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Enterprise relationship management or ERM is a business method in relationship management beyond customer relationship management. ==Overview== Relationship management is not an entirely new concept. In fact, it has taken on many forms that address specific organizational constituencies (customers, channel partners, specialized service providers, employees, suppliers, etc.). The most obvious form is CRM (customer relationship management), which focuses on improving top-line growth by maximizing an organization's ability to identify sales and business opportunities with its customers. CRM's little brother PRM (partner relationship management), focuses on optimizing opportunity and downstream order management for an organization's channel partners (e.g. CISCO and its partner lead and referral management process) On the back end, we have ERP (enterprise resource planning) to manage internal operations including manufacturing, finance, HR, sales and distribution, etc. Specialized HRM (human resource management) solutions exist to manage employee benefits, collective agreements, performance reviews and so forth. And lastly, SCM (supply chain management, either as an ERP module or as a stand-alone application) to manage the product flow, up and down a firm's value chain, with external partners/suppliers. However, according to Galbreath (2002), "for the most part CRM, human resources management (HRM), enterprise resource planning (ERP), supply chain management (SCM), partner relationship management (PRM) and similar programs have paid very little attention to the relationships that underpin those processes, or to the intangible – relationship – assets embedded in them." Norman and Ramirez (1993) state, "One of the chief strategic challenges of the new economy is to integrate knowledge and relationships – devise a good fit between competencies (Competencies are the technologies, specialized expertise, business processes and techniques that a company has accumulated over time and packages in its offering) and customers and keep that fit current." Galbraeth (2002) adds that "success in the relationship age requires a deliberate process of creating intangible, relationship assets, growing them and monetizing them". Galbreath (2002) suggests that enterprise relationship management is a process that harmonizes and synergiezes different organizational relationships to realize targeted business benefits and goal. Harbison et al. (2000)did some research on the performance of alliances and cited the following statisitics in their study: * "Strategic alliances have consistently produced a return on investment of nearly 17 percent among the top 2,000 companies in the world for nearly a decade. This return is 50 percent more than the average return on investment that the companies produced overall." Harbison et al. (2000) * "The 25 companies most active in alliances achieved a 17.2 percent return on equity - 40 percent more than the average return on equity of the Fortune 500." - Harbison et al. (2000) * "The 25 companies least active in alliances lagged the Fortune 500, with an average return on equity of only 10.1 percent." - Harbison et al. (2000) * "Successful alliances recognize 20 percent profitability improvements as compared to only 11 percent for the less successful companies." - Harbison et al. (2000) * "Revenue generation from highly successful alliances equates to 21 percent of overall firm sales as compared to 14 percent for less successful alliances." - Harbison et al. (2000) In a similar study conducted for the supplier side (results of efficiently run supply chains based on electronic integration and quality processes) by Solomon Smith Barney Analyst Report, Teagarden (2000) presents the following statistics for suppliers: * Inventory levels reduced by as much as 50 percent. * Inventory turns doubled. * Stock outs reduced ninefold. * On-time deliveries increased by as much as 40 percent. * Cycle times decreased by as much as 27 percent overall. * Supply chain costs reduced by as much as 20 percent. * Revenues increased by as much as 17 percent. When looking at these numbers, collaboration with outside firms becomes very attractive. But success in business, as in many other pursuits, is dependent on motivation, investment, trust, discipline and repeatability. 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Enterprise relationship management」の詳細全文を読む スポンサード リンク
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