A synthesis of extant knowledge on customer-centric strategy shows that attempts to define customer relationship management (CRM) in terms of what they perceive as its key conceptualisations have been inconsistent. The literature reflects remarkably little efforts to develop a framework for understanding the implementation of a customer-centric strategy. This study attempts to provide insights on a model that may facilitate implementation of a sustainable customer-centric strategy in the future. This was motivated by the unprecedented high rate of failure inherent in CRM initiatives in the past. Methodological triangulation approach facilitated the use of multiple data collection methods from 30 companies operating in both consumer and industrial markets. An in depth longitudinal study was also conducted. The empirical findings show that CRM is a strategic and process issue, not merely a technology solution, as most often conceived. Relationship is defined and interpreted differently by the participants in the exchange process. Moreover, the importance of an effective communication in strategy implementation process is underestimated by the companies investigated.