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setting
up and supporting client teams
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developing
'know your client' strategies and protocols
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building
client service programs
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planning
and implementing CRM tracking programs
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conducting
client satisfaction surveys and audits
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For further
information on executing client relationship strategies, contact Richard Stock at rstock@catalystlegal.com
(416) 367-4447, extension 1.
Articles on Client
Relationship Management
"Big Clients and the Next Three Years"
Lexpert, Toronto, ON.
Volume 8, Issue 7, May 2007
Corporations are
turning to procurement professionals for help with more invasive programs
to manage their legal costs, especially those related to external
counsel. Flexible, independent, cost-effective operating practices of law
departments are less tenable than they were several years ago.
Corporations must now make longer term commitments to fewer law firms in
exchange for stable costs and the guaranteed availability of legal teams
into the future. Experience with case and matter budgeting and
familiarity with other workflow management practices must be built up
over time within the law firm. Law departments must learn to gauge law
firms' ability to innovate in legal services pricing and delivery. Buty
they must do so less experientially and more objectively.
"Building and
Developing Sustainable Client Relationships"
Lexpert, Toronto, ON.
Volume 8, Issue 5, March 2007
An expert's job is to
be right - to solve the client's problems through the application of
technical and professional skill. The adviser provides guidance for the
client's own thought and decision-making processes. The article describes
the differences between a matter-based relationship and an ongoing
relationship with clients.
"Keys to Client
Satisfaction"
Briefly
Speaking, March 2007
The article describes
eight keys to client satisfaction. These include standards for
accessibility of the legal team and turnaround of the work. Clear and
regular communication and knowledge of the clients' business are
essential. Cost predictability and measures to reduce legal expenses are
now part of what is expected.
"Effective Client Teams"
Lexpert, June
2004
Law firms mobilize
teams to anticipate the future requirements of their clients.
Coordinated, client-specific business plans are prepared and individual
objectives are set for work volumes, market share and profitability. A
group approach to business development, service and client relationship
management is often counter-intuitive. Group leaders must continue to
stimulate creativity and independent thinking in the face of more formal
approaches to reaching and servicing clients.
"A Meaningful
Relationship"
National, May
2004
Four steps help forge
a lasting tie with clients and prospects. Select a core group of 10 to 25
of each who will provide a regular source of business. Focus enough time
on each of these. Adjust the priorities each year. Ask the clients for
additional work.
"The Strategic Client
Survey"
Inside Counsel,
February 2000
The survey as a tool
to gauge the level of client. A well-planned survey will identify
weaknesses in service delivery and help lawyers to better understand
client needs. Practical suggestions for obtaining optimum results.
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