CRM adoption has the greatest potential for a wreck. Having worked with almost a hundred firms to help them achieve and enhance CRM success over the last eight years, the biggest challenge we always seem to run into is CRM adoption.
What gets measured gets done, and this can certainly be said about “non-billable” activities in law firms. For anyone familiar with attorneys, this is not surprising. Busy lawyers are tasked with competing demands for their very valuable – and very limited – time.
Are your people onboard with business development pipeline success? To ensure a successful outcome. the business development pipeline technology must first be supported at the highest leadership levels in the law firm. Next, there must be knowledgeable, well-trained people dedicated to inputting the data.
Over the years, we have all heard way too many stories of CRM systems failing to meet expectations. What we don’t typically hear is that the reason why these systems didn’t meet expectations was often that the expectations were unrealistic.
Recently, some CRM product developers have begun building pipeline tools to meet the changing needs of law firms. A few years ago, Microsoft began offering a version of its Dynamics CRM through industry vertical resellers who configured the software specifically for law firms.
When some larger firms with sophisticated marketing departments began to realize the limitations of spreadsheets years ago, they started looking for alternatives. But because the profession had not been focused on sophisticated business development tracking or technology in the past,
This is where real pipeline software can help to take a law firm’s business development to the next level. A true business development pipeline allows opportunities to be entered and linked to related people and companies. Pipelines also allow for entry of additional information such as activities related to an opportunity,
At its most basic, a pipeline is simply a way to track and report on business development efforts. Initially, when law firms began tracking business development opportunities, the original tool of choice was Excel. Even at some of the largest firms,
What gets measured gets done. This can certainly be said about “non-billable” activities in law firms. For anyone familiar with attorneys, this is not surprising. Busy lawyers are tasked with competing demands for their very valuable – and very limited – time.
Categories are frequently used to break your CRM database into more manageable groups or classifications or to target or segment your contacts. There are many reasons – and variety of ways – to categorize your CRM contacts:
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One of the most frequently used categories is ‘clients’.
Drip… drip… drip… That little drop of water trickling down the sink drain often seems pretty insignificant. But over time, those small drips add up. In fact, one drip per second is actually 86,400 drips in a day. In a year,
A recent article in the ABA Journal proclaimed, “Boom years for law firms were an aberration.” The article quotes information from a 2013 Client Advisory report from Hildebrandt Consulting and Citi Private Bank which predicts that the double-digit rate increases that occurred from 2001 to 2007 are over.
So what kind of numbers or CRM metrics might make sense? Ideally, you want to find ones that are particularly relevant to the attorneys and the firm. Often these will be numbers that are frequently preceded by a dollar sign – ones that relate directly to top line revenue or enhanced growth opportunities,