When it comes to its key clients, Paul, Hastings, Janofsky & Walker doesn’t like to play hard to get. Six years ago, the firm launched a program that it hoped would accomplish two things: help it forge tighter bonds with some of its biggest multinational customers and bring in additional revenue from them. That strategy appears to have worked. Not only did the program up the firm’s billings from its core clients, but the increased revenue also helped the global firm weather the economic downturn.
In 2004, Paul, Hastings retooled its client management approach to focus on three (now 22) of its top-billing clients, UBS AG, Barclays PLC, and General Electric Company. Instead of looking at those corporations on a matter-to-matter basis, Paul, Hastings wanted to manage those relationships across offices, matters, and practice areas with dedicated client teams—something that other professional services companies have done for years.
