In a highly competitive environment, the effort of hospitality firms to constantly enhance product and service quality is necessary but insufficient to improve their businesses. A key success factor is the quality relationships that a firm can maintain with its customers considering that the cost of acquiring new customers is higher than that of retaining existing ones (Peppers and Rogers, 1993). Customer relationship management (CRM) is rooted in the relationship marketing (RM) philosophy introduced and defined by Berry (1983) as “attracting, maintaining, and enhancing customer relationships” (p. 25), which denotes a paradigm shift from a transactional marketing approach emphasizing operational efficiency and sales volume to a relationship-oriented approach (Kim et al., 2001). Practitioners implement CRM to maintain intimate relationships with their customers, from which valuable insights into their needs, behaviors, and preferences can be drawn (Josiassen et al., 2014). Such implementation ultimately aims to identify and retain the most profitable customers and improve the profitability of less profitable ones (Wang, 2012). Firms implement CRM to perform better in terms of customer satisfaction and business performance (Kim et al., 2006a; Sigala, 2005; Wu and Lu, 2012). Hospitality CRM studies have rapidly surged in recent years because of its appeal as a source of competitive advantages for practitioners (Lo et al., 2010), although efforts in reviewing and assessing the state of knowledge have been lacking (Maggon and Chaudhry, 2015; Rahimi et al., 2017). This paper attempts to fill this void through a systematic and comprehensive review on the existing literature on hospitality CRM. The present study mainly aims to provide an overview on the evolution of hospitality CRM research since its emergence and to identify salient research themes and trends. Specifically, this study focuses on “what has been done” and “how things have been done” thus far, thereby proposing “what can be done” and “how things should be done” in the future to advance the discourse. The results will guide future studies, and more importantly, inform hospitality practitioners on the effective construction and maintenance of customer relationships. This research supplements previous reviews (Maggon and Chaudhry, 2015; Rahimi et al., 2017) by collecting and reviewing a larger number of articles from a broader range of academic journals and extended temporal coverage resulting in a more comprehensive picture of hospitality CRM research. In the following sessions, the concept of CRM and existing review studies are discussed, followed by the methodology used to conduct the current study. Findings are presented based on chronological and thematic dimensions. Three potential pitfalls are identified and critically discussed. Drawing on all observations, an insightful research framework is proposed to advance hospitality CRM with a new research agenda.