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By Paul Kuttner
Why do CRM programs fail? After years of observation I have to conclude that there’s no one simple answer.
Maybe because it’s a program.
Frequently CRM fails because of the very program adopted by the firm — lawyers do not provide the continued drive to keep the program going and they lose sight of the fact that critical client management (the clients you really don't want to lose) is not a one-off project.
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A CCM program is a structured way to protect, maintain and develop those clients that are most important to your law firm. Important clients aren’t just those that are generating the most revenue today — important clients include those where you have a toehold today and that exhibit the potential for enormous growth.
Also to be successful, client management and client service have to be embraced by everyone at the firm, so the reach is deep into the fabric of the firm business. And sometimes it’s tough to keep everyone engaged.
In order to address CCM issues properly you need to know what business you are in, what clients you want to serve and what services you want to deliver. Just your basic business strategy. Nothing new there I hear you say, but have you really got these matters nailed down?
There are other hurdles to consider. Is the client actually involved in the process? If you don’t know what the client wants, what they think about your firm and what their priorities are, how can you start to meet their needs? Has a partner been designated to take responsibility for developing a client on behalf of the whole firm (in business terms they would be called the key account manager)? What coaching/training are firm contact lawyers given? Are the expectations of performance clear and understood by all?
Many CCM programs simply fail because there are no metrics and tracking procedures in place. Then there is the well propagated myth that CMR is all about having the right software program in place. CRM isn’t about systems, procedures or instant gratification — it’s about human relationships, consistency, interaction and focus.
Less talk, more do
Don’t get tangled up in the debate about which clients should be selected, whose clients they are and why they should or should not receive extra attention. Start small and demonstrate what can be achieved with focus and effort. Get help if you need to get started.
Here is what puzzles me: If looking after critical clients is so fundamental to the well being of a service business, why are so many firms struggling to deliver?
Paul Kuttner is a principal of innovate! inc. Marketing and provides marketing, sales and profitability support to law firms in Canada and the USA. He helps lawyers increase practice revenue and lessen the stress & anxiety of business development. To snap out of the same-old-same-old, please contact him at (www.innovatemarketing.ca).
First published in the January/February issue of the CBA's National Magazine.
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