To improve the management of customer relationships in industrial goods sales, it is not enough to implement integrated information systems. Rather, a successful CRM deployment depends on overcoming the organizational interfaces between the various subprocesses and the involved organizational units, both internally and externally, in a multidimensional manner. Andreas Silber addresses this interface issue in the CRM process using models not only qualitatively but also identifies existing deficiencies quantitatively through static and dynamic evaluation methods. For customer-oriented improvement of sales performance, he subsequently develops theoretically grounded yet practically relevant design recommendations that transform the management of interfaces into a process of organizational development through a maturity model approach.