Objectives:

Determine the opportunities/impediments to widening the scope of instruction to corporate, commercial and retail finance. Ascertain potential opportunities with incumbent director who was leaving to join another high street retailer.

Issues:

Scenarios for resolving issues presented to the Firm. Client accepted and agreed remedial action leading to £1m of recurring fees saved.

Outcomes:

Scenarios for resolving issues presented to the Firm client accepted and agreed remedial action £1m of recurring fees saved.

Objectives:

Understand value of work in achieving client's business growth and acquisition objectives. Understand how well the Firm had handled the challenge and achieved the objectives (was this recognised and valued?) and where this positioned the Firm vis a vis more 'established' law firms with 'bigger' reputations.

Issues:

The Firm knew how critical and material their work was, but had failed to capitalise on it (fees and searching for other roles). Client was waiting for the sales overture (which they would have responded positively to) as the Firm was outperforming the more established competition, was better liked and regarded, but this position was not being leveraged.

Outcomes:

Ambition of the Firm to develop and grow with the client now defined and understood. Follow on work areas and time scales agreed for the Firm to pursue this work. Potential for annual fees moving from circa £250,000 pa to £1-3m pa for next 4/5 years.

Objectives:

Explore the most appropriate relationship management and service delivery models for each client. Define and implement the most appropriate client team structure and management programme. Deliver new work opportunities.

Issues:

Identified with the clients the old/ineffective ways of instructing their law firms. No Firm was close in managing the relationship in the way the clients wanted. These clients were keen to explore and support new ways of working.

Outcomes:

The Firm was positively differentiated versus the competition regarding their commitment to invest in their clients and get their relationship and service model ‘right’. Clients bought in to participate in improving the service delivery and relationship model. Identified between £5-7.5m of additional fees from new opportunities with these clients.

Objectives:

Understand competitive landscape, scale of potential opportunities for banking and finance team. Determine the legitimacy of the Firm and partners and understand the appropriate actions to turn those opportunities into realisable objectives.

Issues:

Identified key opportunities where additional work instructions had been missed. Established which collective behaviours contributed to missing out on new business. Identified clients at risk, and those with unrealised potential.

Outcomes:

Individual client strategies/actions developed and significant follow through opportunities created. The Firm reappointed to panels without re-tender. Additional fee income generated ranging from 20% to 100% across the clients.

Objectives:

To provide a cost effective and dynamic outsourced business development support, including:

• Setting and agreeing priorities between teams.
• Coaching and development of fee earners on an individual basis.
• Comprehensive business development training to all levels of the organisation.
• Building and implementing a client relationship management programme.
• An independent client review programme.
• Re-energising the firm’s sales pipeline.

Outcomes:

• 30% increase within 6 months in one department’s fee income following intensive coaching.
• Implementation of a firm-wide client management programme which has generated significant benefits.
• A large increase in the number of fee earners actively involved in business development, thereby reducing reliance on a small number of ‘rain makers’.
• A focus on spending money on projects and initiatives which deliver the greatest return to the firm.

Objectives:

To restructure the trade marketing department to meet external and internal client needs.

Outcomes:

• Appraised and analysed existing team and culture to ascertain whether the department was ‘fit for purpose’.
• Restructured the team to align to global best practice and corporate vision and mission within a 3 month time frame.
• Coached team leader in how to manage the team effectively.
• Delivered extensive training to the whole team to enable them to perform the required role.
• Achieved demonstrable improvement in performance and perception of team (as measured by internal survey).

Objectives:

Mentor and accelerate the learnings of a newly appointed Customer Services Director by:

• Advising on a major company wide change management programme.
• Being the catalyst for and managing that change.
• Reviewing and revising the marketing strategy to enable marketing and customer facing staff to refocus on and deal more efficiently and effectively with a new set of more ‘valuable’ customers.

Outcomes:

Repositioning of the marketing department within the company supported by:

• A new marketing ‘blue print’ enabling the team to take control of the customer ‘agenda’.
• Demonstrating a better understanding of customer needs and wants therefore defining the best routes to market.
• Being able to control the demands for unwanted, undifferentiated, irrelevant marketing communications.
• Taking control of expenditure, reducing the costs of corporate marketing, the acquisition of new customers and the confusion caused in the market by the undifferentiated and irrelevant campaigns
• A divisional restructure with key new appointments.
• The creation of a new customer research and segmentation programme.
• A planning programme for the marketing and delivery of the service portfolio.
• The development of a new customer journey and experience.
• A new customer proposition to develop the brand, and a test market campaign.