Chris Fritsch of CLIENTSFirst Consulting will show how firms how can get payback from marketing technology investments and provide real value to the firm and attorneys. You will explore legal marketing technology tools for relationship management (CRM and ERM) CI and BI, proposal generation, experience management and social media, and learn how they can be implemented strategically to improve communication, coordination and Client service and increase revenue — all of which can ultimately raise the credibility and profile of your marketing team.
Once the outside structure of your CRM is solid, it’s time to think about the infrastructure within your CRM system. How will the information need to flow within the system and externally? What types of connections or integrations will need to be installed to pipe the information where it needs to be?
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.
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.
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.
Research tells us that, too often, CRM implementations fail to meet expectations. What they don’t often tell us is that too often this is because those expectations were wrong. Before buying CRM (or any other) technology, make sure to set proper expectations for success.
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.
The CRM success goals you set should be measurable, achievable and agreed upon by the firm’s key CRM stakeholders. They should also be relevant. In a law firm, that means saving time, solving problems or, best of all,
If at first you don’t succeed at CRM… so then what? Should you just give up? Throw in the proverbial technology towel? Admit defeat and go look for a job doing something easier – like maybe becoming a lion tamer or a crash test dummy?
Arguably, the most important thing a CRM system can help a law firm with is business development – attracting and retaining top Clients. This is the reason a lot of firms invest in CRM systems in the first place.
Law firms often have buckets of issues that are particularly ‘pointed’ and for which there may simply never be a substitute for the trusty (or some might argue rusty) old CRM hammer. These types of issues come in many varieties,