Making Rain. The Secrets of Building Lifelong Client Loyalty

  • ID: 2217356
  • Book
  • 256 Pages
  • John Wiley and Sons Ltd
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Praise for Making Rain

"An entertaining and practical guide to building lifelong client loyalty, Making Rain is profoundly insightful as well as motivating. A must–read for all professionals who aspire to distance themselves from their competitors by growing client relationships that are stronger, deeper, and more valuable–for them and for their clients."

–Dale Gifford, Chief Executive, Hewitt Associates

"Few understand the advice business like Andrew Sobel, and his well–written book, Making Rain, is overflowing with insight and sage advice on how to create value for clients and earn their enduring loyalty."

–Jim Robbins, Chief Executive, Cox Communications

"This is a book that is both fascinating and fun. Brilliantly written, meticulous in detail, and penetrating in analysis–anyone who wants to master the art of being a professional advisor will benefit from it."

–Sir Brian Pitman, Senior Advisor to Morgan Stanley and former chairman, Lloyds TSB Group

"In a world where managers seem to churn over more frequently than inventories, Andrew Sobel′s new book, Making Rain, is a welcome respite, a savvy guide to lasting client and customer relationships."

–Stan Davis, author, It′s Alive and Blur

"Making Rain appeals to everyone in business, not just in professional services. Andrew Sobel highlights how the interaction of relationships, longevity of trust, innovative ideas, and expertise combine to produce results and long–term loyalty. An excellent read that is full of insights."

–Sir Win Bischoff, Chairman, Citigroup Europe

"In Making Rain, Andrew Sobel demonstrates a deep understanding of how resilient client relationships are formed and why some professionals are pulled in closer and closer by their clients while others, just as skilled technically, do not establish such relationships. His description of the attributes of extraordinary advisors is a must–read for leaders of professional services firms."

–Steven B. Pfeiffer, Chairman, Fulbright & Jaworski LLP
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Introduction: Learning to Make Rain All of the Time.


The Loyalty Equation: Three Factors That Determine Your Client′s Loyalty.

Are You an  Extraordinary Advisor?

Breakthrough Strategies for Experts.

Building Trust in the First Ten Minutes.

More Important than Your 401(k): Building Your Relationship Capital.

Benjamin Franklin′s Secret Weapon.

Why a Client Might Like You.

The Myth of Meeting Client Expectations.

Leonardo da Vinci: Why Lutes and Madonnas Matter.

Finding the Hidden Creases: Influencing Your Clients.

Part One Summary: Are You Breaking Through as an Expert?


I Love My Guru and Other Client Pitfalls.

The Relationship Masters.

The Doubting Mind.

The Deep Generalist and the Branded Expert.

How to Identify Client Needs.

The Power of Size: Developing Large, Multi–Year Client Relationships.

The Right Foot: Four Ways to Start a Relationship and Position It for the Long Term.

Five Ways to Grow Your Client Relationships.

Are Clients Meeting Your Expectations?

Part Two Summary: Are You Moving into the Inner Circle?


Sustaining and Multiplying.

Merlin: Working a Little Magic with Your Clients.

Five Steps to New Business with Old Clients.

The Rothschild Bankers: The Power of Unique Capabilities.

Cultivating the Attitude of Independent Wealth.

Managing Client Relationships during Uncertain Times.

Developing Relationships with Foreign Clients: Try Not to Commit These Gaffes.

Becoming a Firm That Makes Rain: How Great Organizations Build Clients for Life.

Part Three Summary: Are You Sustaining Your Relationships Year after Year?


Do You Have the Ability to Make Rain? Two Assessment Tools for Individuals and Organizations.

A Pantheon of Client Advisors.



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Whether business leaders want a steady drizzle or an out–and–out monsoon, they can use Sobel′s formula for landing and keeping customers – what he calls "making rain." Based on building relationships, it starts with the key components of knowledge, service and demonstrable value; these are the building blocks that attract clients, says business adviser Sobel (Clients for Life). In this straightforward manual, he gives practical strategies to help leaders of service firms and large corporations alike become indispensable advisers to their clients, thus cementing a long–term connection. The principles behind his tactics are simple: get to know your client, gain respect for your knowledge and win personal respect. Then, drive it home by delivering above and beyond, again and again. These ideas are old as dirt. Sobel reaches across centuries to dig up examples of their success, from Aristotle to Ben Franklin. He buffs up these ageless notions and places them within engaging anecdotes. Altl1Ough the lessons aren′t strokes of genius, they should help professionals through most dry spells. Agent, Helen Rees. (Feb. 14) (Publishers Weekly, February 2003)

The grand visions of the new economy encouraged many consultants to adopt an impatient and dictatorial manner. With little regard for their clients′ cultures or competencies, they often urged companies to adopt ambitious strategies and transform their organizations. But in this follow–up to Sobel′s coauthored Clients for Life, we get a refreshing reminder that sheer brainpower and eloquence are less important than we might thing. Sobel tells his fellow consultants that to win repeat business, they should focus on building relationships with clients and leveraging the resources at hand. He regards relationship building not as a necessary chore but as the foundation for advancing all truly useful advice–only by gaining clients′ complete trust, he insists, can consultants hope to have any influence. And he says that rather than driving new ideas, consultants should aim at adding sophistication and depth to clients′ existing ideas and capabilities. To keep from dominating the conversation, he points out, consultants need to be secure with themselves about their necessarily limited role. While slavish adherence to this modest prescription could lead to organizational stagnation – and leave consultants vulnerable when companies change leaders – it′s a sensible starting point in today′s chastened economy. (Harvard Business Review, March 2003)

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