The company's strategic shift from a product-centric to a customer-centric model focuses on increasing customer lifetime value. This requires a deep understanding of individual customer needs, preferences, and purchase history. Customer Relationship Management (CRM) software is specifically designed for this purpose. It gathers customer data from various touchpoints, consolidates it, and provides analytical tools to identify opportunities for cross-selling and up-selling. By analyzing this information, the company can tailor marketing campaigns to sell "one customer as many products as possible," thereby enhancing customer loyalty and profitability.

A. Distribution management (DM): This software focuses on the logistics of moving finished products from the manufacturer to the end-user, not on analyzing customer data for marketing purposes.

C. Supply chain management (SCM): SCM software manages the entire flow of goods, from raw materials to final delivery. Its primary goal is supply chain efficiency, not individual customer marketing.

D. Operations management (OM): This is a broad field concerned with managing the processes that produce goods and services. It is not a specific type of software for customer data analysis.

1. Laudon

K. C.

& Laudon

J. P. (2020). Management Information Systems: Managing the Digital Firm (16th ed.). Pearson. In Chapter 9

"Achieving Operational Excellence and Customer Intimacy: Enterprise Applications

" CRM systems are defined as tools to "capture and integrate customer data... consolidate the data

analyze the data

and then distribute the results to various systems and customer touch points" (p. 353). This directly supports the function of analyzing customer information for targeted sales.

2. Payne

A.

& Frow

P. (2005). A Strategic Framework for Customer Relationship Management. Journal of Marketing

69(4)

167–176. The authors define CRM as "a strategic approach... concerned with creating improved shareholder value through the development of appropriate relationships with key customers" (p. 168). This aligns with the strategy of maximizing value from each customer. https://doi.org/10.1509/jmkg.2005.69.4.167

3. Heizer

J.

Render

B.

& Munson

C. (2017). Operations Management: Sustainability and Supply Chain Management (12th ed.). Pearson. Chapter 1 defines Operations Management as "the set of activities that creates value in the form of goods and services by transforming inputs into outputs" (p. 4)

distinguishing it from the customer-facing focus of CRM.