e-Types Case Study: Client Relationship Management

This case study examines the challenges faced by e-Types, a design company, in managing client relationships due to creative differences and conservative client guidance. It proposes solutions such as fostering open communication, valuing client perspectives, and prioritizing customer needs to build long-term, mutually beneficial relationships. The study emphasizes the importance of designers understanding client needs, negotiating design ideas, and actively engaging with clients to ensure satisfaction and loyalty. It also suggests strategies like increasing meeting frequency and collecting client feedback to improve service delivery and attract new clients.

Case Study
e-Types
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Introduction
The e-Types designers have always considered themselves as the design revolutionaries. But
with the recent orders, they have been receiving not so helpful guidance from some of our
conservative clients every now and then. Most of the time, the e-types designers are given work
which is below their considered standard and is immensely boring. However, it is the prime duty
of the designers to satisfy the needs of the clients and customers thereby leading to a great
controversy in the organization (Siu, N.Y.M., 2016).
Discussion
The designers must consider the fact that the creative differences are not always bad. The
designers must be told that the creative differences might eventually lead to betterment of the
product and the inputs by clients might be valuable. The designers must be motivated to
understand the perspective of the client and in turn encourage them to present a better idea. The
designers must be provided with personal projects where they can use their creativity and
innovation to the fullest, but in case of the clients, there is a need for the designers to incorporate
their ideas and views as well (Sharma, N., & Patterson, P. G., 1999). The designers will be given
space for talking to the client and negotiate their perspective and views on the product, this way
both the client and the designer can implement their ideas in the product. The likes and dislikes
of the clients have to be respected.
The thoughts and perspective of the clients have to be considered and incorporated in order to
retain them. In order to make them reorder to e-Types, proper dealing with the clients is required.
There is a need for the designers to listen to the client and make them feel appreciated. With an
open conversation between the designers and clients, a relationship will be formed and the client
will feel appreciated. A direct communication with the client will make the client feel that the

designers are interested and are wanting to improve. With this strategy, the clients will be open
to the change in their designs as their thought are also valued. The only way to make the clients
feel valued would be to focus on their deliverables and provide them with better methods on
improving their products and designs.
Secondly, the designers can also increase their frequency meetings with their clients to make
them believe that the designers are investing time in communicating and researching a better
designs for the clients. This way the client will feel reassured that they are getting what they
have paid for and their views were entertained in the required period. This way e-Types can
maintain good relationships with their clients along with attracting new clients. Once e-Types
forms a solid foundation with the current clients by fulfilling their needs and wants and
incorporating their designs, it would be able to form a long-term commitment with the clients.
By working long-term with the clients, the designers would be able to follow their creative
instincts due to the formation of a trustworthy bond among the clients. This will further help n
attracting a new set of clients on a large basis.
e-Types is a start-up and therefore needs to have a vision of partnership with their clients. In
order to cultivate good relationship with the clients in the right ways, the designers need to
cooperate with their clients and perform their work beyond the individual project development.
The immense participation and cooperation of the designers with the client will actively motivate
the client to assure faith in e-Types. The company needs to prioritize their customers by knowing
who requires their immediate attention and to keep these clients. The designers who are
managing multiple accounts must pay attention to the clients by distributing equal amount of
resources and time in an efficient manner (Vilardo, L. J., 2001). The clients would also be asked
to give a self-reported feedback and a contextual customer action in order to create a prioritized

list of customers who will be willing to follow up. The clients who had issues and required help
along with the ones who were most engaged with the designers must be kept a record of in order
to understand the issues they had with the company.
Communication being the key ingredient in the foundation of the healthy client relationships,
must be facilitated in the company. The designers will contact the client from time to time to take
their feedback and suggest new designs to the long-term clients in case they need any. The
satisfied clients will act like an active participants who will be willing to offer information and
time to the organization. In order to negotiate for the designs, a sit-down meeting must be
schedules for talking about the desired goals and concerned designs. When both the parties
decide upon the results and outcome together, a long-term and mutually beneficial relationship is
established (Rogers, C. R., 1959).

References
Rogers, C. R. (1959). A theory of therapy, personality, and interpersonal relationships: As
developed in the client-centered framework.
Sharma, N., & Patterson, P. G. (1999). The impact of communication effectiveness and service
quality on relationship commitment in consumer, professional services. Journal of services
marketing, 13(2), 151-170.
Siu, N.Y.M., 2016. Customer Relationship Management and Recent Developments.
Vilardo, L. J. (2001). Communicating with Clients. Litigation, 27(3), 45-48.