In changing economic environment, Customer Relationship Management (CRM) becomes one of the most important business strategies and policies applied by modern organizations. The goal of this policy is to examine and analyze customers’ needs and wants in order to meet their requirement and expectations. CRM has a great impact on profitability and effective performance of organizations. The importance of CRM is explained by the fact that many organizations have begun to develop global markets and have established face-to-face sales teams either directly, using their own personnel, or indirectly, through con­tracted sales agents. Bergeron (2002) defines customer relationship management as “the dynamic process of managing a customer-company relationship such that customers elect to continue mutually beneficial commercial exchanges and are dissuaded from participating in exchanges that are unprofitable to the company” (3). In modern environment, CRM and development influence profitability because the attention has shifted to a greater emphasis on the management of the whole system and its relationship with other systems. In this situation, CRM can be seen as a mediator which helps to cope with different demands both within the production system itself and between that and other systems. As environ­ments change, they pose new problems for managers of organizations. Thus, with the emphasis on CRM comes the realization that increasing operating efficiency (Dow 3). CRM influences profitability because it includes changing knowledge and technology, new values, new markets, and changes in the global distribution of wealth. New knowl­edge, for instance, can invalidate the existing knowledge of an entire industry. “Customers are always looking for more value for their money. One way that companies can provide enhanced value-and realize greater profitability is CRM projects” (Bergeron 57). When environments become turbulent, complex, and resource con­strained, the knowledge and skills that companies once possessed can become use­less, and even a hindrance to change. CRM projects acquire new knowledge and technology, and employ these assets in produc­tion quickly (Critical CRM Decisions 2004). According to Reynolds (2002), technology is a one of the environmental factor that continually threatens existing arrangements. At times, technological changes oc­cur so radically as to constitute a “technological discontinuity,” a sharp break in in­dustry practice that either enhances or destroys the competence of firms in an indus­try. Fast-changing technologies, such as information technology, pose a particular threat to organizations. “Technology is essential to the implementation of a CRIA strategy (it underpins the processes)” (Reynolds 33). Such researchers as Stauss and Seidel (2005), Newell (2003) discuss the role of technology in CRM and emphasize the need of successful relations. The combination of goal difficulty and the extent of the person’s commitment to achieving the goal regulate the level of effort expended. If employees understand specific CRM goals they perform better than employees with no set goal or only a vague goal such as ‘do the best you can’.. On the basis of recent experiences in several of its key businesses, including computers, printers, and