CRM & ERM. Gardere Overview. Gardere Overview

Transcription

1 CRM & ERM Experiences in Using Contact Relationship Tools Michael Webb Director of Marketing and Communications August 26, 2008 Gardere Overview Dallas, Houston, Austin, Mexico City 280 lawyers, 160 partners Full service, 50% litigation Active Industry teams 2 Gardere Overview Basic ERM implemented 2002 Not utilized to full potential Facebook, Phonebook, Calendar No CRM Contacts managed (so-to-speak) by individuals utilizing various applications Mailing lists and communications managed through unrelated Excel spreadsheets Firm culture mixed on the issue of shared contacts 1

2 CRM Goals Get attorneys personally invested Support firm goals and strategic plans Maximize the dividends of firm investment in: Sponsorships, Networking Competitive Intelligence, CRM Advertising, PR, Branding All forms of Marketing BusDev (MBD) What s at Stake? The effectiveness of millions $$ in expense Research Costs Marketing Team Salaries BusDev activities Millions $$ in potential business won or lost Catalysts for Change BusDev Committee restructure Firm Goals focused on Industry Teams Frustration with list/contact management 2

3 CRM Hurdles (non-technical) Culture Cooperation Don t pull the mules Communication Overcome the scuttle-butt CRM InterAction Process Implemented early 2006 to provide marketing mailing lists Attorney spends 1-3 hours designating Outlook contacts to be shared and lists for each contact Over half of partners have intentionally shared contacts; most others have had contacts added on their behalf Marketing uses contact lists and other characteristics (job title, location, etc.) to target mailings All mailings and events managed with InterAction 8 CRM InterAction Add-ons Tikit ReAction Server & E-Merge products provide interactive html alerts and invitations with automatic RSVP reporting Testing latest version to allow full campaign monitoring Implementing Company Profile Subscriptions to provide regularly updated company contact data Revenue & number of employees Public vs. private Addresses and phone numbers SIC & NAICS primary and secondary codes Provided for selected clients and prospects 9 3

4 Success Factors Active and expressed support by management Refocus to industry/team initiatives from traditional practice groups Internal Marketing/Training Identifying and recruiting firm stars Effective training of Lawyers Effective training of support staff g-harmony in-house promotional videos CRM InterAction Integration CMS Weekly update of selected clients Open & closed date (client level) Matter names & Billing Attorneys Areas of law (all matters) Billed last 2 years and YTD (client level) HR Nightly personnel updates 11 CRM Our missing link Are not emphasizing sharing of all contacts, so answering who knows whom queries is problematic Are considering Contact Networks for this purpose; much better than trying to get all Outlook contacts in InterAction 12 4

5 The Next Step- ERM Grab Them By the Budget: Gaining Attorney Buy-In 13 CRM Usage Cause and Effect Increased attorney participation and BusDev activity requests for advanced strategic planning Requests for CI Marketing resources demand up 150 % in 24 months Increased NEED for powerful ERM ERM SharePoint Intranet SharePoint 2007 with MOSS and extensive customization Handshake Relationship Toolkit with web parts for CMS Hummingbird DM InterAction (intended for use with Projects/Matters module, which we do not have) 15 5

6 ERM SharePoint Intranet gbiz pages for selected clients and prospects Logo, web link, web site feeds Firm 360 Dashboard, Monitor reports CMS Handshake web parts InterAction company profile, contacts, busdev activities Google/Yahoo Finance RFPs/Proposals Marketing research from Hoover's, OneSource CRM vs. & ERM Contacts - Clients & Prospects ReAction Server / E- Merge CMS DM Company Profile Subscription Handshake InterAction Firm 360 Marketing Reports SharePoint Intranet WWW External - Internal 18 6

7 Discussion and Q&A What similar hurdles do you face? What different initiatives have delivered similar results? Anecdotal War stories? Gardere Wynne Sewell LLP Michael A. Webb 3000 Thanksgiving Tower 1601 Elm Street Dallas, TX Phone: Fax: Information Technology CRM or ERM? What s the right approach? David J Gregson Chief Information Officer Kilpatrick Stockton LLP August,

8 Kilpatrick Stockton Overview Full-service international law firm with nine offices in the United States and Europe More than 500 lawyers worldwide Four departments to address the core needs of clients Corporate Litigation Intellectual Property Financial Transactions, Real Estate and Restructuring Where we were Contacts managed individually by each attorney in Microsoft Outlook Firm culture mixed on the issue of shared contacts Marketing used InterAction for firm mailings / data management was manual Larger CRM implementation failed (wrong timing and poor implementation strategy) New Firm Business Strategy New focus on attorney teams and attorney work plans especially related to business development Cross selling expected Management process enhanced New compensation model The result: attorneys needed a tool To access more information about their clients To find out who knows whom 8

9 The Solution: Internally developed Sharepoint intranet Leverages XmLaw, Handshake and internally developed webparts Delivers client summary data from various data sources e.g. Interwoven, Elite, Lexis, Contact Networks Displays Documents, Calendars, Billing Information, Contacts at client and matter level 9

10 Replace with similar screen shot but with sample search results 10

11 ERM Highlights Relationships in ERM: 750,000 relationships Users Firm-wide / Partners Marketing / Business Development Success Stories ERM / CRM Why did we choose ERM before CRM? Business climate was right More willingness to share contacts given demands created by new strategy Resistant to change work habits ERM solution did not require any work on behalf of the attorneys and staff ERM / CRM Why did we choose ERM before CRM? Not mutually exclusive ERM is viewed as an entryway to CRM Firm is now more open to CRM Sharing contacts issue has been overcome 11

12 Why Contact Networks? Data capture is automatic Intuitive / Easy to use Flexible security Expose only who knows whom Not contact details All data remained securely behind the firm s firewall Next Steps CRM design is underway Enhance use of contact information Marketing / Business Development Teams Expertise ERM Integration ContactNet and Time & Billing ContactNet and CRM In Summary No one best practice solution that will work for majority of firms Approach for ERM &/or CRM needs to be tightly aligned with the business strategy Firm-wide relationship search => ERM Key client contacts and activities => CRM 12

13 Questions 13