This case is based on the experience of a multinational-multi-location company during its attempt to implement a customer relationship management (CRM) software. An off the shelf software named Superoffice was chosen and tailored to the needs of Mover Incorporated. A project team was formed to oversee the design, training, and implementation of the software. However, at the end of two years the level of usage of CRM was very limited and all marketing executives continued to do their work without using CRM. The case traces the effort to bring about change in introducing the use of CRM by marketing executives through its life cycle starting from the problem definition phase, planning for implementation, and implementation. The case provides an opportunity to discuss the possible traps in the introduction of change, recognizing resistance to change, and paying attention to the entire lifecycle of change.