Before the long and exhaustive process of searching for data on the Internet, managers often find themselves having to justify the excessive costs associated with acquiring specific data they are looking for. However, when an accurate assessment of the benefits of implementing an effective CRM strategy are assessed the financial and personnel costs are often found to be justified. Greenburg in  “Get modern: Maintain customer value across the value chain” suggests the following as appropriate reasons for launching a CRM policy:

·         Forecasting demand leads to adjusting marketing programs.

·         Customer demand drives supply allocations.

·         Product configuration is constrained to available inventory.

·         The process is optimized.

·         Supplies are brokered to appropriate channel partners.

·         Order fulfillment is handled across an extended enterprise (cross-enterprise).

·         Customer complaints are optimally scheduled, according to criteria such as SLA requirements or customer lifetime value.

With these implementations the stage is set for new innovative practices, such as Collaborative Planning, Forecasting & Replenishment (CPFR), Cooperative Planning between all suppliers and brand holder to improve inventory management and delivery time to customer.

(Greenburg, 2006)