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Previously, organisations had a very personalised relationship with customers that can be referred to as ‘one-to-one’ relationships. It was argued that companies were able to do this -at the time -due to their refined customer base, where they were able to customize products to suit individual needs and tastes. As a consequence, customers remained satisfied and loyal. In the mid 20th century, however, product availability increased substantially and so changed the way organisations have relationships with customers. Evidently, companies lost the uniqueness of this relationship and the ability to track customers’ ever changing needs and wants. Presently, however, organisations are very much looking to regain this one- to-one exchange, to establish loyalty in a very competitive market place. Subsequently, a new phenomenon of customer relationship management (CRM) has been introduced. This includes the management’s guidelines that are needed to develop the long-term relationship between organisations and customers, which they crave (wikipedia.org). The initiation of this management issue has sparked criticism however, where its application has been described as ‘just another buzzword’. Yet other theorists have contradicted this idea and denoted it as ‘the holy grail’

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