Designing a Key Relationship Program: Building Strong Client Relationships
Published on 30. March 2015
Book
Paperback/Softback
150 pages
978-1-78358-187-0 (ISBN)
Description
Do you really put your clients' needs first? This is an important question to ask and one which many professional services firms fail to address. In such a competitive landscape, the importance of being client centric cannot be overestimated. How can you create a client relationship programme that delivers results? Having designed and implemented key relationship programmes in accounting, law and consulting firms, author Robert Pay is an expert in the field. With detailed appendences providing action plans, self-diagnostics and questionnaires, you will have all you need to implement a winning client management plan in your firm. This step-by-step guide will help you to: Manage a portfolio of major client relationships on a firm-wide or practice area basis; Mobilise client teams; Gain buy-in and address the largely cultural issues that reduce chances of success; Analyse relationships for growth potential, and select the most suitable relationships to include in your programme; and Build profitable and sustainable relationships
Do you really put your clients' needs first? This is an important question to ask and one which many professional services firms fail to address. In such a competitive landscape, the importance of being client centric cannot be overestimated. How can you create a client relationship programme that delivers results? Having designed and implemented key relationship programmes in accounting, law and consulting firms, author Robert Pay is an expert in the field. With detailed appendences providing action plans, self-diagnostics and questionnaires, you will have all you need to implement a winning client management plan in your firm. This step-by-step guide will help you to: Manage a portfolio of major client relationships on a firm-wide or practice area basis; Mobilise client teams; Gain buy-in and address the largely cultural issues that reduce chances of success; Analyse relationships for growth potential, and select the most suitable relationships to include in your programme; and Build profitable and sustainable relationships
Do you really put your clients' needs first? This is an important question to ask and one which many professional services firms fail to address. In such a competitive landscape, the importance of being client centric cannot be overestimated. How can you create a client relationship programme that delivers results? Having designed and implemented key relationship programmes in accounting, law and consulting firms, author Robert Pay is an expert in the field. With detailed appendences providing action plans, self-diagnostics and questionnaires, you will have all you need to implement a winning client management plan in your firm. This step-by-step guide will help you to: Manage a portfolio of major client relationships on a firm-wide or practice area basis; Mobilise client teams; Gain buy-in and address the largely cultural issues that reduce chances of success; Analyse relationships for growth potential, and select the most suitable relationships to include in your programme; and Build profitable and sustainable relationships
More details
Language
English
Place of publication
United Kingdom
Publishing group
Globe Law and Business Ltd
ISBN-13
978-1-78358-187-0 (9781783581870)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Person
ROBERT PAY started his career in London where he first worked in advertising as an account manager for a number of multinational clients. He then moved to Deloitte Haskins & Sells as marketing manager for the banking and securities practice both for the UK and the international firm; it was here that he first got involved in key relationship management for US, UK, and Japanese banks. He was then recruited by Clifford Chance to establish its first marketing function and set up a key relationship program, the first in a major law firm. Robert then served at the London Stock Exchange as head of marketing where he partnered with investment banks to develop a successful campaign to compete with NYSE and Nasdaq for international IPO business; he also launched and served on the board of Aim, working with regional and national legal and accounting firms to promote this successful growth companies market. He then became managing director of Jaffe Europe, working with a wide range of law, accounting, and consulting firms, largely on client relationship and satisfaction programs. Moving in-house, he then led the marketing functions of BSI Management Systems, a global certification body, and international law firm Taylor Wessing LLP. Based in New York since 2008, he currently works for Alvarez & Marsal LLC, a global professional services firm best known for restructuring and performance improvement. He is also an associate of InfiniteSpada and Z/Yen Group. Robert is a graduate of Oxford University where he majored in history. He has an MBA (distinction) from Cass Business School, City University, London; he holds a UK Market Research Society Diploma (distinction); and is a certified business coach. He is fluent in French, German, and Spanish. He has designed and implemented key relationship programs for accountants, lawyers, and consultants, and in financial institutions. He is contactable at robert@robertpayconsulting.com.
ROBERT PAY started his career in London where he first worked in advertising as an account manager for a number of multinational clients. He then moved to Deloitte Haskins & Sells as marketing manager for the banking and securities practice both for the UK and the international firm; it was here that he first got involved in key relationship management for US, UK, and Japanese banks. He was then recruited by Clifford Chance to establish its first marketing function and set up a key relationship program, the first in a major law firm. Robert then served at the London Stock Exchange as head of marketing where he partnered with investment banks to develop a successful campaign to compete with NYSE and Nasdaq for international IPO business; he also launched and served on the board of Aim, working with regional and national legal and accounting firms to promote this successful growth companies market. He then became managing director of Jaffe Europe, working with a wide range of law, accounting, and consulting firms, largely on client relationship and satisfaction programs. Moving in-house, he then led the marketing functions of BSI Management Systems, a global certification body, and international law firm Taylor Wessing LLP. Based in New York since 2008, he currently works for Alvarez & Marsal LLC, a global professional services firm best known for restructuring and performance improvement. He is also an associate of InfiniteSpada and Z/Yen Group. Robert is a graduate of Oxford University where he majored in history. He has an MBA (distinction) from Cass Business School, City University, London; he holds a UK Market Research Society Diploma (distinction); and is a certified business coach. He is fluent in French, German, and Spanish. He has designed and implemented key relationship programs for accountants, lawyers, and consultants, and in financial institutions. He is contactable at robert@robertpayconsulting.com.
ROBERT PAY started his career in London where he first worked in advertising as an account manager for a number of multinational clients. He then moved to Deloitte Haskins & Sells as marketing manager for the banking and securities practice both for the UK and the international firm; it was here that he first got involved in key relationship management for US, UK, and Japanese banks. He was then recruited by Clifford Chance to establish its first marketing function and set up a key relationship program, the first in a major law firm. Robert then served at the London Stock Exchange as head of marketing where he partnered with investment banks to develop a successful campaign to compete with NYSE and Nasdaq for international IPO business; he also launched and served on the board of Aim, working with regional and national legal and accounting firms to promote this successful growth companies market. He then became managing director of Jaffe Europe, working with a wide range of law, accounting, and consulting firms, largely on client relationship and satisfaction programs. Moving in-house, he then led the marketing functions of BSI Management Systems, a global certification body, and international law firm Taylor Wessing LLP. Based in New York since 2008, he currently works for Alvarez & Marsal LLC, a global professional services firm best known for restructuring and performance improvement. He is also an associate of InfiniteSpada and Z/Yen Group. Robert is a graduate of Oxford University where he majored in history. He has an MBA (distinction) from Cass Business School, City University, London; he holds a UK Market Research Society Diploma (distinction); and is a certified business coach. He is fluent in French, German, and Spanish. He has designed and implemented key relationship programs for accountants, lawyers, and consultants, and in financial institutions. He is contactable at robert@robertpayconsulting.com.
Content
Chapter 1: Does your firm need a key relationship program? Key relationship program: A definition1 Relationship management approach <> selling Reasons to implement a key relationship program Evidence for success of the KRP concept Client relationships: Personal or partnership asset? Where is your firm? Key relationship management self-diagnostic What your score means Chapter 2: Designing your program - Getting started and process overview Preconditions for successful adoption of a KRP Setting the program objectives Relationship program design team Launching the concept Relationship management program readiness survey Barriers to key relationship programs Chapter 3: Designing your program - Scope Criteria for inclusion Specific criteria for inclusion Developing specific criteria Chapter 4: Designing your program: People - Roles, responsibilities, and skills Client relationship teams Contents Client team structure and overview Team selection and metrics Client team performance metrics and rewards Steering group composition and role Building client relationship skills Appendix 1: Involvement of C-suite personnel Appendix 2: Sample client team job descriptions Chapter 5: Designing your program - Processes, policies, and documentation An approach Designing a relationship planning process Relationship action planning Technology: Policies and guidelines to support your KRP One firm, one client code! The near future Appendix 1: Salesforce - Key relationship program contact management guidelines Chapter 6: Designing your program - Relationship metrics Quantitative measures of a relationship Qualitative dimensions of a relationship Client metrics: Service and relationship reviews The value of the client voice in action Chapter 7: Relationship management in action - Setting objectives The relationship action planning process Step one: Analyzing the client's business Step two: Mapping the relationship Planning to compete Step three: Identifying and qualifying opportunities Step four: Developing relationship objectives Documentation: Specification for a relationship action plan format Appendix 1: Guidelines for facilitating a relationship planning meeting and using the relationship action plan template Part 1: Preparing for a relationship planning meeting Part two: Using the relationship action plan template Chapter 8: Relationship building in action - On assignment Client relationships: Value, service, and cost Relationship building activities: A practical guide Relationship management approach Appendix: Note on qualities for a secondee Designing a Key Relationship Program: Building strong, sustainable client and referral relationships Chapter 9: Relationship building in action - Off assignment Relationship building away from the day-to-day work Firm initiatives and the client team Contributing to client objectives Helping individuals off the job Conclusion Appendix: A client team leader's guide to social media