Successful deployment of CRM can only be achieved by making it operational within the organization. The challenge is that for functionally structured companies, CRM is an alien concept that typically runs counter to current processes and policies. To effectively navigate through this transition requires a vision, a plan, and senior management leadership. Based on this definition, it should be easy to understand the current confusion in the CRM industry. Senior management views CRM as a technology as opposed to a business strategy; given this assumption, the initiative attempts to deploy costly capabilities that are of marginal value to the organization. Even when senior management recognizes CRM as a strategy, they may still have problems visualizing how to make the transformation operational.