Particularly its strategic CRM policy initiatives have been considered to have a qualitative and quantitative impact on the financial metrics like the revenues and profits because the organization has been able to achieve positive synergies through its global operations in general and Dubai operations in particular. The positive correlations between CRM strategy at the Emirates and the positive growth in some key corporate objectives have been established through the primary research effort of this study. This study has proved beyond doubt that CRM strategy is a not only growth driver but also a catalyst of positive change even in times of an economic recession.The Middle East has been in great focus since the region became a free entrepot for international trade. Its current position as both a transit point for air travelers to other destinations and a global center of tourism serves as a pivotal point in tourism planning and management. Hence the current efforts of many countries in the region to expand their airports and the fleet of aircraft have been recognized as a precursor to a shift in development priorities from petroleum and manufacturing to services. This strategic shift is underlined by identical efforts to reorient the existing resource base to meet an ever-rising and persistent demand for such services.Emirates Airline invariably brings to bear a diversity of experience and culture on its global customer base. Emirates Airlines’ worldwide operations are characterized by an ever-increasing uncertainty and competition. Against this backdrop, it’s essential to consider the extent to which its customer relationship management (CRM) has an impact on the Dubai tourism industry in general and the corporate objectives of the Emirates Airlines in particular. As much as airlines are highly influenced by competitor behavior as an exogenous variable, the staff also affects the consumers’ perception and behavior.