Introduction: Customer Relationship Management (CRM) has been noted for survival strategy for business organizations especially in today's customer-oriented business world and intensely competitive environment. Aim: This study sought to examine the influence of CRM on the performance of SMEs in Oyo State, Nigeria. Study Design: Purposive sample technique was adopted to select 20 SME operators each from Ibadan, Oyo Town, Iseyin, Ogbomoso, and Saki, respectively totaling 100 participants as a sample size for the study. The data collection instruments for the study were structured questionnaires designed for the study. Data analysis was performed with the aid of mean, standard deviation, Pearson Product Moment Correlation Co-efficient (PPMCC) and Ordinary Least Square (OLS) method of estimation. Results: The results revealed that CRM measured by customer orientation, service quality and personalized of services have a significant influence on SMEs’ performance. In conclusion, customer relationship management is an alternative paradigm to the survival of SMEs in today’s cut-throat competitive environment. Conclusion: Based on the findings, the study recommended that SME operators should always treat their customers like Kings and Queens and their opinion should be sought before making a decision that is binding on them. Also, SME operators should be designed with a feasible customer relationship strategy that can identify potential and profitable customers to enable tailoring products and services to their needs.

The study examines the influence of strategic agility on small and medium enterprises’ (SMEs) performance with specific reference to SMEs operating in Osogbo metropolis, Osun State. Purposive sampling technique was employed to select SMEs engaging in manufacturing, trading, and service and agro-allied in Osogbo metropolis, Osun State, Nigeria, while snowball sampling technique was used to select 50 operators/managers each from the four sub-sectors totaling 200 respondents. A structured questionnaire was used to solicit information from the respondents. Data analysis was performed with the aid of Mean, Chi-Square, Pearson Correlation, and Ordinary Least Square method of estimation. The result reveals that strategic sensitivity, strategic response, leadership unit and resource fluidity independently have a significant influence on SMEs’ performance. Consequently, the study recommends that SME operators should have to increase their interest in all strategic agility dimensions due to their great role in achieving organizational performance excellence in the midst of a cut-throat competitive environment. Also, employees should be encouraged to participate in the strategic planning process and be creative.