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Vol 21 No 11 Nov/Dec 2016

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Criminal Injuries Compensation Claims

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Designing a Key Relationship Program: Building Strong Client Relationships


ISBN13: 9781783581870
Published: April 2015
Publisher: Ark Group
Country of Publication: UK
Format: Paperback
Price: £245.00



Despatched in 4 to 6 days.

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

Subjects:
Legal Practice Management
Contents:
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