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." 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. Specialized HRM ( human resource management) solutions exist to manage employee benefits, collective agreements, performance reviews and so forth. 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. CRM's little brother PRM ( partner relationship management), focuses on optimizing opportunity and downstream order management for an organization's channel partners (e.g. 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. In fact, it has taken on many forms that address specific organizational constituencies (customers, channel partners, specialized service providers, employees, suppliers, etc.).
Relationship management is not an entirely new concept.
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