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<b>Meyerowitz on Marketing:</b> Beyond The Rolodex
In the past, when lawyers at Duane Morris L.L.P. decided that they wanted to hold an executive briefing for clients, they would ask their colleagues to provide the names and addresses of the people they thought should be invited to the event. The lawyers responding to that inquiry would give the organizers the appropriate contact information, which would be placed into a data file and used to generate letters and labels. Holly Lentz, the firm's Philadelphia-based senior marketing operations manager, points out that the process sometimes took weeks. And if some of the firm's lawyers were unable to respond because they were out of the office or otherwise too busy, the results probably would have been incomplete.
Now, though, the firm has streamlined the process through its use of “client relationship management” (CRM) software. So, Lentz says, if a lawyer or the firm's marketing department needs a list of all of the firm's clients who are chief executive officers or chief financial officers of banks, for example, she can perform a quick computer search with the firm's CRM software and print out the information almost in the blink of an eye.
Managing client relationships ' or, more precisely, managing the information the firm's lawyers have about these relationships together with the information they provide to their clients ' has seemingly never been easier.
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