For
every lawyer and law firm, existing clients provide the best opportunity to
develop additional business. It costs one-fifth as much to gain additional work
from an existing client as to gain a new client. An important element
associated with gaining new business from existing clients is the level of
service clients have received. To ensure clients are predisposed to using
additional firm services, constant attention must be paid to the quality of
service provided. Make no mistake — service delivery is a process, one that
consists of predictable, often repeated steps.
Using
the Japanese premise of “constant improvement” as the foundation, conduct an
objective assessment and create a list or map of all possible service
improvements that could be made throughout the firm to then formalize service
steps and/or create a firm-wide service program as appropriate.
To
begin, draft a list of all the positions in the firm that have contact with
clients, from the receptionist to delivery personnel to the attorneys. Then
define every contact made with clients. For example, the receptionist greets
clients, escorts them to conference rooms, offers refreshments, takes coats, contacts
lawyer to let them know guest has arrived, asks visitors to wait, determines
how long the clients will have to wait before he or she calls the attorney, and
so forth. It helps to meet with someone in each staff position and ask him or
her to help you list everything the client may require from that position.
Remember, clients often have as much or more contact with staff members as they
do with attorneys, so involving staff in service improvement initiatives is
essential. Similarly, a list of attorney contacts such as incoming phone calls,
outgoing phone calls, meetings, lunches, dinners, letters, case correspondence,
case status, bills, and overdue bill notices that define the steps in the full scope
of attorney-client interaction.
A
commonly overlooked service step is that of asking clients for their opinion
about the quality of the firm’s service. Remember, it is not the attorney’s
opinion about the firm and its service that matters; it is clients’ opinions
that are worth their weight in gold. Client feedback can be obtained through a
written survey, focus groups, informal inquiry, or independent board members.
The idea is to gather the clients’ perceptions regarding service quality in a
statistically measurable way to improve and further develop the relationship.
Market studies show that when dissatisfied, only 4 to 5 percent of clients will
complain directly. The other 95 percent will either tolerate poor service
without complaint and will be receptive to competitors, or simply stop sending
the firm work. In this competitive market, regularly asking clients for
feedback regarding service quality is key to maintaining existing
relationships.
Once
client feedback has been obtained and client contacts have been defined, gather
attorneys and staff for a brainstorming session on ways to improve or enhance
each client contact. For example, with meetings, attorneys can prepare clients
ahead of time by sending them the documentation and a detailed agenda for each
meeting. Also, attorneys can ask their secretaries or paralegals to call or
greet clients if the attorneys will be delayed for meetings or unable to return
communication within 24 hours. There are a myriad of other proactive service
steps that can be taken to improve both the level of service a firm provides
and the client’s perception of the value received. The goal with each service step
is to treat each client as if he or she is the most important.
Communication
throughout the firm regarding the various steps each employee can take to
improve service delivery will help educate and empower all employees about the
importance of those steps. For example, you can email “service improvement of
the day” messages to all attorneys and legal assistants. Or if you produce an
internal newsletter, discuss service steps in detail in a column in each issue.
Also, create a generic “service checklist” to send to attorneys when new files
are opened. The attorneys can periodically review the checklist as a reminder
of service steps they could be providing.
Training
designed to enhance service delivery skills can be provided by position. For
example, receptionists require different client interaction skills than do
billing clerks or associates. Receptionists must be able to make an excellent
first impression and manage the full scope of their client contacts. Associates
must understand the difference between client service and development. However,
all staff members require skills to effectively handle complaints and telephone
inquiries, manage difficult clients, anticipate needs, and project a
professional image.
A
critical and often overlooked step in making improved service or a service
program work is to establish incentives. Support staff should be rewarded for
following up with attorneys and clients to ensure quality service is delivered.
Attorneys should be rewarded for securing additional work from existing
clients. Service is difficult to measure because determining who has been acting
courteously and professionally, who has been going the extra mile, and who
actually brought the additional business in the door is not always easy. The
key is to measure and reward effort and results. One way is to track
compliments instead of complaints. Special monthly bonuses can be instituted
for staff members and lawyers who are recognized for their service efforts
either internally or from clients. Once everyone is clear on what steps they
can take to improve service and how to go about it, providing an incentive will
make it happen.
Service
improvement is an effective use of marketing dollars and will take firms a long
way toward securing and enhancing one of the most valuable firm assets –
existing client relationships.
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