With customer-relationship management (CRM) no longer a buzzword among trendsetters, organizations in all types of industries initially rushed to embrace it. Although a seductively attractive concept, the implementation of CRM proved difficult, however, and organizations are struggling with realizing their vision of a CRM organization. To help managers assessing the stage of relationships between their organization and the organization's business customers we consider the automotive industry. Based upon our case organization and its relationships with numerous business customers we develop a practical tool to question, identify, and prioritize critical aspects of customer-relationship management. First, we identify key areas in CRM. Secondly, we investigate how the chosen case organization has managed each of these key CRM areas over a broad range of business-customer relationships. Thirdly, we acknowledge that many organizations simultaneously have different types (transaction-relationship continuum) of business customers. We finish the article with a discussion of the study's limitations, and suggest avenues for future research.