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(for existing clients)
How to ...
(for existing clients)
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 How to ...
 Â(for new clients)
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 How to ...
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... manage the CRM program.
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| It's easy to think that relationships are spontaneous and self sustaining. Indeed, some are and should be cherished. But in a business setting, relationships can be hard to start and easy to lose. It takes time, focus, dedication and discipline to gain and maintain business relationships. This is true of individual relationships, and even more true of a program of relationships across an entire firm.
|  | | By now you've convened your CRM team and made assignments. (See the link "Organize for Relationship Management" at the left.) Some of your team members will have been in touch with their key contact. Gather the team to report on these interactions and review the five questions. (See "Receiving Client Feedback") In the beginning, almost any structured interaction is worthy of praise; later you can ask specific questions to guide each CRM in nurturing a relationship. |
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| Maintain a simple spreadsheet to track contacts, with the column headings shown at the right. Each row in the matrix is a relationship and the cells identify the Key Contact and CRM partners, and indicate the nature of the contact. In addition to tracking the last call, this matrix is a planning tool for "mapping" an annual client contact plan. This single form serves several purposes:
- A framework for a strategic discussion of the right level and type of contact for each client
- A prompt to remind your CRMs that they should be doing something each month to maintain the key contact relationship
- A report form to briefly indicate the nature of each contact made by a CRM
- An individual measurement tool to track each individual's participation and the overall performance of the team
- An overall management tool to summarize, analyze and supervise the team's performance in the client contact program
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Column 1: CLIENT ORGANIZATION - The target client organization
Column 2: SEGMENT - A marketing category into which the client organization fits
Column 3: KEY CONTACT - The name of the individual in the client organization assigned to your CRM
Column 4: CRM - The name of the individual in your firm assigned to the key contact
Column 5: LAST MONTH - the month prior to the CRM meeting you are having. Into this cell goes the nature of the activity at the last interaction with the key contact, such as a lunch, professional society meeting, entertainment event, etc.
Column 6 : THIS MONTH - Into this cell goes the planned activity for the current month, stated in brief but specific terms.
Columns 7 through 18: FUTURE MONTHS - Into these cells go planned activities for the upcoming 12 months, on a rolling basis. This may seem extreme at first, and there certainly must be some flexibility, as with any plan. But many activities have long lead times and the habit of thinking through an annual plan is invaluable.
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| Each meeting should close with an executive or owner of the firm summarizing the work of the team and emphasizing its importance to the future of the firm and all its associates. Gradually, as your team gains skill and confidence in building relationships, this meeting will prove to be the foundation for a prosperous future. But however prosperous that future becomes, the time requirements of projects must not become the excuse to slack off this key activity. Relationships are not earned overnight, but they can be lost quickly through neglect.
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Â
... manage the CRM program.
|
| It's easy to think that relationships are spontaneous and self sustaining. Indeed, some are and should be cherished. But in a business setting, relationships can be hard to start and easy to lose. It takes time, focus, dedication and discipline to gain and maintain business relationships. This is true of individual relationships, and even more true of a program of relationships across an entire firm.
|  | | By now you've convened your CRM team and made assignments. (See the link "Organize for Relationship Management" at the left.) Some of your team members will have been in touch with their key contact. Gather the team to report on these interactions and review the five questions. (See "Receiving Client Feedback") In the beginning, almost any structured interaction is worthy of praise; later you can ask specific questions to guide each CRM in nurturing a relationship. |
| |
| Maintain a simple spreadsheet to track contacts, with the column headings shown at the right. Each row in the matrix is a relationship and the cells identify the Key Contact and CRM partners, and indicate the nature of the contact. In addition to tracking the last call, this matrix is a planning tool for "mapping" an annual client contact plan. This single form serves several purposes:
- A framework for a strategic discussion of the right level and type of contact for each client
- A prompt to remind your CRMs that they should be doing something each month to maintain the key contact relationship
- A report form to briefly indicate the nature of each contact made by a CRM
- An individual measurement tool to track each individual's participation and the overall performance of the team
- An overall management tool to summarize, analyze and supervise the team's performance in the client contact program
|
|
Column 1: CLIENT ORGANIZATION - The target client organization
Column 2: SEGMENT - A marketing category into which the client organization fits
Column 3: KEY CONTACT - The name of the individual in the client organization assigned to your CRM
Column 4: CRM - The name of the individual in your firm assigned to the key contact
Column 5: LAST MONTH - the month prior to the CRM meeting you are having. Into this cell goes the nature of the activity at the last interaction with the key contact, such as a lunch, professional society meeting, entertainment event, etc.
Column 6 : THIS MONTH - Into this cell goes the planned activity for the current month, stated in brief but specific terms.
Columns 7 through 18: FUTURE MONTHS - Into these cells go planned activities for the upcoming 12 months, on a rolling basis. This may seem extreme at first, and there certainly must be some flexibility, as with any plan. But many activities have long lead times and the habit of thinking through an annual plan is invaluable.
|
| Each meeting should close with an executive or owner of the firm summarizing the work of the team and emphasizing its importance to the future of the firm and all its associates. Gradually, as your team gains skill and confidence in building relationships, this meeting will prove to be the foundation for a prosperous future. But however prosperous that future becomes, the time requirements of projects must not become the excuse to slack off this key activity. Relationships are not earned overnight, but they can be lost quickly through neglect.
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