Developing Knowledge-Based Client Relationships: The Key to Avoiding Commoditization AESC – December 5, 2007 Ross Dawson CEO, Advanced Human Technologies Author, Living Networks and Developing Knowledge-Based Client Relationships
The weightless economy Source: US DoC; Cap Gemini Ernst & Young
Matching team structure to the client Relationship Stage Objectives Relationship team structure Key actions Initiate Access most relevant capabilities to demonstrate unique value to client. Sales leader with broad internal connections. Small team represents key firm capabilities. Select sales leader and team with relevant capabilities. Support sales team’s access to key firm resources. Align Establish clear communication channels to facilitate access to client. Clearly defined membership of relationship team, covering scope of firm’s relevant capabilities. Establish peer relationships between firm and client executives. Define relationship team roles, responsiblities, communication processes. Potential transition from sales leader to relationship leader. Broaden Bring in new contacts on both firm and client sides. Establish true organizational relationship. Client contact extends beyond core relationship team. Tiered relationship responsibilities. Contact redundancy for key client executives. Monitor and actively support relationship network that links capabilities to client opportunities. Provide tools (social media etc.) to notify extended team of insights into client. Partner Facilitate joint value creation through open relationship and access. Core relationship leader team on both sides. Direct communication between specialists on most issues. Support direct client interaction. Monitor effectiveness. Actively build innovation links across organizations.
The future of professional services The Seven MegaTrends Relationship leadership Knowledge-based relationships Networked value Strategic action
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