Best Innovation in Client Service or Relationship Management
For the management team that has enhanced client service in ways that are original and relevant to clients.
From left: Colin Jackson, Allan Evans (BDO) and Keith Tracey (Aon)
BDO have covered all the bases in implementing a programme that delivers excellent client service – through the motivated efforts of everyone in the firm and in a way that has had a real effect on the quality of client relationships.
The whole programme is driven by the ‘voice of the client’, is led from the very top of the organisation, is aligned with commercial goals and reward systems, taps into (and rewards) the enthusiasm of employees and is supported by a focused training programme and a comprehensive range of ‘hard’ and ‘soft’ measures. ROI is already significant and set to rise.
Winner's quote: "We’re delighted to have won two awards. We pride ourselves on the exceptional levels of service we deliver and it’s great to be recognised as such by the wider professional services industry".
Simon Michaels, Managing Partner, BDO LLP
There can be no better way to improve a relationship with a client than to help improve its business and increase its profits in a tangible way. And this is precisely what our runner up did. It looked at the needs of its clients’ clients – in this case small and medium sized enterprises – and identified a gap generated by the cessation of the Government’s Business Link network.
It then created a new brand and a new service package and promoted it through an integrated communications campaign to get its clients on board before getting the clients’ clients to sign up. By offering a free service to SMEs for its accountancy firm clients it added value throughout the chain – in an innovative and commercial way. The results for web traffic, member firm sign ups and take up by SMEs were impressive. And the advert even won an award for the Top Press Ad of 2011 and managed to raise awareness of the quality of service from all ICAEW members.
The challenge of uniting the gregarious, action oriented agency staff with their more reserved colleagues on the professional side is one that will be familiar to any marketer who has worked in the property sector. This modestly sized firm – in the 1,000 to 2,500 staff category – put together and implemented a solid and innovative relationship management programme that achieved this goal.
It included client listening programmes with two external research agencies, teams spanning directors and centralised functions, workshops and coaching for all staff on the newly developed client service competencies and integration into the appraisal process, the creation of a nine point client service plan and strong internal communications programme. The programme generated an increase in fee income and also in the range of services used by the clients. And the firm is now on the Sunday Times Companies to Watch list.
ROLL OF HONOUR
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Berwin Leighton Paisner