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| We create our own fate. |
| Key relationship/account development is no longer serendipitous, but now highly strategic, disciplined and processed. |
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Talent acquisition. |
| Companies are placing great emphasis on the acquisition of highly relational talent through advanced recruiting techniques. |
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| Even the best need support. |
| Conscious development and support of the company’s relationship managers from above, below and from peers is essential. Go it alone strategies fail. |
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| Change from within. |
| Notable success has been achieved through organic change as well, based on a belief that people can improve their individual relational capacity. |
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| Money (and recognition) talks. |
| Compensation, recog- nition, and rewards drive accountability and desire to manage internal and external relationships effectively. |
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Lead by example. |
| Institutional success relies on leadership playing an active and visible role in building the company’s key relationships. |
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Culture is key. |
| There are some common cultural threads that are necessary for relational success. |
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Make it personal. |
| Given the individual nature of decision making, corporate branding initiatives are giving way to innovative tactics that advance personal brands at scale. |
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Re-defining CRM ...again. |
| Companies are putting the relationship back in CRM, in part by working around their CRM system, or supplementing it. |
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What gets mea- sured gets done. |
| Relationship success can be measured over time, and the best are taking important steps to make it methodical. |
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