In what was becoming an ever more competitive market a global engineering consultancy needed to refocus on client service and developing new opportunities. Research revealed that a number of long standing clients were buying services that they could supply from competitors. The initial phase of the PACE programme involved a series of health checks including the PACE Managing Key Clients and Cross Selling health check.

The results revealed a number of areas for improvement in key clients planning and sharing of client information within the business. There were also hugely differing views on which clients were actually ‘key clients'. The list of top 50 global clients actually had 70 names on it! It became clear that the same clients were being approached by different divisions of the firm without any planned objectives or common approach. Some clients saw this as an indication of poor client support.

The results of the research were revealed at the firm's annual conference, where delegates were involved in break- out sessions, and the PACE Relationship Protection Index™ was used to measure the strength of relationships with a number of key clients. This activity really focused the minds of directors within the firm when the results highlighted that a number of very important clients were at risk. A key factor in the success of the programme was the public support given by the Chairman and CEO.

The next stage of the programme involved a series of two day workshops with key individuals from each division of the business. The workshops included an introduction to the principles of key client management, using the PACE KCM model, and action planning using actual client information to populate ‘live' key client plans. This planning also highlighted numerous opportunities to introduce new services to existing clients.

The resulting action plans were monitored and further coaching supplied through a series of telephone conference calls involving key individuals in several countries. The cooperation between divisions, all working to an agreed action plan resulted in a measurable increase in client satisfaction and increased fee income due to improved cross selling of services.  

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