Sales Lessons Law Firms Can Learn From The Corporate World: Bringing in More Business Using Key Client Teams

Sales Lessons Law Firms
Can Learn from the

Corporate World: Bringing
in More Business Using Key
Client Teams
2011 Redwood User Conference
September 19-21
The Ritz-Carlton Hotel
Philadelphia, PA
William J. Flannery, J.D.

The WJF Institute
Copyright , 1996-2011, The WJF Institute.
Today youll see, hear

and learn
Sales Lessons from the Global 1000
What your firm can adopt and adapt
How technology can help you develop tactics and
strategy
Key client management opportunities
Practical ideas on how to close the knowing/doing gap
How The Global 1000 Segment

Customers
Key Clients (Top 150)
% of Revenue
Actions
80% - 90%
Global Account Teams

Team Leaders
Technology Support
ROI Analysis
Training
Global Account Planning
Clients Other Than The Top 150
5% - 10%
Grow and/or Throw out
?? %
Referrals
Product/Services
Local Geographic
New Clients
Cold Calls
Advertising
Branding Campaigns
Industry Marketing
All segments require face-to-face meetings with decision

makers
Key Account Management

and Leadership Structure
International account manager
Sales team
Technical team
Administrative team
HQ management and support
Key accounts are different

High revenue / profit customers act and are
different
Need more resources globally
Best sites for beta testing, test marketing, etc.
Leaders in their industry and early adopters
Key accounts are managed

differently
Top 20-30 accounts get c-level attention
Managed by VP of global accounts
Constant vigilance by senior management
Work to create loyalty
No one owns the customer
Marketing strategy and

plans
Well-articulated global strategy for growth
Clear, global team account planning process
Teams develop global best practices
Global teams with local tactics and strategy
Different tactics and strategy for each customer
Scaleable to the size of the enterprise
Advertising / branding is global and local
Competitive analysis is global and local
Pricing is global
Team building and

maintenance
Well-trained teams trained as teams
Well-defined roles for all
Career paths for all team members
Individual defections managed by team
Post-merger sales force integration is immediate
Teams relationship with

the customer
Team is visible to the customer often daily
Global account teams help manage the
customers global business
Customer doesnt defect with defectors
Feedback and support

Team gives business units information about:
Competitive information
New product requirements
Changes in business environment
Pricing and team performance
Company provides team with:

Global technology support
Global marketing support
Sales and product training
Measurement and
compensation
Drives strategy with compensation / recognition

Rewards and recognizes teams
Not individuals
Measures primarily team performance

Individual measurements are secondary
Doesnt tolerate Lone Ranger behavior
What
Your Firm Can Adopt
and Adapt
What and why adopt and adapt?

Client-focused teams
Global marketing planning methodology
Measurements
Leadership and client relationship management training
Team-based reward and recognition
Technology support for CRM, RFPs
Global / local strategy and tactics
Key clients cannot be managed informally
Adopt and Adapt?, contd

The firms assets (clients) need disciplined financial
management
Outsourcing, preferred suppliers, convergence and
partnering initiatives by the clients
To gain profitable market share
To differentiate your firm and its offerings
To be part of the clients team you must act like a team
Partners wont leave if they cant take key clients
Its the client, . and they have the money
How Buyers Buy

Actions
Awareness
Law Firms
Marketing
Interest
Desire
Business Development
Hire
Rule: Your Mission In Marketing and Business Development Is To Change The Buyers Behavior.
Marketing Math to Help

Develop Team Tactics
and Strategies
Flannery LLP
Logic Solutions, Inc.

Revenue in $000
IP &
Tech
Corp.
Flanner
y LLP
Flanner
y LLP
40
EmployEnviron
ment
-mental
Law
Litigation
Flanner
y LLP
Flanner
y LLP
18 180
210
T&E
Plannin
g
Tax
Total
Flanner
y LLP
Flanner
y LLP
15 463
Flannery LLP

Revenue in $000
IP &
Tech
Corp.
Flanner
y LLP
Flanner
y LLP
40
EmployEnviron
ment
-mental
Law
Flanner
y LLP
18 180
Sosa
LLP
Litigation
T&E
Plannin
g
Tax
Total
Flanner
y LLP
Sosa
LLP
Flanner
y LLP
Flanner
y LLP
65 210
14
15 463
Flannery LLP

Revenue in $000
IP &
Tech
Corp.
Flanner
y LLP
Sosa
LLP
60
EmployEnviron
ment
-mental
Law
Sosa
LLP
22 200
Sosa
LLP
Litigation
T&E
Plannin
g
Tax
Total
Sosa
LLP
Sosa
LLP
Sosa
LLP
Flanner
y LLP
65 220
17
14
60
Flannery LLP
Revenue History
$000
Client
IP &
Tech
Corp
Emplo
y
Logic
Solutions, Inc.
40
18
180
ABC
Manufacturing
75
17
35
Strategic
Systems
99
94
ZEO
Computers
10
13
35
Lawn Games,
Inc.
22
Tax
TOTALS
210
15
463
87
99
335
69
29
291
66
213
44
45
100
First United
Bank
Totals
Environ Litigat T&E

ion
Plang
100
2
224
142
252
2
66 466
45
209 1,521
Flannery LLP
Revenue History
$000
Client
IP &
Tech
Corp
Emplo
y
Environ Litig T&E

ation Plang
Tax
TOTALS
Logic
Solutions, Inc.
40
18
180
21
0
15
463
ABC
Manufacturing
75
17
35
22 87
99
335
Strategic
Systems
99
94
69
29
291
ZEO
Computers
10
13
66
213
35
44
10
0
Lawn Games,
Inc.
First United
Bank
Totals
45
100
2
224
142
252
2
66
46
6
45
209 1,521
Flannery LLP
Key Client Revenue Analysis

$000
Client
2008
Revenue
2009
Revenue
Clients
Legal
Budget
2010 Proj.
Rev.
Our Piece of
Their
Budget
Logic
Solutions, Inc.
400
463
300 20,000
ABC
Manufacturing
300
335
200 10,000
Strategic
Systems
100
291
8,000
.000
ZEO
Computers
100
213
7,000
.000
10
100
20
3,000
.006
1,000
.002
912
1,368
522 49,000
.001
Lawn Games,
Inc.
First United
Bank
Totals
.023
.020
Revenue and Market Share of

Clients
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
CLIENTS
Key Client
Management
Opportunities
What is this thing called

Client Relationship
Management?
Managing all of your firms contacts and efforts
to increase profitable market share within a
client
How most firms spend

their money
Bar activities
Public relations and community involvement
Written articles and speeches
Brochures and newsletters
Entertainment
Prospective client seminars
Branding and advertising
How law firms should

spend
their
marketing
Focus,
Focus,
Focus most of the resources on the firms
key clients
resources
Face-to-face meetings with clients
Ongoing training for lawyers and client-focused teams

Client opinion surveys
Use RFPs, presentations, proposals and meetings to put
your competitors business into play
Client service training for support staff
Leadership training for the team leaders
Return on investment is
measured in dollars, not
activities
Profit by client
Greater use of the firms resources
Greater client loyalty
Know the cost of acquiring the work
Where To Get The Highest ROI For Your

Firms Marketing and Business
Development Efforts
% of Firms
Actions
Revenue
Key Clients (Top 150)
80% - 90%
Client Teams, Client Team Leaders

Technology
ROI Analysis
Client Opinion Surveys
Training, CSIP
Industry Conferences
Clients Other Than The Top 150
5% - 10%
Some Of The Above, Plus
Geographic Teams
Association Memberships
Practice Groups
Speeches, Articles
Individual Efforts
Small Group Seminars

Community Involvement
Public Relations
New Clients
?? %
Referrals
Reverse Cold Calls, Cold Calls
Advertising, Identity Campaigns
Industry Groups
Profits
High
u
In d
tic
c
Pra
Ma
Low
s)
(
r
tte
rofi
P
ed
s
rea
c
In
ps
u
ro
G
e
rom
F
s
tin
e
k
r
Ma
ou
r
yG
r
t
s
u
B
nd
a
g
en
i
l
C
ps
e
sin
ss
ed ams
s
cu Te
o
F
t-
elo
v
De
n
e
m
s
tic
c
a
tT
Marketing / Business Development Coordination / Actions
High
Your Firms Client and Business Development

Plan, Organize in Teams,
Process Plan
Research, Goals, CSIP
Interview
Design
Solutions
Styles, Pace
Priorities
Process Information
Perceptions
Client Focused Service Improvement Plans
Communicate Solutions
And Benefits In Presentations,
Proposals and Meetings
Process Questions
Decision
Rapport and Trust Building

Build Relationships
Transfer Trust
Retain Client
New Business
New Client
Rule: The Successful Firms Will Need To Adopt and Adapt A Firm-Wide Client Development
and Relationship Management Process.
1.
Strength
s
Weaknesse
s
Client
Perceptions
2.
Goal
s
Increase client
satisfaction and
loyalty
Increase
revenue
and profit
Priority
Problems
Enhance or
Inhibit
3.
Protect or
expand
relationship
4.
Increase
market share
Objectives
Opportuniti
es
(Created from SWOP)
Action
Plans
Who
When
H=30 days
M=90 days
L=120
days
NTD
Where To Focus Firm Efforts

Steps To Success
Individual Skills
CD&RM Workshop
Team Skills
Lead & Manage Business Dev.
Using Key Client Teams
Client-Focused Plan
Development
CSIP Day
Law Firm
Management Overview
Team Status Report
Building strong relationships, face-to-face

Discovering and developing client needs
Enhancing business and financial skills
Using the WJF Institute CD&RM Process
Firm-wide business development approach
Date of
Action
Trained client-focused teams

Technology support for teams
Accountability and measurement systems
Client interviewing and team management
Leading and selecting client teams
Increasing profitable market share
Specific plans for each opportunity
Client, industry and geographic focus
Driving client loyalty
Increasing the use of more practice areas
Client team status reporting systems
Evaluate team performance and leadership
Evaluate client profitability
Change recognition and compensation
Financial plans and controls
Firm
Management
Commitment
Target
Top 150
Clients
Management
Action
Change Training /
Teams / People /
Systems / Technology
Reassess
Teams / Client
Profitability
The
WJF Institute
Map
Management
Oversight
And Team
Accountability
Train
The
Teams
Client Service
Improvement Plans
Measure
Performance
Manage
Process / Knowledge
What you will need to get

started
Highly skilled team members
Team selection criteria
A clear process for creating goals and action plans
Roles for all team members
Rules for good behavior
Reward and recognition system
Technology support
Clear firm-wide:
CD&RM Process
Client Service Improvement Planning Process
Rule: If firm management does not drive the client
focused team effort it will FAIL.
Why teams focused on key

clients?
Thats where the easy money is
80% of the firms revenue in the top key
clients
They are targets for competitorsprotect
tactics
Key tactic by high-profit businesses for
decades
Leading-edge users of a legal service
Require a lot more attention
They invest in your firm
Fund your product development efforts
Why teams focused on

key clients?
Serve as your best references
Drives clients use of your firms resources more
effectively
Creates firm-wide client loyalty
Neutralizes client hoarding by individuals
Reduces impact of partner defections
Post-merger or lateral integration as
opportunities are at closest point to your highrevenue clients client teams
Characteristics of a well-run
key client program
Most lawyers and staff organized in key client teams
All practice areas represented in the teams initially
Clear planning process in place (CSIP)
Measurable goals increase in profitable market share
Costs-benefit analysis of team
Cooperation and integration of firms resources
Reward and recognition of teams and members
Management inspection of team performance
What every team member needs to

do: client needs assessment
interviews
Please answer the following questions about each of
your client needs assessment interviews:
1. Who were the individuals in the clients
organization that you visited and what information
was learned on the client needs interview?
2. What new opportunities were discovered in your
own practice areas during the client needs
interviews?
3. What new opportunities were discovered in
practice areas other than your own during the
client needs interviews?
What every team member needs to

do: client needs assessment
interviews
4. What are the plans to following up on these
opportunities, especially in new practice areas?
5. What additional support do you need and what is

the next milestone?
6. How much time and resources have been spent
and what is the likelihood of getting the business?
In other words, what is the Return On Investment
(ROI)?
7. If you experienced success, what might we (the
Firm) learn from your individual success?
Characteristics of
dysfunctional client
management and business
development
teams in law
Failure of the firms management to drive results through inspection of team
performance
firms
No real accountability or avoidance of accountability
Lack of commitment from management and team members
Fear
Absence of trust amongst team members
Low or non-existent skills for business development
Poor team leadership and followership skills
No clear or vague measurements for teams
Characteristics of
dysfunctional client
management and business
Too much focus on selling vs. client needs
development
teams in law
No rules and roles for effective team behavior
firms
No effective team recognition or rewards system
No clear business development account planning methodology
Failure to execute and lack of sanctions for poor execution
CMO or business development staff not experienced in teams and large key
client management
Partner paralysis (firm in trouble)
No pain (partner complacency)
What and how to report

the team progress to firm
management
Brief description of the goals of the plan
Original goals
Updated goals
Revenue for the team
Past
Projected
Current revenue rate (YTD)
Realization

(contd)
Practice group utilization
Original usage
Current expansion
Projected
Clients level of satisfaction with the firm
Past
Current
Continuous improvement plan?

(contd)
Competitive activity
Resources needed
Team status
Next milestone / meeting
Rule: Reward success,

reward failure, punish
inaction
Practical Ideas
on Closing the
Knowing / Doing
Gap
Practical Ideas
Train the members of the team so that they
know how to play the game as a team as the
unskilled will kill the opportunity
Create a spreadsheet plotting clients against
practice areas, and enter revenues by client for
the past several years of your top key clients
Create five teams focused on key clients
Meet and develop a client specific plan for each
team
Rate your own and your teams effectiveness by
increases in client loyalty, revenue and
additional practice group use
Practical Ideas
Use technology to manage and drive team
efforts
Recognize and reward TEAM efforts and results
Use these client-focused teams to integrate
laterals, acquisitions and mergers
Please send us your evaluations and comments:

William J. Flannery, J.D.
The WJF Institute
11044 Research Boulevard
Building A, Suite 110
Austin, TX 78759
512-338-1758
Fax 512-219-1200
flannery@wjfinstitute.com
www.wjfinstitute.com

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Sales Lessons Law Firms

Can Learn from the

William J. Flannery, J.D.

Copyright , 1996-2011, The WJF Institute.

Today youll see, hear

Copyright , 1996-2011, The WJF Institute.

How The Global 1000 Segment

Global Account Teams

Clients Other Than The Top 150

Grow and/or Throw out

All segments require face-to-face meetings with decision

Key Account Management

Copyright , 1996-2011, The WJF Institute.

Key accounts are different

Copyright , 1996-2011, The WJF Institute.

Key accounts are managed

Copyright , 1996-2011, The WJF Institute.

Marketing strategy and

Copyright , 1996-2011, The WJF Institute.

Team building and

Copyright , 1996-2011, The WJF Institute.

Teams relationship with

Copyright , 1996-2011, The WJF Institute.

Feedback and support

Company provides team with:

Copyright , 1996-2011, The WJF Institute.

Drives strategy with compensation / recognition

Measures primarily team performance

Doesnt tolerate Lone Ranger behavior

Copyright , 1996-2011, The WJF Institute.

Copyright , 1996-2011, The WJF Institute.

What and why adopt and adapt?

Copyright , 1996-2011, The WJF Institute.

Adopt and Adapt?, contd

Copyright , 1996-2011, The WJF Institute.

How Buyers Buy

Copyright , 1996-2011, The WJF Institute.

Marketing Math to Help

Copyright , 1996-2011, The WJF Institute.

Logic Solutions, Inc.

Copyright , 1996-2011, The WJF Institute.

Logic Solutions, Inc.

Copyright , 1996-2011, The WJF Institute.

Logic Solutions, Inc.

Copyright , 1996-2011, The WJF Institute.

Environ Litigat T&E

Copyright , 1996-2011, The WJF Institute.

Environ Litig T&E

Copyright , 1996-2011, The WJF Institute.

Key Client Revenue Analysis

Copyright , 1996-2011, The WJF Institute.

Revenue and Market Share of

Copyright , 1996-2011, The WJF Institute.

Copyright , 1996-2011, The WJF Institute.

What is this thing called

Copyright , 1996-2011, The WJF Institute.

How most firms spend

Copyright , 1996-2011, The WJF Institute.

How law firms should

Ongoing training for lawyers and client-focused teams

Copyright , 1996-2011, The WJF Institute.

Copyright , 1996-2011, The WJF Institute.

Where To Get The Highest ROI For Your