In 2002, Weber Shandwick, a leading global public relations agency, has established a program leader in customer relationship management (CRL) for its top 32 global accounts. The program aims to ensure that all company resources across geographies, practice areas, and specialty areas are coordinated and effectively delivered to the most important customers of Weber Shandwick. Each client is assigned a “leader in customer relationship” and if the capabilities and skills necessary to succeed in this role in a very complex multidimensional organizational structure There are two basic types of LCR are studied. Hunters realizes whose work increasingly with great potential and farmers whose job is to maintain strong relationships and broad-based. LCR must walk a fine line between being close to the customer, even considered as part of your team, and not be too close to “go native” and ignore their responsibilities as employees of Weber Shandwick. Unlike office managers, which are measured on the basis of the bottom line, CRLs are measured on the top line growth. Another objective of the program is to enable CRL Weber Shandwick to differentiate themselves in a highly competitive environment in which it is very difficult for PR firms and their portfolio companies to media conglomerate parents to do so. The public relations industry in the broadest sense has been a tremendous amount of consolidation through acquisitions in the past 20 years. It also has the challenge of adapting to new technologies such as blogs and social networks, which both change and improve existing offerings. Another way that Weber Shandwick is adapting to new technologies via an Internet platform called WeberWorks (3.0) that supports communication and collaboration between the company and the client and the customer.
by
Robert G. Eccles
Kerry Herman
Source: Harvard Business School
22 pages.
Date Posted: February 4, 2008. Prod #: 408077-PDF-ENG
Weber Shandwick: The Case program leader in solving customer relationship management