Insight: Culture is key
Taking the focused approach to CRM, by introducing such initiatives as firm-wide key account programmes, can increase the depth and value of specific client relationships. But even these can fall short of expectations if behavioural changes within the firm are not addressed, writes Paul Thompson
Client relationship management (CRM) existed long before the term was coined. Mass consumer businesses, including those in the financial services and mobile telecommunications sector, were the first to take up CRM solutions. Professional practices, long underpinned by the strength of client relationships, are now recognising the role CRM solutions may play in enhancing the efficiency and effectiveness of those relationship development activities. This is becoming easier as CRM solutions are adapting to serve law firms, with the introduction of flexible solutions that can be purchased and used in a range of ways.
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