AN EMPIRICAL STUDY ON CRM STRATEGIES AND RETAIL PERFORMANCE

Abstract

Customer Relationship Management (CRM) has become a strategic necessity in the modern retail environment characterized by intense competition and rapidly evolving consumer expectations. Retail firms increasingly rely on CRM systems to enhance customer engagement, improve service quality, and drive long-term profitability. This study analyzes various CRM strategies implemented in the retail sector and examines their influence on organizational performance. Key dimensions such as personalization, loyalty programs, customer data management, and technological integration are evaluated. The research investigates the relationship between CRM practices and performance indicators including customer retention, sales growth, and operational efficiency. A quantitative research approach was adopted using structured survey data from retail customers and managers. Statistical tools were applied to examine correlations and regression relationships. The findings reveal a strong positive association between effective CRM strategies and improved retail performance. The study provides practical insights for retail managers aiming to enhance competitive advantage through customer-centric strategies.