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How Cultivating Existing Client Relationships Can Boost Business Development
There is nothing worse than meeting with your client and discovering to your surprise they are having discussions, good or bad, with other members of your firm. Such dissonance within the firm can undermine the trust of your clients and compromise your business development and client retention efforts. From a client perspective, these missteps tarnish their experience with your firm. From the firm perspective, instead of working to expand business with these clients, you must now fight to repair the relationship. In today's time-constrained law firm, however, it is often difficult to track such client engagements, let alone manage or understand them. Fortunately, advances in client relationship management (CRM) software can help connect lawyers across the firm, allowing them to compete as one firm and build on the successful results they have already delivered for clients.
Strategic business development is critical to support firm growth, and CRM software is the backbone of a data-driven approach. It not only helps your firm prospect for future clients, but also helps you strengthen and expand existing client relationships. If you are going to manage your relationship with a client in a truly holistic way that builds trust and confidence, you need to know who from within your firm has relationships with the client at every level of the organization. You also need to understand the nature of those relationships, the different means of communication (e.g., meetings, emails, calls) and the frequency of engagement. Finally, once you have this unified view, you need to make it readily available and easily accessible to everyone who needs it within your organization. All of this relationship data already exists — you merely need the right technologies to unlock its power and potential.
Below are a few ways to leverage data and software to improve your client experience and create future opportunities.
Create a Data-Driven Strategy to Build Future Business
One of the inherent problems law firms have with using data to develop more business is the fact that they are big and complex — and so are their clients. In many cases, more than one practice group or industry group within the same firm is working with the same client. How do they know they are working with the same client and, if so, how can the firm coordinate efforts to improve that client's experience?
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