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  How to ...
   (for existing clients)

 
  How to ...
   (for existing clients)

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  How to ...
 Â(for new clients)

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  How to ...
 Â(for new clients)


... build client relationships.


Saying that you are excellent at supporting your clients is good, but demonstrating it is essential.  Getting this important aspect of your business right requires systematic, focused emphasis.  The program outlined here matches your people (client relationship managers) with key contacts at the client's organization (key contacts).  The CRM's goal is to build the key contact's confidence level in your performance that wins you more project assignments in the future.
 
You don’t have to be an owner or close to retirement to develop relationships.  Younger professionals can be important assets – or dangerous liabilities – in the client contact game.  Your firm has numerous and frequent contact between your mid-career professionals and your clients; it’s imperative that you maintain this facet of your business as a strength, not a weakness.
 

  

Your critical functions as a client relationship manager include the following:

  • Systematically maintain interactions with the key contact(s) assigned to you
  • Understand the client’s organization, business, markets, products, culture, etc.Â
  • Listen to the key contact’s concerns, needs, preferences, requirements, limitations, etc.
  • Communicate the client’s viewpoint within your firm
  • Introduce the key contact to others at your firm that might meet needs at the client organization

  • Find opportunities for more work at the client organization, or with others the key contact may introduce you to.
 

... build client relationships.


Saying that you are excellent at supporting your clients is good, but demonstrating it is essential.  Getting this important aspect of your business right requires systematic, focused emphasis.  The program outlined here matches your people (client relationship managers) with key contacts at the client's organization (key contacts).  The CRM's goal is to build the key contact's confidence level in your performance that wins you more project assignments in the future.
 
You don’t have to be an owner or close to retirement to develop relationships.  Younger professionals can be important assets – or dangerous liabilities – in the client contact game.  Your firm has numerous and frequent contact between your mid-career professionals and your clients; it’s imperative that you maintain this facet of your business as a strength, not a weakness.
 

  

Your critical functions as a client relationship manager include the following:

  • Systematically maintain interactions with the key contact(s) assigned to you
  • Understand the client’s organization, business, markets, products, culture, etc.Â
  • Listen to the key contact’s concerns, needs, preferences, requirements, limitations, etc.
  • Communicate the client’s viewpoint within your firm
  • Introduce the key contact to others at your firm that might meet needs at the client organization

  • Find opportunities for more work at the client organization, or with others the key contact may introduce you to.
 

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