Developing the CRM Strategy
While thinking that technology is the answer to all your CRM problems is a big mistake, to discard it altogether can handicap your ability to remain competitive. The right analysis of strategy, human processes and technology will help you determine where CRM technology fits within your firm’s business-development and marketing initiatives.
Consider the following:
Do you have a clear vision of your firm’s interactions with prospects? Start with a clear understanding of all CRM-specific objectives, ie, manage client relationships, access matter-centric information and support opportunity management, business development efforts and marketing events.
Do you understand the steps necessary to implement your strategy? Many times a firm realizes late into the CRM implementation that the firm’s culture, processes and structure must change to make this effort successful. Remember that CRM is a firm-wide effort that will require the support of every functional area and practice group.
How will you collect information about your prospects and clients? Will this information allow you to truly know them and respond to their needs?
How will you make information available to attorneys and firm staff? What data security must be in place?
How will this tool help you assess when a client is ready to do business with your firm, and how will you implement the appropriate processes to make it happen? How will this tool help you increase your book of business?
How will CRM open new doors for cross-selling opportunities? Intro-duce processes that make it easier for you to discover them.
Intranets and Web portals are great tools that can help your attorneys and firm staff access information from various data sources and systems. Keep Web technology in mind and determine early in your strategy how this technology will be used, and what systems will integrate well.
While utilizing CRM to achieve firm success may not be an ancient Chinese secret made far too difficult to decipher and follow, it does require understanding, planning, commitment and follow-through. Understand the limitations as well as possibilities presented by modern CRM systems; develop a CRM plan and strategy that seeks buy-in from various constituents within the firm, and carefully defines responsibilities and user expectations, as well as goals and objectives. Commit time and resources into launching a successful CRM initiative, and follow-through on predetermined objectives and strategies. The results will speak for themselves.
From my article on Law Journal Newsletters © Copyright 2006
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