Book description
Corporate clients are demanding more value from their external advisors, and consolidating their business around a smaller number of firms. These trends are forcing a variety of service providers—from consulting firms to large banks—to confront a series of difficult challenges:
How do we create an 'all-for-one, one-for-all' culture in which the whole is greater than the sum-of-the-parts and we succeed in leveraging our global network to deliver value to clients?"
How do we mobilize the right people, resources, and ideas—across a multitude of organizational and geographic boundaries—into each and every client relationship?"
How do we evolve from a trusted advisor to a trusted partner and build multi-year, institutional relationships?
All for One answers these questions with an innovative and comprehensive model for developing enduring, institutional client relationships—what Andrew Sobel refers to as Level 6 Trusted Client Partnerships. It offers readers ten specific strategies that are thoroughly supported by case studies, best practices from leading firms, and implementation tools. The individual professional is principally responsible for five of these strategies, while the firm—the institution—must support and drive the other five. When you successfully execute against all ten of these building blocks, you develop long-term, professional-client partnerships that provide great value to the client and high levels of personal satisfaction and profitability for the service provider.
Table of contents
- Cover Page
- Additional Praise for All for One
- Title Page
- Copyright
- Dedication
- Contents
- Introduction
-
PART I: A Road Map for Building Trusted Client Partnerships
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1: Reaching Level 6: Trusted Client Partner
- Citigroup and Royal Dutch Shell
- Booz Allen Hamilton and the U.S. Navy
- Underpinnings of Trusted Client Partnerships
- Level 1: Contact
- Level 2: Acquaintance
- Level 3: Expert
- Level 4: Vendor or Steady Supplier
- Level 5: Trusted Advisor
- Level 6: Trusted Partner
- How Do You Know You've Reached Level 6?
- Importance of Reaching Level 6
- Why It Matters to Clients
- 2: Employing 10 Integrated Strategies
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1: Reaching Level 6: Trusted Client Partner
-
PART II: The Five Individual Strategies
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3: Strategy One: Becoming an Agenda Setter
- What Is an Agenda?
- Principal Concerns of Senior Executives
- Personal Concerns
- Institutional Concerns
- Pressures on Senior Executives
- Agendas and the Executive Life Cycle
- Evolving through Three Stages
- Getting Better at Agenda Sensing
- Industry Knowledge
- Approaches for Engaging in Agenda Setting
- Tools of Influence
- Helping Your Client Implement an Agenda
- Agenda Setting: What Successful Trusted Advisors Say
- Conclusion
-
4: Strategy Two: Developing Relationship Capital
- How Many Is Enough?
- The Critical Few versus the Many
- The Critical Few: Developing Your Relationship Hubs
- Step 1: Clarify and Develop Your Personal Brand
- Step 2: Identify Your Relationship Hubs
- Step 3: Consider Weak Links and Potentials
- Step 4: Assess Loyalty and Connectivity
- Step 5: Stay in Touch
- The Critical Few: Conclusion
- The Many: Developing Your Broader Network
- Models for Building a Network and a Client Base
- Conclusion
-
5: Strategy Three: Engaging New Clients
- First Meetings
- Goal one: Build Rapport
- Goal two: Understand the Other Person's Issues
- Goal three: Demonstrate Credibility
- Goal four: Establish a Next Step
- Conversational Techniques
- Listening Pitfalls
- Engaging with Senior Executives
- Value for Time
- Getting to Know Clients as People
- Accelerating Trust
- Conclusion: Relationship-Building Principles
- 6: Strategy Four: Institutionalizing Client Relationships
- 7: Strategy Five: Adding Multiple Layers of Value
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3: Strategy One: Becoming an Agenda Setter
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PART III: The Five Institutional Strategies
- 8: Strategy Six: Targeting the Right Clients
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9: Strategy Seven: Building a Client Leadership Pipeline
- Role of the Relationship Manager
- 1. Aspiration Setting
- 2. Relationship Strategy
- 3. Client Leadership
- 4. Team Leadership
- 5. Ambassadorship
- 6. Commercial Management
- Capabilities of the Relationship Manager
- Recruiting Potential Relationship Managers
- Developing Relationship Managers
- Career Management
- Coaching and Mentoring
- Training
- Senior Forums
- Experience Sharing Summits
- Fast-Track or High-Potential Programs
- E-Learning and Other Approaches
- Supporting Relationship Managers
- Measuring and Assessing Relationship Managers
- Conclusion
-
10: Strategy Eight: Promoting Collaboration
- A Tale of Two Firms
- Consequences of Not Collaborating: Feral Children
- Roots of Collaboration
- Reciprocal Altruism
- Implications of Evolutionary Psychology for Modern Organizations
- What Gets in the Way: Survey Results
- Strategies to Build a Collaborative Culture
- Inculcation Strategies
- Institutionalization Strategies
- Infrastructure
- Collaboration in Complex Services Organizations: The U.S. Joint Forces Command
- Conclusion
- 11: Strategy Nine: Listening to Clients
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12: Strategy Ten: Creating a Unique Client Experience
- Creating a Unique Client Experience
- Client Forums
- Insight from Leading Customers
- Joint Business Development
- Simulations
- Customizing an Entire Firm
- Defining the Relationship at the Start: Setting Expectations
- Giving Pricing Control to Clients
- Creating a New Business Model for Service Delivery
- Using Virtual Experience Environments
- How Do You Design a Different Client Experience?
- An Approach to Redesigning the Client Experience
- Standardizing the Client Relationship Experience
- Conclusion
- PART IV: Frequently Asked Questions and Conclusion
- Index
Product information
- Title: All for One: 10 Strategies for Building Trusted Client Partnerships
- Author(s):
- Release date: April 2009
- Publisher(s): Wiley
- ISBN: 9780470380284
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