DATA-DRIVEN DECISION-MAKING THROUGH CUSTOMER RELATIONSHIP MANAGEMENT: A SYSTEMATIC LITERATURE REVIEW IN MODERN ENTERPRISES

Abstract

This study presents a systematic review of the integration between Customer Relationship Management (CRM) and Data-Driven Decision-Making (DDDM) in modern enterprises, following the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines to ensure rigor and transparency. A total of 1,264 records were initially identified, of which 156 studies met the inclusion criteria after duplicate removal, screening, and full-text assessment. The reviewed literature spans conceptual models, technological enablers, sector-specific applications, international perspectives, and organizational challenges. Findings indicate that CRM is conceptualized not merely as a technological system but also as a strategic orientation grounded in relationship marketing, while DDDM is positioned as both an analytical process and a managerial philosophy. Together, these frameworks enable enterprises to enhance customer insights, optimize decision-making, and strengthen long-term competitiveness. Technological enablers such as cloud computing, Software-as-a-Service platforms, artificial intelligence, machine learning, and social media analytics were identified as pivotal in transforming CRM systems into predictive and real-time decision-making tools. Sector-specific applications demonstrated consistent value in retail, e-commerce, banking, financial services, and healthcare, highlighting the adaptability of CRM-DDDM integration across industries. International perspectives revealed that while CRM-DDDM principles are globally relevant, adoption and effectiveness vary according to cultural, institutional, and digital maturity factors, underscoring the importance of contextual adaptation. Challenges were also noted, particularly organizational resistance, poor data quality, system complexity, ethical concerns, and difficulties in measuring return on investment, all of which continue to limit effectiveness. The review further identified critical debates regarding technology versus relationship orientation, the appropriateness of customer equity versus firm performance as success metrics, and the absence of unified theoretical frameworks. Collectively, this synthesis demonstrates that CRM-DDDM integration delivers significant strategic and operational benefits while remaining shaped by contextual and organizational constraints. The study contributes by consolidating evidence across disciplines and offering recommendations for both research and practice.

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