<b><i>Sales Speak:</i></b> Redefining Sales

Over 30 years ago, Bill Flannery introduced the legal world to the concept of “large account management.” Three decades later, the concept finally seems to be taking hold in law firms. Much of the credit should go to the law firm leaders who have recognized the value of organizing lawyers ' and firm success ' around clients. They know that managing key client relationships professionally leads to improved client service, client retention, revenue growth and better referrals.

What Is Large Account Management?

The concept of large account management (often called a “Key Client Team” program) sounds complicated and unfocused if you do not fully understand it. While the concept of “sales” sounds so simple: “I have something I want you to buy. Here it is. What do you think,” it is fair to say that large account management is actually the purest and most effective form of selling.

In addition to enlightened management, some of the impetus for an increased focus on key client teams has actually come from clients. Many companies are now asking their law firms for more than just price concessions ' they are looking for firms to partner with them in a meaningful way (in some cases softening the discount demands). Clients are demanding greater value, which means they want their firms and lawyers to help them make money, save money, look good and sleep better. When I was a consultant over a decade ago, one of my “products” was a program that taught lawyers and firms how to propose true client partnering relationships to clients. The firms that actually followed the partnering blueprint saw measurable results in revenue gains, profitability and more referrals. (The most extreme example is a company for whom a firm was doing about $250,000 worth of work; they established a client team that managed the relationship thoughtfully and strategically. Seven years later the billings for that client had grown to $20 million).

The Partnering Process

The partnering process blueprint is not complicated; it involves research on the company, industry, and key contacts; internal communication protocols; regularly scheduled client communication; participation in the firm's thought leadership; independent client feedback, and a commitment to continuous improvement and increasing value.

The fear of “selling” still exists throughout much of our profession. The view that selling means being pushy and annoyingly insistent runs deep for many lawyers who have experienced a lifetime of bad salespeople trying to get them to buy things they do not want or need. Shifting the lawyer mindset from selling to “serving” may sound like a clich', but it is essential to a firm's success, as it can draw more lawyers into the selling process. But I don't want to over-simplify this. Selling is more than just knowing and serving client needs, it is also anticipating them and providing new and better ways for those needs to be addressed.

Key Client Teams

I was drawn to Littler Mendelson because the firm operates the way businesses operate. It invests in forward-looking technologies, develops truly innovative service delivery models, trains everyone in the skills that matter, and owns an unrivaled global brand for labor and employment legal services. But a real tip factor for me was the firm's commitment to key client teams ' making them a priority in the overall strategic plan. It has always been a marketer's dream to help implement a large account management program; it is one of the most satisfying parts of a business developer's job. We get to evaluate all aspects of a client relationship, use metrics to set goals and measure ROI, and create customized partnering programs. However, sustainable success comes from getting the lawyers invested in the process.

As law firm marketers, we can recommend that the lawyers do a better job of communicating, but we cannot make the calls for them. We can show them the value of face-to-face meetings, but we cannot make the trips they need to make. Lawyers say they don't want to sell, and they don't have time to sell. I have found, though, that education is one of the best ways to get lawyers to believe in and be more active in client management. Teach them that working in key client teams is, in fact, the classiest and most effective sales process in which they will ever participate. To keep their attention, track the time lawyers spend on client management (and even credit it as sales time). Track results ' revenue, growth, and client satisfaction. And, finally, encourage the firm to have a rewards system in place to recognize the effort lawyers make to keep and grow satisfied clients.

Jim Durham is the Chief Marketing & Business Development Officer at Littler Mendelson. He is the author of The Essential Little Book of Great Lawyering and was admitted to the Legal Marketing Hall of Fame in 2010. Reach him at www.greatlawyeringbook.com.

Over 30 years ago, Bill Flannery introduced the legal world to the concept of “large account management.” Three decades later, the concept finally seems to be taking hold in law firms. Much of the credit should go to the law firm leaders who have recognized the value of organizing lawyers ' and firm success ' around clients. They know that managing key client relationships professionally leads to improved client service, client retention, revenue growth and better referrals.

What Is Large Account Management?

The concept of large account management (often called a “Key Client Team” program) sounds complicated and unfocused if you do not fully understand it. While the concept of “sales” sounds so simple: “I have something I want you to buy. Here it is. What do you think,” it is fair to say that large account management is actually the purest and most effective form of selling.

In addition to enlightened management, some of the impetus for an increased focus on key client teams has actually come from clients. Many companies are now asking their law firms for more than just price concessions ' they are looking for firms to partner with them in a meaningful way (in some cases softening the discount demands). Clients are demanding greater value, which means they want their firms and lawyers to help them make money, save money, look good and sleep better. When I was a consultant over a decade ago, one of my “products” was a program that taught lawyers and firms how to propose true client partnering relationships to clients. The firms that actually followed the partnering blueprint saw measurable results in revenue gains, profitability and more referrals. (The most extreme example is a company for whom a firm was doing about $250,000 worth of work; they established a client team that managed the relationship thoughtfully and strategically. Seven years later the billings for that client had grown to $20 million).

The Partnering Process

The partnering process blueprint is not complicated; it involves research on the company, industry, and key contacts; internal communication protocols; regularly scheduled client communication; participation in the firm's thought leadership; independent client feedback, and a commitment to continuous improvement and increasing value.

The fear of “selling” still exists throughout much of our profession. The view that selling means being pushy and annoyingly insistent runs deep for many lawyers who have experienced a lifetime of bad salespeople trying to get them to buy things they do not want or need. Shifting the lawyer mindset from selling to “serving” may sound like a clich', but it is essential to a firm's success, as it can draw more lawyers into the selling process. But I don't want to over-simplify this. Selling is more than just knowing and serving client needs, it is also anticipating them and providing new and better ways for those needs to be addressed.

Key Client Teams

I was drawn to Littler Mendelson because the firm operates the way businesses operate. It invests in forward-looking technologies, develops truly innovative service delivery models, trains everyone in the skills that matter, and owns an unrivaled global brand for labor and employment legal services. But a real tip factor for me was the firm's commitment to key client teams ' making them a priority in the overall strategic plan. It has always been a marketer's dream to help implement a large account management program; it is one of the most satisfying parts of a business developer's job. We get to evaluate all aspects of a client relationship, use metrics to set goals and measure ROI, and create customized partnering programs. However, sustainable success comes from getting the lawyers invested in the process.

As law firm marketers, we can recommend that the lawyers do a better job of communicating, but we cannot make the calls for them. We can show them the value of face-to-face meetings, but we cannot make the trips they need to make. Lawyers say they don't want to sell, and they don't have time to sell. I have found, though, that education is one of the best ways to get lawyers to believe in and be more active in client management. Teach them that working in key client teams is, in fact, the classiest and most effective sales process in which they will ever participate. To keep their attention, track the time lawyers spend on client management (and even credit it as sales time). Track results ' revenue, growth, and client satisfaction. And, finally, encourage the firm to have a rewards system in place to recognize the effort lawyers make to keep and grow satisfied clients.

Jim Durham is the Chief Marketing & Business Development Officer at Littler Mendelson. He is the author of The Essential Little Book of Great Lawyering and was admitted to the Legal Marketing Hall of Fame in 2010. Reach him at www.greatlawyeringbook.com.