Customer relationship management (CRM) is one of the most frequently adopted management tools and has received much attention in the literature. This study advances research on CRM by investigating the impact of the relative time according to which interventions are implemented in different areas (customer management, CRM technology, organizational alignment, and CRM strategy) on CRM performance. The results of the empirical study reveal that compared to other critical CRM activities, a later implementation of organizational alignment activities has a negative impact on performance. Further, our results show that CRM strategy, organizational alignment, and CRM technology impact different aspects of CRM performance.