Implementing a CRM to unify client management at a specialized law firm

Illustrative case. This case describes a fictional company to show what an ETZA engagement looks like. It does not represent a real client or actual results.

Context

An 18-person law firm specialized in corporate law and complex litigation serves companies that come mainly through referrals and the reputation of its partners.

The problem

Each client’s information is spread across emails, spreadsheets and each partner’s memory. There is no clear view of new inquiries, ongoing matters or the relationships worth nurturing, and following up on proposals depends on who sent them.

What the diagnostic revealed

• New inquiries came in through several channels and were not recorded consistently.
• Each partner managed their own portfolio; the firm had no shared view of clients, matters and referrals.
• Fee proposals were sent without a defined follow-up or a record of their outcome.

What was implemented

A Growth Systems Sprint that included:

1. A process map: from the initial inquiry and case assessment to the proposal and opening the matter.
2. CRM configuration with stages, owners, practice areas and confidentiality levels.
3. A central record of inquiries, clients, matters and referrals, migrating the existing information.
4. Follow-up reminders for proposals and key dates in each relationship.
5. A partner dashboard with inquiries, proposals and active matters by practice area, a user guide and adoption sessions.

How it is measured

• Recorded inquiries and their source
• Response time to a new inquiry
• Proposals with follow-up
• Active matters by practice area
• Team CRM usage

Key takeaway

At a law firm, the CRM had to respect confidentiality and each partner’s judgment; defining that first is what got the team to adopt it.