Customer Relationship Management(CRM), is heralded by some marketing academics and practitioners as the new paradigm of marketing. However, despite the intense growth in the adoption of CRM practices by organizations all over the world and the widely accepted conceptual underpinnings of CRM strategy abound the marketing literature. To this effect, scholars have called for more rigorus studies to establish the usefulness of CRM as a strategic orientation. This study sought to establish the usefulness of CRM practices on competitiveness of comercial banks in Kenya. The study utilized a descriptive correlational research design. A survey methodology was employed for data collection. The results showed statistically significant positive linear relationships between CRM practices and organizational competitiveness. The study also established that the relationshipss between CRM practices and marketing productivity, marketing productivity and organizational competitiveness, organizational factors and marketing productivity and the moderation role of organizational factors on the relationship between CRM practices and marketing productivity were all significant. However, the relationship between organizational factors and organizational competitiveness was statistically insignificant. THe overall conclusion of the study was that organizational competitiveness is not significatly influenced by the mere existence of a range of organizational fctors within the firm such as age, size and ownership structure, type of customers served, corporate reputation and duration of CRM implementation or even technology level. Rather, organizational competitiveness is achieved through appropriate CRM practices and marketing productivity. Nonetheless, organizational factors positively inhance the relationship between CRM practises and marketing productivity thus indirectly influences organizational competitiveness. The findings of the study have significant managerila and theoretical implications.