This research paper investigates the influence of industry, organisational, and customer context on customer relationship management (CRM) projects. Organisations go through four phases in their CRM projects (assessment, design, implementation, and evaluation), yet the impact of industry norms, organisational contexts, and customer expectations on each phase are rarely examined. A longitudinal case study approach with six cases was used to investigate the potential impact of contextual factors on CRM projects. The cases covered a range of industries, organisational structures, and customer types. We found that current industry conditions and customer expectations influence the reasons for undertaking CRM and the assessment stage of the project. The organisational context has a noticeable impact on the design and implementation project stages. At the evaluation level, customer responses combined with organisational expectations affect the perceived success of the projects. By understanding the impact of context, customised CRM projects can be developed.