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Published on January 13, 2009

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Building Client Service TeamsLegal Marketing AssociationSpring 2000 ConferencePalm Springs, CAMarch 15 - 18, 2000 : Building Client Service TeamsLegal Marketing AssociationSpring 2000 ConferencePalm Springs, CAMarch 15 - 18, 2000 William J. Flannery The WJF Institute Lessons From The Global 1000 : Lessons From The Global 1000 Their top 150 accounts get most of the attention High revenue / profit customers are different They need more of your resources Well-articulated global strategy for growth Global pricing Global / local competitive analysis Constant vigilance by senior management Best sites for beta testing, test marketing, etc. Lessons From The Global 1000 : Lessons From The Global 1000 Team reward and recognition systems Well-trained teams, trained as teams Teams develop global best practices Teams help manage the customer’s global business Clear, global team account planning process Well-defined roles for all team members Global and local advertising / branding Global teams with local tactics and strategy Lessons From The Global 1000 : Lessons From The Global 1000 “Lone ranger” behavior not tolerated Measurements for team performance and individual measurements secondary Management / leadership structure Account manager Sales team Technical team Administrative team HQ support Career paths for all team members Lessons From The Global 1000 : Lessons From The Global 1000 The team is visible to the customer daily Global technology support for the team Global marketing support for the team Teams feedback to the business units Competitive information New product requirements Changes in the business environment Pricing and team performance Lessons From The Global 1000 : Lessons From The Global 1000 Managed by VP large accounts or industry VP Big picture, global effort Establishment focus – Work groups Individual sales and service – End users Different tactics and strategy for each buyer and scaleable to the size of the enterprise What Law Firms CanAdopt and Adapt : What Law Firms CanAdopt and Adapt Client-focused teams Global marketing planning methodology Measurements Leadership and management training Team-based reward and recognition Technology support Global / local strategy and tactics Why Adopt and Adapt : Why Adopt and Adapt It’s a buyer’s market – they control the process and their business is global Outsourcing, preferred suppliers, “convergence” and “partnering” Value-driven v. price-driven strategies To gain market share To differentiate your firm and it’s offerings To be an insider, you need to act like one What Clients Are Demanding : What Clients Are Demanding We know you’re the “best and brightest,”that’s a given for every firm we hire To differentiate your firm, you need to provide: Solutions to our business problems Ways to work together to deliver value Doing more with less Create value, not just bill for your time We want service providers that understand our business globally We work in teams and you can be a part of the team Using Technology To Develop Team Tactics and Strategies : Using Technology To Develop Team Tactics and Strategies FLANNERY & FLANNERY, L.L.P.Revenue For Logic Solutions, Inc.in $0001999 : FLANNERY & FLANNERY, L.L.P.Revenue For Logic Solutions, Inc.in $0001999 IP & Corp. Employment T&E Tech. Securities Law Environmental Litigation Planning Tax TOTAL F&F F&F F&F F&F F&F 40 18 180 210 15 463 Slide 12: IP & Corp. Employment T&E Tech. Securities Law Environmental Litigation Planning Tax TOTAL Cochran Cochran F&F F&F F&F & F&F & F&F Cochran Cochran 40 18 180 65 210 14 15 463 FLANNERY & FLANNERY, L.L.P.Revenue For Logic Solutions, Inc.in $0001999 Slide 13: FLANNERY & FLANNERY, L.L.P. Revenue Projections For Logic Solutions, Inc. in $000 2000 IP & Corp. Employment T&E Tech. Securities Law Environmental Litigation Planning Tax TOTAL Cochran Cochran Cochran Cochran Cochran Cochran F&F & & & & & & Cochran Cochran Cochran Cochran Cochran Cochran 60 22 200 65 220 17 14 60 FLANNERY & FLANNERY, L.L.P.Revenue Historyin $0001999 : IP & Corp. Employ. T&E Client Tech. Securities Law Environ. Litigation Planning Tax TOTAL Logic Solutions, Inc. 40 18 180 210 15 463 ABC Manufacturing 75 17 35 22 87 99 335 Strategic Systems 99 94 69 29 291 ZEO Computers 10 13 35 44 45 66 213 Lawn Games, Inc.. 100 100 First United Bank 2 2 Total 224 142 252 66 466 45 209 1,521 FLANNERY & FLANNERY, L.L.P.Revenue Historyin $0001999 ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! FLANNERY & FLANNERY, L.L.P.Revenue Historyin $0001999 : FLANNERY & FLANNERY, L.L.P.Revenue Historyin $0001999 IP & Corp. Employ. T&E Client Tech. Securities Law Environ. Litigation Planning Tax TOTAL Logic Solutions, Inc. 40 18 180 210 15 463 ABC Manufacturing 75 17 35 22 87 99 335 Strategic Systems 99 94 69 29 291 ZEO Computers 10 13 35 44 45 66 213 Lawn Games, Inc. 100 100 First United Bank 2 2 Total 224 142 252 66 466 45 209 1,521 ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! Slide 16: FLANNERY & FLANNERY, L.L.P. in $000Key Client Analysis 1998 1999 2000 Client’s Percent Client Revenue Revenue Proj. Rev. Legal Budget of Budget Logic Solutions, Inc. 400 427 300 20M .015 ABC Manufacturing 300 335 200 10M .02 Strategic Systems 100 291 0 8M .00 ZEO Computers 100 213 0 7M .00 Lawn Games, Inc. 10 100 20 3M .006 First United Bank 2 2 2 1M .002 Total 912 1,368 522 49M .001 Slide 17: “Never eat lunch at your desk.” Eat in the client’s cafeteria. Why Focus On Key Clients : Why Focus On Key Clients 80 - 95% of firm’s revenue in the top 150 They are targets for your competitors (protect strategies) Leading edge legal users These clients require attention They invest in your firm They fund your product development Serve as your best references If not these clients, then who? Your bottom 100? Characteristics of A Well Run Key Client Marketing Program : Characteristics of A Well Run Key Client Marketing Program Lawyers organized in client teams Measurable goals Increase in revenue / profit Practice group participation in market share Client satisfaction and loyalty Cooperation Recognition of teams and team members Costs benefit analysis of team Clear planning process in place Slide 20: How Law Firms Should Spend Their Marketing Resources Client, industry, or geographic teams and strategies Face-to-face meetings with clients and prospects Ongoing training for lawyers and client teams Client opinion surveys Use RFPs / presentations / proposals to put competitors’ business into play (ROI is measured in DOLLARS, not activities) Key Client Teams - Internal : Key Client Teams - Internal Team - focused on client Client relationship manager / partner Team members Other partners Associates Support Outside consultants and vendors What Do Other Firms Call These Teams and Team Leaders? : What Do Other Firms Call These Teams and Team Leaders? Account heads Client relationship manager Client relationship partner Client responsible partner Practice groups Healthcare Technology Billing partner Why Client Relationship Managers (CRMs) : Why Client Relationship Managers (CRMs) Need to manage client relationships profitably Expand the firm’s representation Ability to predict and forecast revenue from clients Cross practice group coordination for the clients’ benefit Understand clients’ expectations Spot client satisfaction issues Why Client Relationship Managers (CRMs) : Why Client Relationship Managers (CRMs) Costs reduced through teamwork Reduce or eliminate competition Implement client-focused strategies Ability to assess need for specific new areas of law or lateral partners Accountability to the firm Insure client succession in the firm More fun for all of the team members Why Client Relationship Managers (CRMs) : Why Client Relationship Managers (CRMs) Serve as the firm’s focal point for strategy and activities Serve as the clients’ contact point To keep our key clients To be more competitive Leadership will help client teams function more effectively Leadership and managerial skills can be used later Role of Client Relationship Managers (CRMs) : Role of Client Relationship Managers (CRMs) Communicate vision and direction Establish sense of urgency Select appropriate team members Know the client’s business Be a coach to team members Keep goals and tasks relevant Schedule team meetings and review team’s progress Role of Client Relationship Managers (CRMs) : Role of Client Relationship Managers (CRMs) Challenge teams with new information or facts Give positive feedback to team Challenge team with goals Assist team with motivation Focus team efforts on measurable goals Do real legal work Role of Client Relationship Managers (CRMs) : Role of Client Relationship Managers (CRMs) Identify team members’ needs Identify best team members to work on specific client projects Build commitment, confidence and consensus Identify and strengthen team skills Create opportunities for others Select tasks that cement teams Role of Client Relationship Managers (CRMs) : Role of Client Relationship Managers (CRMs) Reward and recognize team members Measure client satisfaction formally and informally Increase market share Coordinate firm resources - lawyers and support staff Communicate critical information and plans to team Role of Team Members : Role of Team Members Interview clients for their needs Know the client’s business Understand the firm’s capabilities Identify problems and opportunities Coordinate and share critical client information Assist and execute the plan Assist in tracking plan progress Role of Team Members : Role of Team Members Identify competition Contribute ideas for new services Develop alternate fee strategies Attend and participate in internal team meetings Assume ownership of the plan Provide service to other members of the firm Role of Team Members : Role of Team Members Know and understand the plan Share and communicate ideas to increase firm revenue and profit Build relationship between the client and the firm Slide 33: Large Key Client Planning Process (Flow Chart) GOALS Increase Client Satisfaction and Loyalty Increase Revenue / Profit Protect or Expand Relationship Increase Market Share Do These Tactics and StrategiesReally Work? : Do These Tactics and StrategiesReally Work? What proof do you have? Who is using these techniques? What benefits have been achieved? Some Law Firm Players : Some Law Firm Players Paul, Hastings, Janofsky & Walker LLP Shearman & Sterling Perkins Coie LLP Gray Cary Ware & Freidenrich LLP Cooley Godward LLP Other Organizations : Other Organizations All of the accounting firms Global 1000 Financial institutions High Tech Transportation Manufacturing Retail and distribution What Is Needed ToExecute Successfully? : What Is Needed ToExecute Successfully? Lawyers skilled in developing rapport, trust, and long-term client relationships Client teams that know how to work together effectively Internal team leaders who can manage the strategic marketing process (from handling legal matters to developing collaborative client relationships) LEADERSHIP and FOLLOWERSHIP Where To Focus Firm Efforts Steps To Success : Where To Focus Firm Efforts Steps To Success Building strong relationships, face-to-face Discovering and developing client needs Business and financial competence Proposal writing and presentation Trained client-focused teams Technology support for teams Accountability and measurement systems Client interviewing and management Profit: market driven v. firm driven Specific plans for each opportunity Client, industry and geographic focus Success measured in $$$, not activity Slide 39: “I am willing to learn, but I don’t want to be taught.”Winston Churchill1874 - 1965 Practical Ideas : Practical Ideas Create a spreadsheet plotting clients against practice areas, and enter revenues by client for the past several years of your top 150 Create teams focused on key clients Meet as a team and develop a client or industry specific plan Target and visit a current client to determine additional needs your firm is not providing Practical Ideas : Practical Ideas Rate you and your team’s effectiveness by increases in client loyalty, revenue and additional practice group use Use technology Recognize and reward team successes Having created one team and a client plan, do the same for only those clients you want to keep Rules For The Zeros : Rules For The Zeros Past success is your worst enemy. Think two years out, then plan backwards to today. Find out what your competition is doing and do something different. Have a sense of urgency and communicate that urgency. Rules For The Zeros : Rules For The Zeros Collaborate with your clients and suppliers to develop services, products, markets, solutions. Train your lawyers to market as teams. Success does not equal skills. Rules For The Zeros : Rules For The Zeros Continue to develop a client-focused culture. Invest in your people, markets and clients. If it cannot be measured, it cannot be managed and it is not marketing. Please send your evaluations and comments to: The WJF Institute11044 Research BoulevardBuilding A, Suite 110Austin, TX 78759512-338-1758FAX 219-1200email: flannery@wjfinstitute.comwww.wjfinstitute.com : Please send your evaluations and comments to: The WJF Institute11044 Research BoulevardBuilding A, Suite 110Austin, TX 78759512-338-1758FAX 219-1200email: flannery@wjfinstitute.comwww.wjfinstitute.com

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