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/