Very interesting, in larger professional services firms managing the balance between personal ownership and the firms ownership is often challenging. Without a significant personal relationship customers or clients may not get the attention that they deserve on the other hand if they are too dependant on a single relationship they often don’t get access to other professionals skills. This is a good article to help with some internal conversations, internal conversations that must always focus back on the customers.
I was recently working with a client in Toronto where one of the company’s salespeople was emphatic that a certain customer “belonged” to him, not to the organization.
The organization, on the other hand, tried to get the employee to see that while he did serve this particular customer, others in the organization did, too—not only other departments within the company (finance, project managers, shipping, etc) but also other salespeople in other geographic areas .
The bottom line is that a customer can “belong” to both the employee and the organization. Let me give you a perfect example of this. While staying at a hotel, I ordered room service for dinner. Upon entering my room and throughout the seven minutes he spent verifying my order and having me sign my bill, the hotel employee made small talk with me…
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