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Developing Client Loyalty Brings Both Firm Growth and Client Value

By Edward M. Schechter
December 22, 2010

Today and in the future, a successful law firm's culture must include investment in the business-development sales engine. While classical marketing investments (e.g., client social activities, PR, Web, RFPs) continue to be needed, they are no longer enough. Pressure from clients for competitive rates, costs and efficiency are making firms adopt a more businesslike approach to their assets, revenue, processes and return on investment. This increased focus on a firm's ROI brings greater BD clarity. Together, these forces create an opportunity for a firm to develop its client “value vision” ' enabling marketing and BD professionals to evolve into a new role in the firm's quest to develop client loyalty.

Tailoring BD Efforts

King and Spalding CMO Katherine D'Urso observes that the old saying was: “Fast, good, cheap: pick any two.” Now, clients (internal and external) are saying: “I will take all three, thank you.” Business development efforts must deliver tailored, thoughtful client strategy and content quickly. BD professionals should have discussions with partners about post-win profitability when a matter or client relationship doesn't live up to the pro formas on which the fee arrangement was based. To improve their performances, firms are forced to focus on better people-and-process management.

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