Regional banks face increasing pressure to deliver personalized client service while maintaining operational efficiency. CRM is a key strategic tool, yet its potential is often underused due to unclear structures, limited integration of qualitative criteria, and underutilized reporting. These shortcomings hinder client development, portfolio steering, and data-driven decision-making.

The research applies a qualitative approach combining academic theory, internal process analysis, and benchmarking with comparable institutions. This triangulated method enables a holistic assessment of the bank's CRM from both strategic and operational perspectives. Expert interviews and literature insights are used to identify strengths, weaknesses, and best practices in segmentation, portfolio management, and reporting.

The analysis shows that while the bank's current CRM framework is conceptually sound, its full potential remains untapped without clearer operational alignment. Opportunities lie in integrating qualitative criteria into segmentation to better reflect long-term client value, aligning portfolio dimensions with advisory capacity to enable proactive relationship management, and enhancing reporting through qualitative KPIs and unified goal setting. Such measures can strengthen the link between client needs, advisor performance, and institutional objectives. For regional banks, this creates the foundation for more targeted resource allocation, improved portfolio oversight, and enhanced support for strategic decision-making, positioning CRM as a driver of sustainable growth and competitive advantage in a rapidly evolving environment.