| Increased competition, globalization, growing cost of customer acquisition, and high customer turnover rate forced enterprises to give more customer care in order to gain the long-term profit. Today the availability of technology made one-to-one interaction with customer realizable. Therefore, CRM became the logical development of marketing.However, CRM has quite lot of difference with traditional marketing method, and even in some aspects beyond that. First, CRM use a set of software to make customer data analysis, based on which enterprises make out development strategies. Second, CRM doesn't include all the customers but a group of selective customers, i.e. the most valuable customers. Third, CRM normally includes changing internal processes and organizational structures, because it needs one face to customers of all departments of the company and data sharing among those departments. Fourth, CRM is not the job only for marketing department but for the whole company.CRM is a newly emerged thing and is extremely complex. Moreover, companies need to invest huge amount of money to buy the software and to spend a fairly long time to get it implemented. Therefore, it will be a must to formulate a comprehensive, effective, constructive framework guidance, as given in this paper. Such strategy processes are brought about from successful western cases, but the processes need some changes in China, because China has its particular characteristics.This dissertation comprises four chapters. Chapter 1 gives the definition and basic components of CRM. In chapter 2, it starts from the evolution of CRM to the status quo in the world. A strategic framework for CRM and case analysis are addressed in chapter 3. Chapter 4 is devoted to analyze issues in China to get a localized CRMstrategy.
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