In 2002, Weber Shandwick, a leading global public relations agency, instituted leader of customer relationship (CRL) Programs for top 32 global accounts. The program aims to ensure that all the resources of the firm by geography, practice areas and special areas are coordinated and effectively delivered to Weber Shandwick most important customers. Each of these clients is set to "Customer Relationship Leader", and the case is skills that are needed to be successful in this role in a very complex multi-dimensional organization. There are two main types of CRLs: hunters whose job is growing accounts great potential and farmers, whose job is to maintain a strong and broad relationship. CRLs must walk a fine line between being close to the customer, even considered as part of their team, and not too close "going native" and ignoring their responsibilities as Weber Shandwick employees. Unlike office managers, which are measured on the basis of the bottom line, CRLs measured on top-line growth. CRL Another goal of the program is to provide Weber Shandwick, to differentiate themselves in a highly competitive environment in which it is very difficult for public relations firms and their parents holding a media conglomerate, to do it. Industry public relations in the broadest sense has undergone a lot of consolidation through acquisitions over the past 20 years. He also challenged to adapt to new technologies, such as blogs and social networks, which, as a modification and extension existing service offerings. Another way that Weber Shandwick adapt to new technologies in the Internet platform called WeberWorks (3,0), which contributes to the development of relations and cooperation between the firm and the client and the client team. "Hide
on Robert G. Eccles, Kerry Herman Source: Harvard Business School 22 pages. Publication date: 04 Feb 2008. Prod. #: 408077-PDF-ENG
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