Introduction
The authors assert that, though some companies practice CRM in one for or another, they usually have no cohesive strategy.
CRM is evident on the lowest levels of retail operation - a seller dealing directly with a buyer receives immediate feedback and, if he is wise, he uses that information to tailor his product or service to their liking to retain their business.
The problem is that, over time, the decision-makers who manage a retail operation have dealt with a larger number of customers from a greater distance, and the relationship has largely dissolved.
It may also be worth noting that, in many cases, executives have no front-line experience. While this was done due to the lack of first-level managers who have the aptitude for executive management, those further up the org chart, who manage the managers have lost touch, and sometimes pointedly ignore, those on the front lines, which has had a different kind of detrimental effect. My guess is the author is reluctant to point this out to his readership, who would likely be offended either way.
In that way, CRM is not something new, but regaining what has been lost.