Retaining Clients Quotes

Doing your homework and being well prepared for appointments is one of the most powerful ways to set yourself apart from your competition to gain and retain new clients.

He lowered the magazine. “Archie. You may remember that I once returned a retainer of forty thousand dollars which a client named Zimmermann had paid me, because he wanted to tell me how to handle his case instead of leaving it to me. Well?” He lifted the magazine. He lowered it again. “Please type the report.” He lifted it again.

Parker, who was six feet four with nothing to protect his bones from exposure to the weather but tough-looking leathery skin, was so skeptical that at one point I thought he was going to pass, but he finally conceded that the move might be undertaken without undue risk to juridical virtue, to his own reputation, or to his client’s life, liberty, and pursuit of happiness. When all details had been settled and money passed—a dollar bill from Sarah to Parker as a token retainer—I got at the phone and dialed a number.

like a stormy sea at best. 81. Making Cents of It All With over 1,500 projects under my belt as a freelancer and business owner, saying that I’ve experimented with pricing structures may be the understatement of the year. In my early years, nearly everything was based on a fixed bid. As my client list grew, I began landing some hourly gigs, retainers, and some dedicated resource structures. Each of these pricing structures has pros and cons, for you as a designer as well as for your client. Understanding these pricing structures, explaining them clearly to your clients, and choosing the right one for the job can make the difference between a blissful client experience and your worst nightmare. Fixed Bid Fixed-bid pricing is a set scope of work with a fixed price. You tell

SPEAKING OF BURNING HUMANS — actual ones, as opposed to ones who existed only in Alex’s imagination — in the late 1970s, a left-wing Filipino journalist named Satur Ocampo was arrested in Manila by President Ferdinand Marcos’ soldiers. He was manacled, blindfolded and electrocuted, while soldiers poured cola on him (which apparently makes the electrocution more painful). His nipples and genitalia were burned. He survived, but thousands of Marcos’ other enemies were “salvaged,” Marcos’ term for torturing and mutilating them before dumping them on a roadside for public display. Ferdinand Marcos was a client of Paul Manafort and Roger Stone’s lobbying firm. He paid it an annual retainer of $950,000 to “tamp down concerns about [his] human rights record,” according to Politico magazine’s Kenneth P. Vogel. Anti-elitism was Alex’s thing, but all that seemed pretty elitist to me. Did Alex care about that?

Should you operate upon your clients as objects, you risk reducing them to less than human. Following the culture of appropriation and mastery your clients become a kind of extension of yourself, of your ego. In the appropriation and objectification mode, your clients’ well-being and success in treatment reflect well upon you. You “did” something to them, you made them well. You acted upon them and can take the credit for successful therapy or treatment. Conversely, if your clients flounder or regress, that reflects poorly on you. On this side of things the culture of appropriation and mastery says that you are not doing enough. You are not exerting enough influence, technique or therapeutic force. What anxiety this can breed for some clinicians! DBT offers a framework and tools for a treatment that allows clients to retain their full humanity. Through the practice of mindfulness, you can learn to cultivate a fuller presence to the moments of your life, and even with your clients and your work with them. This presence potentiates an encounter between two irreducible human beings, meeting professionally, of course, and meeting humanly. The dialectical framework, which embraces contradictions and gives you a way of seeing that life is pregnant with creative tensions, allows for your discovery of your limits and possibilities, gives you a way of seeing the dynamic nature of reality that is anything but sitting still; shows you that your identity grows from relationship with others, including those you help, that you are an irreducible human being encountering other irreducible human beings who exert influence upon you, even as you exert your own upon them. Even without clinical contrivance.

Action Steps 1. Evaluate your progress regarding the tasks on your to-do list before offering to help other people. Note how much time you’ve allocated to each task and determine whether you have enough time left in the day to address them as planned. If you’re ahead of schedule, offer your help to the person asking for it. Otherwise, tactfully say “no” and explain your reason. Obviously, there’s nothing wrong with helping people. You should do so whenever you can. But you need to make sure you’re not jeopardizing the quality or timeliness of your own work in the process. 2. Remind yourself that few requests are truly emergencies. People seeking help usually want to receive it immediately. Their urgency rarely stems from a crisis. Rather, most people simply want whatever they seek sooner rather than later. It’s human nature. Before offering your help, determine whether a true crisis exists that warrants your swift attention. Again, most “emergencies” aren’t emergencies at all. 3. Ask whether you can help the person later. That allows you to say “no” and simultaneously appear willing to accommodate the individual. This approach also helps you to retain control of your time, a crucial part of working productively. People who hear this response will find it to be more palatable than a simple “no.” 4. Find out what you’re being asked to commit yourself to. When people ask for help, they often downplay the amount of time it will take. For example, consider the times you’ve heard someone ask you, “Got a second for a quick question?” Ask the person seeking your help to clearly describe what he or she wants you to do for them. If the tasks involved require more time than you have to offer, you’ll have a suitable reason to decline. 5. Decide in advance the activities you won’t help others with. Placing limits on the types of work you’re willing to address will make it easier to rebuff requests for help. For example, you might decide to shun making phone calls before 10:00 a.m. because you know such calls expose you to potential time sinks. A planned 3-minute call can easily turn into 20 minutes if the person you’ve called is chatty. If a coworker asks you to call a vendor or client for him or her, tactfully decline and explain your reason.

Because the Constitution made no mention of a cabinet, Washington had to invent it. At first, this executive council consisted of just three men: Hamilton as secretary of the treasury, Jefferson as secretary of state, and Henry Knox as secretary of war. The first attorney general, thirty-six-year-old Edmund Randolph of Virginia, had no department and received an annual retainer of $1,500 for an essentially consultative role. Viewed as the government’s legal adviser, the tall, handsome Randolph was expected to retain private clients to supplement his modest salary. Vice President John Adams was largely excluded from the administration’s decision-making apparatus, a demotion in power that could only have sharpened his envy of young Hamilton.

During the primaries, conservative website The Washington Free Beacon commissioned Fusion to investigate Trump. The Washington Free Beacon was backed by one of Trump’s wealthy opponents, Paul Singer, a New York hedge fund billionaire and Republican donor. Singer dropped out after Trump became the presumptive nominee. Senior Democrats seeking to elect Hillary took over the Trump contract. The new client was the Democratic National Committee. A lawyer working for Hillary’s campaign, Marc E. Elias, retained Fusion and received its reports.

the degree to which a client pushes back on the retainer is inversely proportional to their guilt.

The perfect salesperson will naturally attract prospects, set a polished first impression, keep prospects engaged as well as educate them, follow up with them at just the right time and handle any objections with expert salesmanship, skillfully close the sale while simultaneously looking for upsell opportunities, and get referrals while retaining them as customers for life. Whether your top salesperson is you or someone on your team, that person will inevitably have a bad day, take vacations, and need benefits. The ASP™ takes the perfect version of your sales process and permanently stamps it into a technology system that works for you 24/7/365, never having a bad day, never needing a vacation, and never requiring benefits. The ASP™ is the growth-hacking framework we implement for our clients that range from traditional brick-and-mortar businesses to venture-backed technology start-ups. It’s a framework that can be applied to any type of business, and in the next several chapters, we’ll dive into ASP™ and its six individual components and show you how best to implement them for your business.

He was tall and thin with a thatch of unruly black hair. His suit was impeccable. His tie matched his pocket square. And he spoke with a British accent. “Sorry to interrupt,” he said politely. “But I believe you’re in my seat.” “You’ve got the wrong room,” grumbled Stubbs. “Now, if you don’t mind, I’m having a conference with my client.” “Except, according to this Substitution of Counsel form, she’s my client,” the other man replied as he showed Stubbs a piece of paper. This brought an instant smile to Sara’s face. Stubbs eyed the man. “That doesn’t make any sense. She can’t afford a fancy lawyer like you. She doesn’t have any money.” “Of course she doesn’t have any money. She’s twelve. Twelve-year-olds don’t have money. They have bicycles and rucksacks. This one, however, also happens to have an attorney. This paper says I’ve been retained to represent Ms. Sara Maria Martinez.” He turned to her and smiled. “Is that you?” “Yes, sir.” “Brilliant. That means I’m in the right place.” “Who retained you?” asked the public defender. “An interested party,” said the man. “Beyond that, it’s not your concern. So if you’ll please leave, Sara and I have much to talk about. We’re due before a judge shortly.” Stubbs mumbled to himself as he shoveled his papers into his briefcase. “I’m going to check this out.” “There’s a lovely lady named Valerie who can help you,” said the British man. “She’s with the clerk of the court on the seventh floor.” “I know where she is,” Stubbs snapped as he squeezed past the man into the hallway. He started to say something else, but instead just made a frustrated noise and stormed off. Once Stubbs was gone, the new attorney closed the door and sat across from Sara. “I’ve never seen that before,” he marveled. “He literally left the room in a huff.” She had no idea who might have hired an attorney for her, but she was certainly happy with the change. “I’ve never seen it either.

Grand Slam Offer: Pay one time. (No recurring fee. No retainer.) Just cover ad spend. I’ll generate leads and work your leads for you. And only pay me if people show up. And I’ll guarantee you get 20 people in your first month, or you get your next month free. I’ll also provide all the best practices from the other businesses like yours. ● Daily sales coaching for your staff ● Tested scripts ● Tested price points and offers to swipe and deploy ● Sales recordings . . . and everything else you need to sell and fulfill your customers. I’ll give you the entire play book for (insert industry), absolutely free just for becoming a client. In a nutshell, I'm feeding people into your business, showing you, exactly, how to sell them so that you can get the highest prices, which means that you make the most money possible . . . sound fair enough? It’s clear these are drastically different offers . . .  but so what? Where’s the money!? Let’s compare both in the below chart. Breakdown: You spend the same amount of money for the same eyeballs. Then, you get 2.5x more people to respond to your advertisement because it’s a more compelling offer. From there, you close 2.5x as many people because the offer is so much more compelling. From there, you are able to charge a 4x higher price up front. The end result is 2.5 x 2.5 x 4 = 22.4x more cash collected up front. Yes, you spent $10,000 to make $112,000. You just made money getting new customers.

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Isn’t Gresham on the route to get to Colton and the Association’s farm is just down the road from there?” Lt. Vincent rubbed his hand over his face. “Yes, figured you would think of that. But it’s not enough.” “Not for a warrant, but it’s an indicator.” They stared at each other. “My captain just assigned two three-man detective teams to the murder.” “You must have more. What about descriptions of the men? Didn’t the people in the bank give you anything on them?” “Not much. One army sergeant said that four of them were young, moved quickly. The fifth one seemed older, a little heavier, maybe overweight. Only one man spoke, the old guy. The rest of them just waved guns and pointed to put the tellers and the customers down on the floor. “Oh, the first robbery was just before opening. They grabbed an employee who had just unlocked the front door, pushed her inside, all five rushed in and they locked the door behind them. So no customers to deal with. “The second robbery was just before closing time. Again they locked the front door then put everyone on the floor. Two of the men vaulted over the counter so quickly that the workers didn’t have time to press the alarm buttons. So there was no rush to finish the job.” “With military precision?” Matt asked. “Sounds like it. They left both banks by rear doors that are always locked so nobody saw them make their getaway except one guy in the alley who was painting the rear of his store. He was the one who got the plate on the Lincoln.” “You knew the dead guard?” “Yes. He had retired from the PD before I came, but that was my bank and I always talked to him when I went in there. A nice guy. Good cop. Damned sorry that he’s gone.” “What about this lady cop?” “She’s off at four. I’ll ask her if she can have a cup of coffee with us here about four fifteen. Her name is Tracy Landower. She’s barely big enough to be a cop. She stretches to make five-four, and must weigh about a hundred and ten. She’s strong as an anvil tester. Strong hands and arms, good shoulders and legs like a Marine drill sergeant. She runs marathons for fun.” “I won’t try to out run her.” “Good. She has short dark hair, a cute little pixie face, and eyes that can stare you right into the pavement.” “Sounds like a good cop. I’m anxious to meet her.”   CHAPTER FOUR   Anthony J. Carlton was an only child of parents who were comfortably fixed for money and lived in a modest sized town near Portland called Hillsboro. His father was a lawyer who had several clients on retainer, who took on some of the toughest defense cases in the county, and some in Portland. He was a no nonsense type of dad who had little time for his son who had a good school and a car of his own when he turned sixteen.

Labor and employment firm Fisher & Phillips LLP opened a Seattle office by poaching partner Davis Bae from labor and employment competitor Jackson Lewis PC. Mr. Bea, an immigration specialist, will lead the office, which also includes new partners Nick Beermann and Catharine Morisset and one other lawyer. Fisher & Phillips has 31 offices around the country. Sara Randazzo LAW Cadwalader Hires New Partner as It Looks to Represent Activist Investors By Liz Hoffman and David Benoit | 698 words One of America’s oldest corporate law firms is diving into the business of representing activist investors, betting that these agitators are going mainstream—and offer a lucrative business opportunity for advisers. Cadwalader, Wickersham & Taft LLP has hired a new partner, Richard Brand, whose biggest clients include William Ackman’s Pershing Square Capital Management LP, among other activist investors. Mr. Brand, 35 years old, advised Pershing Square on its campaign at Allergan Inc. last year and a board coup at Canadian Pacific Railway Ltd. in 2012. He has also defended companies against activists and has worked on mergers-and-acquisitions deals. His hiring, from Kirkland & Ellis LLP, is a notable step by a major law firm to commit to representing activists, and to do so while still aiming to retain corporate clients. Founded in 1792, Cadwalader for decades has catered to big companies and banks, but going forward will also seek out work from hedge funds including Pershing Square and Sachem Head Capital Management LP, a Pershing Square spinout and another client of Mr. Brand’s. To date, few major law firms or Wall Street banks have tried to represent both corporations and activist investors, who generally take positions in companies and push for changes to drive up share prices. Most big law firms instead cater exclusively to companies, worried that lining up with activists will offend or scare off executives or create conflicts that could jeopardize future assignments. Some are dabbling in both camps. Paul, Weiss, Rifkind, Wharton & Garrison LLP, for example, represented Trian Fund Management LP in its recent proxy fight at DuPont Co. and also is steering Time Warner Cable Inc.’s pending sale to Charter Communications Inc. Willkie Farr & Gallagher LLP and Gibson, Dunn & Crutcher LLP have done work for activist firm Third Point LLC. But most firms are more monogamous. Those on one end, most vocally Wachtell, Lipton, Rosen & Katz, defend management, while a small band including Schulte Roth & Zabel LLP and Olshan Frome Wolosky LLP primarily represent activists. In embracing activist work, Cadwalader thinks it can serve both groups better, said Christopher Cox, chairman of the firm’s corporate group. “Traditional M&A and activism are becoming increasingly intertwined,” Mr. Cox said in an interview. “To be able to bring that perspective to the boardroom is a huge advantage. And when a threat does emerge, who’s better to defend a company than someone who’s seen it from the other side?” Mr. Cox said Cadwalader has been thinking about branching out into activism since late last year. The firm is also working with an activist fund launched earlier this year by Cadwalader’s former head of M&A, Jim Woolery, that hopes to take a friendlier stance toward companies. Mr. Cox also said he believes activism can be lucrative, pooh-poohing another reason some big law firms eschew such assignments—namely, that they don’t pay as well as, say, a large merger deal. “There is real money in activism today,” said Robert Jackson, a former lawyer at Wachtell and the U.S. Treasury Department who now teaches at Columbia University and who also notes that advising activists can generate regulatory work. “Law firms are businesses, and taking the stance that you’ll never, ever, ever represent an activist is a financial luxury that only a few firms have.” To be sure, the handful of law firms that work for both sides say they do so

For all its amazing complexity, the field of investment management really has only two major parts. One is the profession—doing what is best for investment clients—and the other is the business—doing what is best for investment managers. As in other professions, such as law, medicine, architecture, and management consulting, there is a continuing struggle between the values of the profession and the economics of the business. Investment firms must be successful at both to retain the trust of clients and to maintain a viable business, and in the long run, the latter depends on the former. Investment management differs from many other professions in one most unfortunate way: it is losing the struggle to put professional values and responsibilities first and business objectives second. To

Direct-sold retail funds can be great for investors, but sometimes they can work against the fund companies that market them. Throughout the recent bear market, advisor-sold funds did a better job in retaining their assets because financial advisors were able to prevent clients from selling in a panic. A little handholding goes a long way in convincing clients to ride out the turbulent markets.

Clem Whitaker and Leone Baxter, who ran a California company called Campaigns, Inc., the first political consulting firm in the history of the world.9 They’d opened shop in 1933, chiefly running political campaigns for Republican candidates. For a long time, they’d taken only California clients. But beginning in 1949, they’d engaged in a national campaign, and they’d won: retained by the American Medical Association, they’d defeated a national health insurance plan proposed by the Democratic president, Harry S. Truman

I wouldn't want this to turn into a generic Asian hodgepodge, for example. Or a brand where the Korean part is no longer core to the business. Or the branding is offensive. Remember when Abercrombie and Fitch had all those offensive Asian T-shirts a few years back? I wouldn't want that to happen." Wyatt slurped his straw. "Jessie, sometimes you really overthink it all. For a company your size, the offer is more than fair. You'll have so much money, you can go invest it somewhere and retire on a secluded beach. These guys, Rich and Tommy, they have vision! They make magic happen with any business they acquire. Their Persian Eats cookbook based on their Netflix series has held the number one spot on the bestseller list for three months. The author is this fancy Culinary Institute of the Arts instructor. Dudley something; I forget his name, some English dude. Tommy, didn't you tell me he was chomping at the bit to do a splashy Seoul Sistas cookbook?" My whole body tensed. "We already have one coming out. And did you just say a White dude would be writing a Korean Seoul Sistas cookbook?" He backtracked in the most Wyatt-like way. "I never said that exactly. And I didn't say he was White." "With a name like Dudley, he's not exactly a sista." The silence in the room was palpable. Wyatt asked, "So no deal? Any smart business leader would jump at this opportunity." My God. Was he serious? "No deal." I looked at Daniel, pleading for any lifeline he could throw me to get me out of there. He stood from his chair. "Rich, Tommy, as always, it's been a pleasure working with you these last few weeks, but my contract ends now, at five P.M. And Wyatt, I'm respectfully declining your offer of full-time employment." Wyatt's mouth formed a perfect O. "But... why?" "I have a new client to counsel. Jessie Kim. And effective immediately, we'll be declining your offer and evaluating all of our options for selling or retaining her business." I stood and pushed the chair back with my leg. "Thank you so much for finding time to meet with me, and it was great meeting you, Rich and Tommy." Shooting a death stare at Wyatt, I continued, "As a smart business leader in a new and growing category, it's best for me now to consider my options and explore alternatives.

failure to execute foundational processes, including a flawed business case, a tough-minded procurement process more suitable for the purchase of products rather than BPO services, lack of in-house client retained capabilities to integrate the provider successfully in the organization, poor knowledge transfer or poor provider staffing.

It would have been easy to think of the jobs in terms of that ratio between time and reward. But I knew what really counted was the relationship between time and results. So I asked myself, “What is the most valuable result I could achieve in this job?” It turned out to be winning back customers who wanted to cancel. So I worked hard at convincing customers not to cancel, and soon I achieved a zero rate of cancellation. Since I was paid for each client I retained, I learned more, earned more, and contributed more.

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Successful negotiation was addressing the needs of the client while retaining our excitement for the task.

Sharing difficult truths might come with a cost-the need to face them- but there is also a reward: freedom. The truth releases us form shame." "There is a term we use in therapy: Forced forgiveness. Sometimes people feel that in order to get past trauma, they need to forgive whoever caused the damage. But too often people feel pressured to forgive and then end up believing that something is wrong with them if they cant quite get there. You can have compassion without forgiving. there are many ways to move on, and pretending to feel a certain way isn’t one." "I point out to her that pain can be protective; staying in a depressed place can be a form of avoidance. Safe inside her shell of pain, she doesn’t have to face anything, nor does she has to emerge into the world, where she may get hurt again." "What brings you here now? The now is key, why this year, this month, this day, have you decided to come talk to me?" "Just as parents raise their kids to loose them one day, therapists work to loose clients, not retain them." "The inability to say no is largely about approval seeking- people imagine that if they say no, they wont be loved by others. The inability to say yes however, is more about lack of trust in one self." "You cant get through your pain by diminishing it, you get through your pain by accepting it and figuring out what to do with it." "We grow in connection with others. It turns out the books grow in the same way." "Its all you" we tend to say, "I was just here to guide you" And in a sense, that’s true. The fact that they picked up the phone and decided to come to therapy and then work through things every week is something no one else could do for them" "Its like when someone finally has the guts to tell you that you have a problem, and you feel both defensive and relieved that this person is telling it like it is. That’s the delicate work therapists do.

We’re talking about sales as the front line, so it’s the person who can approach the client with the ability to listen and react in a very helpful way, and eventually anticipate those needs, that is valued above someone who already has the IT expertise but is without the necessary people skills. Again, there are other departments better suited to the tech-minded person with an inward personality. We need sharp, reactive, social types on the floor making the sales and retaining customers. We need intermediary-type personalities weighted toward the technical on the Genius Bar for repairs and tweaks. The customers need the best people for each kind of job, and we see to that. But customer service is everything here. Without it,” he smiled, “we would not be Apple.

But that’s the nice thing about lawyers: as long as you’re paying them, they’re usually good with whatever terms go along with it. Compartmentalization is their job. It’s how they represent people who are guilty, how they file long motions they know are unlikely to be successful, how they can patiently keep secrets that they’d otherwise love to be able to share. Harder was nearly twenty years into his legal career when he was first approached. Though he often worked on celebrity cases they tended to be for routine matters, not exciting criminal proceedings or blockbuster cases, and when you’re retained to enforce rights of privacy and publicity on behalf of your clients, it tends to follow that they don’t want you grandstanding in the media on their behalf, building a profile as you work for them. His last appearance in the New York Times had been in 2001, about a case for a client who had been let go from an ad firm almost immediately after she left her new job to join it. Harder won two months’ back pay. It’s not exactly the kind of victory that marked the career of lawyers like Marty Singer, whom Harder had once worked for, and whom the Times had called the “Guard Dog to the Stars.” A lawyer who had publicly fought cases over celebrity sex tapes, who tangled with Gawker once on behalf of Rebecca Gayheart and the actor Eric Dane when their tape had run on Gawker and managed to eke out a small settlement, without an admission of guilt. So why not hire Singer? Because Peter Thiel and Mr. A didn’t want someone who was content to settle, or another lawyer who knew the standard Hollywood saber-rattling routine. They wanted someone who would win. Now, in mid-2012, they appear to have that man.

The architect thinks of his client and builds a house like a machine, in order to be absolutely modern and retain only the most topical (and forward-looking) elements of the modern; the writer thinks of himself and writes a story as one way of understanding the modern tumult and all that preceded it. Together, they stamp the two sides of a single coin, an amulet for us to wear as we confront the future.

Vanan Translation offers more secured translation services which gives confidence to our clients about retaining their information and the content given for translation.We make sure the security of the content provided to USA. It is obvious generally that the content given to United States of America for translation are going to be of high priority and it has to be secured.

With increasing frequency, clients were sending skirts in to be remade as culottes, which were more practical for wearing on a bicycle whilst still retaining a degree of elegance.

Let’s say you’re trying to get a client (we’ll call him Ned) to buy a product, hire you as a consultant, or retain your firm for a project. But after you lay out the deal you’re hoping for, Ned says no. When Ned does this, he’s feeling a little edgy and defensive because he expects you to be frustrated or angry or upset—or to start in with a hard sell, making his life hell for the next 15 minutes. If you do any of these things, you’re not going to win Ned over. Instead, take a breath and then, as earnestly as possible, say something like this: “I either pushed too hard or failed to address something that was important to you, didn’t I?

ACTION ITEMS TO INCREASE YOUR EHR Research your target market. What are they already spending money on? Can you package up and provide something better? If you’re a service-based business, would it help your clients to have you on retainer? They’ll know what their monthly spend will be, and you’ll know what your income and cash flow will be. Look at what you currently purchase on a recurring basis. Can you reverse engineer any of those models and make it work for you?