This study aims to describe how SMEs transform their strategic orientation into a CRM approach. It also attempts to assess the impact of CRM implementation on performance. A large-scale survey was conducted with CEOS of 439 SMEs in order to outline the significance of the results. Principal component analyses of mixed data an hierarchical cluster analyses identify five homogeneous classes of SMEs according to their CRM strategy. Findings confirm that the temporal perspective of the SME managers and their market orientation have a significant impact on their relational strategy and CRM tools implemented. Overall, the results show a positive impact on financial performance only in the medium term and contrasted effects according to the SME clusters.