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　The root of business survival are the clients, building a good relationship with the clients is the foundation for a business’s long-term survival. Therefore, understanding the clients, providing individualized service, maintaining customer loyalty and interacting with the customers in order to establish a tight relationship, are the most important issues for businesses. Currently, firms are applying customer relationship management to satisfy customer needs, create services, strengthen the interaction with customers, and develop customer oriented strategy and skills, to maintain competitive advantage.

　Customer relationship management (CRM) is actually what firms use now to interact with customers continuously, in order to capture and utilize customer information to develop a customized business model and strategic applications. That will be able to satisfy individual customers’ needs and promote organizational performance.

　This research applies the questionnaire survey method, to investigate the relationship between Business Process Reengineering (BPR), Organizational Learning, Relationship Quality and Organizational Performance. Among these factors, BPR and Organizational Learning are the first step in the construction of CRM. BPR involves staffs reward and training, organizational structure, information technological tools and organizational learning involves commitment to learning, shared visions and open-mindedness. Relationship Quality is used to measure the improvements in customer relationship after the implementation of CRM, and involves trust, satisfaction and commitment. Lastly, Balanced Scorecard was used in the measurement of Organizational Performance, which involves the internal business process perspective, the learning and growth perspective, the customer perspective, and the financial perspective.

　The implications of the research are:
1. Overall, the research framework fits with the testing standard, which means that the research framework can be verified, in another word, there is a relationship between the 4 perspectives.
2. The actual implementation of CRM contributes to the improvement in relationship quality and organizational performance.
3. When firms want to begin the construction and implementation of CRM, they should start from BPR and organizational learning.

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