Full Description
According to research from the BTI Consulting Group, the firms that can boast the strongest client relationships also enjoy 19.5 per cent higher rates and 35.6 per cent greater revenue than their competitors. By putting the client at the heart of the firm's everyday activities through the implementation of robust client management process, firms can ensure they deliver high-quality, tailored services, and build the kind of client relationships that will lead to repeat business, referrals, and enhanced reputations. Managing Partner's report, The Client Management Toolkit for Law Firms, looks at four core areas of client management: Client strategy; business development; fees; and client relationships. It considers how firms can: Reach out to potential clients (positioning and targeting, establishing an online presence); Win more pitches; 'Institutionalise' new clients; Engage with clients through the implementation of a client listening programme; Collaborate better to solve clients' complex, multi-jurisdictional problems; Design and negotiate fee arrangements that will provide a win-win for firm and client; and Avoid anti-corruption and compliance issues as they relate to the firm-client relationship. This report includes expert contributions from leading lawyers and law firm consultants, including: Andrew Hedley, director, Hedley Consulting Derek Klyhn, founding partner, Moller PSF Group David H. Freeman, CEO, David Freeman Consulting Group Clare Adshead-Grant, founding partner, Calista Ben Rigby, editor, CDR Sally Dyson, founder and director, Firm Sense Limited Tracey Calvert, owner and director, Oakalls Consultancy Limited Steven A. Lauer, principal, Lauer & Associates Barbara J. Boake, partner, McCarthy Tetrault Rick A. Kathuria, national director, project management office and legal logistics, Gowlings Susan Hackett, CEO and CLO, Legal Executive Leadership Andrew Oldland QC, head of the Public Law and Regulatory Team, Michelmores
Contents
Chapter 1Ensure your firm's services target client needs Chapter 3: Strategic stages: An eight-stage integrated approach to business development Chapter 4: Finding niches and developing your strategy Chapter 5: The shortcut version: The mini-pitch and toolkit Chapter 6: Relationship secrets: How to institutionalise new clients in 100 days Chapter 7: Designing an objective-orientated fee arrangement Chapter 8: Linking project management to pricing strategy Chapter 9: Developing a strategy for better budgeting and negotiating Chapter 10: All ears: Launch a firm-wide client listening programme Chapter 11: Ensuring that feedback is useful, user-friendly, and used Chapter 12: Growth and development of the firm's online legal services Chapter 13: Client services: The in-house perspective on collaboration in law firm Chapter 14: Conflicts of interest Chapter 15: Cocktail of problems: The conflict between anti-bribery compliance and client service
