Client Management Programme

Capital | Consultancy | Corporate

For the benefit of all concerned, a broader team-based approach, where a range of people from the firm know and develop relationships with their counterparts at the client organization, is a much healthier approach.

With each relationship, the ultimate objective is to move from being a provider of services to having a partnership with a client where you are working collaboratively, adding value to the client’s business, not just an individual project, and getting work without having to compete or bid.  Client satisfaction remains vital.

The reality is that the relationship is never just two people who lead each side of the relationship.  To build a strong business to business relationship the teams need to be well connected and each individual relationship well managed. 

This means that the relationship is built on firm foundations and is strong across all aspects of the client and supplier teams.  This should, to some extent, mitigate losing a relationship with a key client if the lead manager leaves the business.

Achieving a successful programme

  • Analysis of current client base
  • Setting objectives

Sales led; client care; culture change led (client focused culture) and key client programme

  • Identify clients

Score the clients on pre-defined characteristics

  • Client Relationship Management Programme design

Account selection

  • Client selection
  •  Set objectives and KPI’s
  • Buy-in from executive

Account team

  •   Account manager selection
  •   Identify the team
  •  Communication and information sharing

Account plan

  • Client research
  •  Agree client hot buttons and issues
  • Produce a plan

Meetings and momentum

  • Weekly/monthly calls and meetings
  •  Information update and exchange
  • Monitor progress and agree next actions

Account performance measurement

  • Monthly/quarterly reviews
  •  Board reporting
  •  Programme adjustments

Client feedback

  •  Client feedback and understanding
  •  Face to face interviews with senior contacts
  • Online feedback with wider client team

CRM system to support the programme

Operational Challenges

  • Business development must form a part of the individual fee-earners objectives
  • The Head of Marketing and Business Development must be given the status within the firm to be able to lead advice and make critical decisions.  Ideally the position should be Board level or the firms executive
  • Full access to all necessary information, which would assist in the development of Business Strategy

KPI Development

  • Define markets and segments
  • Refine generic metrics

Change in revenue by segment

Marketing budget per period of time

Profitability by client and work type

Change in the number of clients per period

  • Average value per client

Clients satisfaction

  • Relative satisfaction rated on a scale 1 – 5
  • Quality compared to competitors
  • Loyalty – percentage of clients who have used the firm for more than three years

                             Percentage of clients who only use one service

Develop the above metrics

Develop multiple Client Champions

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Progressive Partner Program