I recently reviewed the book “Effective client management in professional services – how to build successful client relationships” by Jack Berkovi (see blog http://kimtasso.com/book-review-effective-client-management-professional-services-build-effective-client-relationships-jack-berkovi/). The article will appear shortly in http://www.pmforum.co.uk/magazine/. Meanwhile, I summarised the key points from some of the Legal marketing case studies for ease of reference:
Bird & Bird
- Strategy
- In 1998 there was a strategic decision (led by managing partner David Kerr) to grow by global expansion through the innovative creation of a single partnership sharing a common financial interest
- Identified high profile, entrepreneurial individuals in large non-sector-specific firms in countries where there was client demand and persuaded them to join the firm
- Corporate development team – headed by the finance director and with a new CFO to manage existing operations
- In 2000 the first venture was in France – they were already in Brussels – and other European offices swiftly followed
- A factor in the success of firm’s international reach strategy was the decision to prioritise client service experience in every location – there are bespoke client portals online with secure access for client personnel and third parties, visible matter management, transparent billing and easy access to documentation and know-how
- Client relationships
- Louise Field is head of Client Service & Insight (previously at E&Y) and there is a team of client relationship executives
- Created a framework to support and recognise collaborative, team-based key account planning and action that shifted the mindset from “what can I do to develop my clients?” to “what can I do to develop the firm’s clients?”
- Differentiation based on:
- International reach
- Excellence in client service
- Deep industry knowledge (sector focus)
- Project team reviewed feedback gathered from a client listening programme and held workshops with international partners and support staff – summarised into a statement “surprisingly straightforward”
- Communications programme to share client insight and encourage the roll-out of interview activity
- Managing Partner has a regular slot in monthly report for “Voice of the Client”
- Uses a range of KPIs to measure success including spread of work, financial management, relationship breadth and strength and client development activity
- Around 30 interviews are conducted with clients and prospects globally and a research consultancy was used to launch an international on-line client survey
- Uses the bow tie to diamond approach and promotes quarterly business discussions with clients
DLA Piper
- Sir Nigel Knowles is co-CEO with a vision for the firm “to be the leading global business law firm”. Values relate to caring for people, clients and the communities in which it operates
- Important source of competitive advantage lies in organisational alignment – each office is aligned with core value and embraces the local culture
- Clients are shared between practice groups and between countries – and these behaviours are rewarded
- He spends at least 30% of his time meeting with key clients
- The firm subscribes to the benchmarking system Acritas (see an article where I have written about this previously http://www.acritas.com/news-events/news/high-praise-acritas-pm-forum-conference)
- Key clients are assigned an executive sponsor who oversees the relationship and is usually a partner not associated with the client
- For global clients the executive sponsor brings together the relevant partners for regular conferences calls to co-ordinate client related actions
Mills & Reeve
- Strategy
- 2013 fee income £77m – Numerous mergers since mid-1980s to expand national presence
- Mark Jeffries responsible for strategic direction and growth
- Sector approach (primary: education, health, private wealth and insurance, secondary: food, technology and sport) important when selecting potential merger partners
- Sector entry teams for “heavy lifting” comprising corporate finance and real estate lawyers
- Cultural fit also important – 2015 core values and vision are: openness and integrity, working together, respect for each other and strong client relationships
- International capabilities provided through membership of SCG Legal and it has close relationships with firms in France, Germany and the Netherlands
- Works on client service, technical training projects and BD to provide a coherent pan-European service offering
- One of only law firms to be listed in Sunday Times 100 Best companies to work for over the last 10 years
- Client focus programmes
- Nicola Duke is Head of Client Care and manages two programmes – one for outstanding client delivery and the second for key client relationship management
- Outstanding client service
- How the firm delivers advice – it recommends an appropriate course of action
- The Net Promoter Score (NPS) is used in client surveys with the balanced scorecard for objective setting
- The partner remuneration system encourages cross-selling and sharing of clients
- Client service teams meet regularly via video conferencing and conference calls and they share best practice
- Some sectors also have client panels leading to new service development (e.g. subscription based procurement portal providing access to relevant documents)
- Key Clients
- External consultants interviewed firm’s top 30 clients
- This information is combined with client research feedback
- Key clients are selected on the basis of turnover and profit and also longer term strategic importance in the context of sector strength and plans
- Establishes how clients want their work managed and delivered – some clients have given feedback that they are receiving a “5 star” service but only have the budget for a “3 star” service and in such cases the firm redesigns and reengineers its offering accordingly to maintain margins
Obelisk
- Dana Denis-Smith is CEO of firm she founded in 2010 and, by organising recruitment house parties for mums who wanted to return to work, now has 500+ lawyers
- Provides income for legally trained mums at home by offering firms a different approach to solving resource problems by using outsourced lawyers
- Flexible and affordable quality services:
- Stand in (for a limited period)
- Stand out (noted in their field)
- Stand by (ready to step in when needed)
- Stand off (third party secondment)
- Responds to the following client needs:
- Cost
- Capacity
- Confirmation
- Competence
- Brand personality evokes reliability and structure and the values are based on acronym HAPPIER
- Helpful
- Authentic
- Positive
- Professional
- Innovative
- Elastic
- Responsive
The book also contains a detailed case study of media relations strategy at Freshfields Bruckhaus Deringer.
For an example of a client charter: http://coodes.co.uk/about_coodes/client_charter/
