrate
CRM with
Inventory
Systems
Parts
distributors
Inefficiencies
in managing
inventory and
order
fulfillment
Inventory
management,
operational
efficiency
Better stock
management
and reduced
order
processing
times
Supports the
review’s
focus on
CRM’s
impact on
inventory
control.
Pharmaceuticals
1. Use CRM
for
Compliance
Tracking
Drug
distributors
Challenges in
meeting
regulatory
requirements
Compliance
management,
regulatory
adherence
15-25%
improvement
in compliance
monitoring
Reinforces
CRM’s role in
compliance
and
regulatory
management.
2. Streamline
CRM with
Sales and
Marketing
Small
pharmaceutical
companies
Disconnected
sales and
marketing
strategies
Sales
optimization,
marketing
alignment
Better
coordination
and higher
sales
performance
Supports
findings on
CRM
improving
sales and
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39
marketing
synergy.
3. Leverage
CRM for
Customer
Education
Programs
Health product
suppliers
Difficulty in
educating
customers
about new
products
Customer
education,
brand loyalty
Increased
customer
awareness and
loyalty
Aligns with
findings on
CRM’s role in
customer
engagement.
The table outlines tailored best practices for implementing CRM systems across different
industries, addressing unique operational challenges faced by SMEs. Strategic drivers such as
automation, customer engagement, and data integration are highlighted to ensure that CRM
implementation aligns with the business objectives. These best practices are designed to maximize
CRM's impact, as supported by the findings of the systematic review.
4.4. Proposed Metrics and KPIs for Measuring Performance
For a successful CRM implementation in Small and Medium Enterprises (SMEs), it is crucial to
establish relevant metrics and Key Performance Indicators (KPIs) that align with the strategic
objectives of each industry. This section outlines recommended metrics and KPIs for various
industries, focusing on measurement areas that drive strategic outcomes. Each metric's priority level
reflects its importance in achieving the expected results. Table 15 provides a comprehensive list of
proposed metrics and KPIs, highlighting their measurement focus, strategic drivers, expected
outcomes, ties to the systematic review findings, and priority.
Table 15. Proposed Metrics and KPIs for Measuring Performance.
Industry
Key
Metrics/KPIs
Measurement
Focus
Strategic
Drivers
Expected
Outcome
Ties to
Systematic
Review
Findings
Priority
(1 =
Highest,
2 =
Medium,
3 = Low)
Manufacturi
ng
1. Production
Efficiency Rate
Measures the
proportion of
production time
used effectively.
Process
optimization,
cost reduction
20-30%
improvemen
t in
production
output
Aligns with
CRM’s role in
enhancing
operational
efficiency.
1
2. Order
Fulfillment
Cycle Time
Tracks the average
time taken to
complete customer
orders.
Supply chain
efficiency,
customer
satisfaction
Faster order
processing
and delivery
times
Reinforces
findings on
CRM's impact
on supply chain
integration.
2
3. Inventory
Turnover
Ratio
Monitors the
frequency of
inventory
replacement.
Inventory
management,
operational
control
Reduced
excess
inventory
and lower
holding
costs
Supports the
review's focus
on inventory
management
optimization.
2
Retail & E-
Commerce
1. Customer
Retention Rate
Measures the
percentage of
repeat customers
over a period.
Customer
engagement,
loyalty
programs
25-35%
increase in
customer
retention
and repeat
purchases
Links to
findings on
CRM’s role in
enhancing
customer
loyalty.
1
2. Cart
Abandonment
Rate
Tracks the
percentage of
online shoppers
who leave without
purchasing.
Sales
conversion
optimization,
customer
engagement
Reduced
cart
abandonme
nt, leading to
higher sales
conversion
Supports CRM's
impact on e-
commerce sales
performance.
1
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3. Average
Order Value
(AOV)
Measures the
average revenue
generated per
transaction.
Sales revenue
growth,
targeted
marketing
Increased
average
order value
and higher
revenue
Reinforces
findings on
CRM driving
sales growth
through
analytics.
2
Hospitality
1. Guest
Satisfaction
Score
Evaluates customer
feedback regarding
their service
experience.
Service quality,
customer
experience
30-50%
improvemen
t in guest
satisfaction
scores
Ties to findings
on CRM’s role
in improving
service quality.
1
2. Average
Response
Time to Guest
Inquiries
Tracks the time
taken to respond to
customer queries.
Customer
service,
operational
efficiency
Faster
response
times and
higher guest
satisfaction
Supports
findings on
CRM’s impact
on customer
engagement.
2
3. Room
Occupancy
Rate
Measures the
percentage of
available rooms
occupied.
Revenue
management,
booking
efficiency
Increased
occupancy
rates and
higher
revenue per
available
room
Aligns with
CRM’s impact
on optimizing
booking
processes.
3
Technology
& IT
1. Sales
Conversion
Rate
Monitors the
percentage of leads
converted to
customers.
Sales
effectiveness,
customer
acquisition
20-30%
improvemen
t in sales
conversion
rates
Links to
findings on the
importance of
CRM in sales
optimization.
1
2. Customer
Churn Rate
Measures the rate
at which customers
stop using the
services.
Customer
retention,
service quality
Reduced
churn rates
and
increased
customer
lifetime
value
Reinforces the
review's focus
on customer
retention
strategies.
2
3. Average
Deal Size
Evaluates the
average revenue
generated per
closed deal.
Revenue
growth, sales
performance
Higher
average deal
size and
increased
revenue
Supports
findings on
CRM’s role in
sales strategy
enhancement.
2
Automotive
1. Lead
Conversion
Rate
Tracks the
percentage of leads
converted into
sales.
Sales funnel
efficiency,
customer
acquisition
20-30%
improvemen
t in lead-to-
sales
conversion
Aligns with
findings on
CRM’s impact
on customer
acquisition.
1
2. Customer
Satisfaction
Index
Measures customer
satisfaction with
after-sales services.
Customer
service quality,
customer
loyalty
Improved
satisfaction
with after-
sales
support
Ties to CRM’s
role in boosting
long-term
customer value.
2
3. Service
Revenue
Growth Rate
Evaluates the
growth in revenue
generated from
vehicle services.
Service
optimization,
revenue
management
Higher
revenue
from
maintenance
and repair
services
Reinforces
CRM’s role in
after-sales
service
management.
2
Pharmaceuti
cals
1. Compliance
Adherence
Rate
Measures the rate
at which regulatory
requirements are
met.
Compliance
management,
regulatory
adherence
15-25%
improvemen
t in
compliance
tracking
Supports
findings on
CRM’s role in
compliance
monitoring.
1
2. Sales
Growth Rate
Monitors the
increase in revenue
generated from
product sales.
Sales
performance,
market
expansion
Higher sales
growth
through
targeted
Links to CRM's
role in
enhancing sales
performance.
1
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customer
engagement
3. Customer
Education
Program
Participation
Rate
Tracks the number
of customers
participating in
educational
programs.
Customer
engagement,
brand loyalty
Increased
participation
in customer
education
initiatives
Aligns with
findings on
CRM’s role in
customer
education.
3
The table highlights the key metrics and KPIs relevant to each industry, providing a framework
to measure CRM implementation's impact. Strategic drivers such as customer engagement, sales
optimization, and compliance management ensure that CRM initiatives align with business
objectives. These metrics and KPIs help SMEs monitor progress, make data-driven decisions, and
optimize CRM strategies for long-term growth, as supported by the systematic review findings.
4.4. Proposed Roadmap for SMEs Businesses and Policy Recommendations
To effectively implement CRM systems in SMEs across different industries, a well-defined
roadmap is necessary. This roadmap breaks down the focus areas into critical steps and links them
with policy frameworks, strategic drivers, and expected outcomes. Table 16 also includes timelines,
duration estimates, and key champions responsible for the undertaking.
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Table 16. Proposed Roadmap for SMEs Businesses and Policy Recommendations.
Industry
Roadmap Focus
Policy Framework
Strategic Link
Strategic Drivers
Expected Outcome
When to
Undertake
Estimated
Duration
Champion
Ties to Proposed Study
Manufacturing
1. Digitalization of
Customer Service
Processes
Digital Economy
Act, Smart Industry
Policies
Facilitates adoption of
CRM for process
automation
Process
automation,
customer service
efficiency
Improved customer
service response
times, higher
satisfaction
Q1 of year 1
6-12 months
Operations
Manager, IT
Director
Aligns with findings on
CRM enhancing service
processes in
manufacturing.
2. Integration with
Supply Chain
Systems
Industry 4.0 Policy
Guidelines
Strengthens data-
driven decision-
making
Supply chain
efficiency, real-
time data sharing
Better coordination
between production
and supply chain
Q2 of year 1
9-18 months
Supply Chain
Manager, IT
Director
Reinforces the study’s
conclusions on data
integration benefits.
3. Employee
Training and
Change
Management
Workforce
Development
Policies
Addresses the need for
employee buy-in and
training
Change
management,
skills
development
Increased CRM
adoption rates,
higher staff
productivity
Ongoing
starting Q3
of year 1
Continuous
(6-month
review
cycles)
HR Manager,
Training and
Development
Lead
Links to findings on
training as a critical
success factor for CRM
adoption.
Retail & E-
Commerce
1. Omnichannel
Strategy
Development
E-Commerce and
Digital Marketing
Frameworks
Ensures consistency
across customer
interaction channels
Customer
engagement,
sales growth
Enhanced customer
experience, increased
sales conversion
Q1 of year 1
12-18 months
Marketing
Manager,
Customer
Experience Lead
Supports CRM’s role in
unifying customer
touchpoints in retail.
2. Use of Data
Analytics for
Personalization
Data Protection and
E-Commerce Policies
Promotes data-driven
marketing initiatives
Targeted
marketing,
customer loyalty
programs
Higher conversion
rates and customer
lifetime value
Q2 of year 1
9-12 months
Data Analytics
Manager, CRM
Analyst
Aligns with findings on
data analytics
enhancing CRM
capabilities.
3. Cybersecurity
Measures for
Online Platforms
Cybersecurity Policy
Guidelines
Protects customer data
and builds trust
Data protection,
compliance
Increased data
security, higher
customer confidence
Immediate
6-9 months
IT Security
Officer,
Compliance
Manager
Ties to CRM’s
importance in ensuring
data integrity in e-
commerce.
Hospitality
1. Personalization
of Guest Services
Using CRM
Tourism and
Hospitality
Development Acts
Encourages service
quality improvement
Customer
satisfaction, guest
experience
Improved guest
feedback scores and
repeat business
Q1 of year 2
12-24 months
Guest Services
Manager, CRM
Manager
Links to CRM’s role in
enhancing customer
service in hospitality.
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2. Standardization
of Feedback
Management
Systems
Service Quality
Assurance
Frameworks
Facilitates consistent
handling of customer
feedback
Feedback
management,
service
improvement
Better handling of
guest complaints and
service recovery
Q2 of year 2
6-12 months
Quality
Assurance Lead,
Customer
Service
Manager
Supports the study’s
focus on guest feedback
integration.
3. Digital Booking
Platform
Integration
Digital
Transformation in
Tourism Policies
Simplifies the booking
process for customers
Booking
convenience,
operational
efficiency
Higher occupancy
rates and streamlined
reservation processes
Q3 of year 2
9-15 months
IT Director,
Reservations
Manager
Aligns with CRM’s
impact on process
efficiency.
Technology & IT
1. Automation of
Sales Processes
Digital Innovation
and IT Services
Policies
Increases sales
productivity through
automation
Sales
optimization,
lead management
15-25% improvement
in lead conversion
rates
Immediate
6-12 months
Sales Manager,
Automation
Specialist
Links to findings on
CRM’s role in sales
process automation.
2. Data Integration
for Cross-
Functional Use
Data Sharing and
Open Data Policies
Facilitates
collaboration across
departments
Data-driven
decision-making,
cross-
departmental
collaboration
Enhanced customer
insights and service
quality
Q1 of year 1
12-18 months
IT Manager,
Data Integration
Lead
Reinforces findings on
data integration for
CRM effectiveness.
3. Project
Management via
CRM
IT Project
Management
Standards
Improves project
tracking and customer
progress updates
Client
engagement,
project
management
Higher project
delivery efficiency
and client satisfaction
Q3 of year 1
12-24 months
Project
Manager, CRM
Implementation
Lead
Connects to the study’s
insights on using CRM
for service quality.
Automotive
1. Lead
Management
Optimization
Automotive
Industry
Development Plans
Improves customer
acquisition efforts
Sales conversion,
customer
relationship
management
Higher lead
conversion rates and
sales performance
Q1 of year 2
6-12 months
Sales Director,
CRM Specialist
Ties to CRM’s impact on
customer acquisition.
2. Integration with
After-Sales Service
Platforms
Vehicle Maintenance
and Customer
Service Policies
Enhances after-sales
support
Customer
retention, service
optimization
Increased repeat
service bookings and
customer loyalty
Q2 of year 2
9-18 months
After-Sales
Service
Manager, IT
Coordinator
Aligns with findings on
long-term customer
value in automotive.
3. Inventory
Management via
CRM
Automotive Supply
Chain Regulations
Improves inventory
tracking and order
fulfillment
Inventory
control,
operational
efficiency
Reduced stockouts
and better order
processing
Q3 of year 2
6-12 months
Supply Chain
Manager,
Inventory
Analyst
Supports the review’s
focus on CRM’s impact
on inventory
management.
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Pharmaceuticals
1. Compliance
Tracking Using
CRM
Health and Safety
Compliance
Regulations
Ensures adherence to
regulatory
requirements
Compliance
management,
regulatory
adherence
Improved
compliance
monitoring and
reduced regulatory
risks
Immediate
9-12 months
Compliance
Officer, Quality
Control
Manager
Supports findings on
CRM’s role in
regulatory compliance.
2. Sales and
Marketing
Integration
Pharmaceutical Sales
and Distribution
Policies
Enhances coordination
between sales and
marketing
Sales
performance,
marketing
alignment
Better coordination
and increased
revenue from
product sales
Q1 of year 1
12-18 months
Sales Director,
Marketing
Manager
Links to findings on
CRM improving sales
and marketing synergy.
3. Customer
Education
Programs Using
CRM
Public Health and
Patient Education
Policies
Increases awareness of
new products
Customer
education, brand
loyalty
Higher participation
in educational
initiatives and loyalty
Q2 of year 1
6-9 months
Customer
Engagement
Manager,
Training
Coordinator
Aligns with findings on
CRM’s role in customer
engagement.
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The roadmap outlines critical actions that should be taken by SMEs, specifying who should
champion the effort within each organization and setting out realistic timelines for each step. This
approach ensures that CRM initiatives align with strategic business objectives while adhering to
industry-specific policy requirements.
4. Discussion
This section provides a detailed discussion on how the research questions were answered
considering the findings from the systematic review and the practical recommendations proposed in
the roadmap. The percentage of studies addressing each research question is highlighted to
demonstrate the strength of the evidence and support for the conclusions drawn.
How do CRM systems influence customer acquisition?
The review findings suggest that CRM systems significantly impact customer acquisition, with
approximately 65% of the reviewed studies showing a positive correlation between CRM adoption
and improved customer acquisition rates. The studies indicated that CRM tools enable SMEs to
collect and analyze customer data more effectively, which allows for more targeted marketing and
sales strategies. The ability to personalize communication and track customer interactions through
CRM systems has led to an average increase in lead conversion rates by 20-30% across various
industries. The proposed recommendations support these findings by focusing on the digitalization
of sales and marketing processes. For instance, in the retail and e-commerce industry, the adoption
of an omnichannel strategy and the use of data analytics for personalized marketing have been
highlighted as key strategies to enhance customer acquisition. The roadmap emphasizes the need for
SMEs to implement CRM systems that can integrate data from multiple customer touchpoints,
ensuring a seamless and personalized customer experience.
In what ways do CRM systems contribute to customer retention?
Customer retention was found to be positively impacted by CRM systems in 72% of the reviewed
studies, making it one of the most significant benefits of CRM adoption. The findings showed that
companies using CRM systems experienced higher customer retention rates, with improvements
ranging from 15% to 25% depending on the industry. CRM systems facilitate better customer
relationship management through features such as automated follow-ups, personalized
communication, and loyalty programs, which help maintain customer engagement over time. The
roadmap's practical recommendations for improving customer retention are evident in industries
like hospitality and automotive. For instance, in the hospitality sector, the proposed standardization
of feedback management systems and personalization of guest services using CRM tools align with
the evidence that customer engagement strategies are critical for retention. Moreover, integrating
after-sales service platforms in the automotive industry was highlighted as a strategic driver for
retaining customers by ensuring continuous and proactive service.
What is the impact of CRM systems on customer lifetime value (CLV)?
The systematic review found that 68% of studies linked CRM adoption with increased customer
lifetime value (CLV). The evidence showed that businesses implementing CRM systems could
identify high-value customers more accurately and tailor their strategies to maximize long-term
profitability. By leveraging customer insights, companies were able to upsell and cross-sell more
effectively, leading to a 10-20% increase in revenue from existing customers. The roadmap reflects
these findings by recommending the use of CRM for data-driven decision-making and sales
optimization, particularly in the technology and IT sectors. For example, the integration of sales and
marketing processes in the pharmaceutical industry is designed to better coordinate promotional
activities and product launches, thus enhancing CLV. Additionally, the proposed customer education
programs aim to increase customer loyalty and brand advocacy, which further contribute to higher
CLV.
What challenges and limitations are associated with the use of CRM systems in achieving these
goals?
The research identified several challenges in implementing CRM systems within SMEs, with
55% of studies discussing limitations such as cost, lack of technical expertise, and resistance to change.
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These barriers often hinder the full realization of CRM benefits, particularly for smaller businesses
with limited resources. The findings indicated that companies that did not adequately address these
challenges experienced lower CRM adoption rates and less favorable outcomes.
The roadmap addresses these challenges by emphasizing employee training and change
management across all industries. The proposed ongoing training initiatives aim to overcome
resistance and enhance CRM adoption, while the integration of cybersecurity measures addresses
concerns about data security, which was highlighted as a significant barrier in 30% of the reviewed
studies. Furthermore, the recommendations advocate for phased implementation strategies, such as
pilot testing and gradual system integration, to reduce upfront costs and mitigate risks.
What are the long-term impacts of CRM system integration on SME competitiveness in the
market?
Long-term impacts of CRM system integration were evident in 60% of the studies, which showed
that CRM adoption not only improved operational efficiency but also contributed to sustainable
competitive advantages for SMEs. Companies that successfully integrated CRM systems reported
higher market responsiveness, enhanced innovation capabilities, and better alignment of business
and IT strategies. The roadmap's long-term recommendations, such as data integration for cross-
functional use in the technology and IT industry, support these findings by promoting organizational
agility and data-driven decision-making. The expected outcomes include higher adaptability to
market changes and improved business continuity. The proposed best practices, such as using CRM
to optimize inventory management in the automotive industry, demonstrate how CRM can sustain
competitiveness by improving operational efficiency and customer service.
5. Conclusions
This systematic review investigated the impact of Customer Relationship Management (CRM)
systems on the performance of Small and Medium Enterprises (SMEs) across various industries. By
synthesizing evidence from the literature, we sought to address key research questions about how
CRM systems influence customer acquisition, retention, customer lifetime value (CLV), and the
challenges associated with their implementation. The findings demonstrate that CRM systems, when
strategically adopted, significantly enhance SMEs' operational efficiency, customer satisfaction, and
business growth. The review revealed that CRM systems positively impact customer acquisition and
retention, with approximately 65% and 72% of the studies showing significant improvements in these
areas, respectively. CRM tools enable better management of customer relationships through data-
driven insights, personalized communication, and automated workflows, which ultimately
contribute to higher customer satisfaction and increased sales. In terms of CLV, 68% of the reviewed
studies indicated that CRM adoption facilitates the identification and nurturing of high-value
customers, leading to a substantial increase in revenue from existing clients. The challenges
identified, including cost, lack of technical expertise, and resistance to change, were reported in 55%
of the studies as significant barriers to CRM implementation in SMEs. These limitations often result
in suboptimal CRM utilization and hinder businesses from fully realizing the potential benefits.
Addressing these challenges through strategic training, phased implementation, and cybersecurity
measures is crucial for ensuring successful CRM adoption.
The practical recommendations provided in this review are designed to guide SMEs in
overcoming the common barriers to CRM adoption. Implementing CRM tools in phases, focusing on
digital transformation, and integrating CRM with other business systems (such as supply chain or
sales platforms) can enhance the system's effectiveness. The proposed roadmap and decision-making
frameworks align CRM initiatives with industry-specific policy frameworks to ensure regulatory
compliance and strategic alignment. This review's strength lies in its comprehensive analysis of the
existing literature and the inclusion of practical recommendations tailored to different industries.
However, the study's limitations include the variability in CRM implementation contexts and the
differences in methodologies across the reviewed studies, which may affect the generalizability of
the findings. Further research is needed to explore the long-term impacts of CRM systems in diverse
settings and to assess the effectiveness of various implementation strategies.
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Future research should focus on longitudinal studies to better understand the long-term effects
of CRM adoption on SME competitiveness. Additionally, exploring the role of emerging technologies
such as artificial intelligence (AI) and machine learning in enhancing CRM functionalities could
provide valuable insights into optimizing CRM systems for SMEs. Investigating the customization of
CRM tools to meet the unique needs of specific industries will also help improve the overall success
of CRM implementations.
Author Contributions: R.N., L.W.M. and S.N. V, carried out the data collection, and investigations, wrote and
prepared the article under the supervision of B.AT. B.A.T. was responsible for conceptualization, reviewing, and
editing the article. All authors have read and agreed to the published version of the manuscript.
Funding: This research did not receive any external funding.
Acknowledgments: The authors extend their gratitude to all researchers whose work was included in this
systematic review for their valuable contributions to the field.
Conflicts of Interest: The authors declare no conflicts of interest.
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