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Adrian Payne Pennie Frow A Strategic Framework for Customer Relationship Management Over the past decade, there has been an explosion of interest in customer relationship management (CRM) by both academics and executives. However, despite an increasing amount of published material,most of which is practitioner oriented, there remains a lack of agreement about what CRM is and how CRM strategy should be developed. The purpose of this article is to develop a process-oriented conceptual framework that positions CRM at a strategic level by identifying the key crossfunctional processes involved in the development of CRM strategy. More specifically, the aims of this article are ?To identify alternative perspectives of CRM, ?To emphasize the importance of a strategic approach to CRM within a holistic organizational context, ?To propose five key generic cross-functional processes that organizations can use to develop and deliver an effective CRM strategy, and ?To develop a process-based conceptual framework for CRM strategy development and to review the role and components of each process. We organize this article in three main parts. First, we explore the role of CRM and identify three alternative perspectives of CRM. Second, we consider the need for a cross -functional process-based approach to CRM. We develop criteria for process selection and identify five key CRM processes. Third, we propose a strategic conceptual framework that is constructed of these five processes and examine the components of each process. The development of this framework is a response to a challenge by Reinartz, Krafft, and Hoyer (2004), who criticize the severe lack of CRM research that takes a broader, more strategic focus. The article does not explore people issues related to CRM implementation. Customer relationship management can fail when a limited number of employees are committed to the initiative; thus, employee engagement and change management are essential issues in CRM i