A common belief today is that sustainable competitive advantages are in some way positively correlated with customer focused behavior and CRM technology. However, the enthusiasm generated around CRM and a select concentration of companies that might be classified as "relationship leaders" is in stark contrast to the nay saying of many business commentators. Building on the resource-based view of the firm this study identifies the human and technological capabilities required to successfully execute a CRM program. Further, the study shows that to be successful, CRM programs must be feasible and this requires a wider understanding of the structural and behavioral limits to performance.