Thought leader

By Anne Malloy Tucker, chief marketing officer, Goodwin Procter

Like other professional-services firms, law firms have embraced the ‘client service’ concept with a passion. There is certainly no shortage of opinions on the merit, and importance, of focusing on serving your existing clients. Tools of all types – client-feedback surveys and sessions, in-house training, trust-building exercises, relationship-building techniques and client teams, to name a few – continue to be discussed, evaluated and proffered as ‘best practices’. And, indeed, many of these initiatives are outstanding examples of highly effective means for helping raise the level of client service. The economics of a client-centric approach clearly supports the overall objective, and clients themselves are keen to participate in the process.

A random sample of general counsel confirms what a number of formal studies have illustrated – ‘lip service’ to the issue of adding value to one’s clients isn’t enough. Clients today expect innovative approaches to problem solving, ongoing communication and more flexibility in fee arrangements. They expect high-quality legal advice from their outside counsel as well as lawyers who understand not only their industry, but the nuances of the issues facing their organisation.

Demonstrable value-added service to clients is one of the remaining differentiators between lawyers – and firms – today. Some would argue that at a certain level, it is the only true differentiator.

Why then, is it so difficult within many firms to move from concept to implementation?

As with most complex issues involving relationships, psychology, individual chemistry and organisational behaviour, change is difficult. It is one thing to applaud the merits of a client-satisfaction initiative – it is quite another to commit to changing one’s behaviour and investing the time and energy in effectively implementing such a programme.

It is here, I believe, that the marketing and business-development function can best serve its firm and individual lawyers. Helping them to actualise the ‘concept’ of more effective client service into a hard and fast plan of action is a worthwhile endeavour. Execution is everything.

Serving as the ‘voice of the client’ is therefore a primary role for marketing leaders in firms today.

Where to begin? In my experience, the most effective starting point for any client initiative is with the client itself, and the best avenue is the client satisfaction or client-feedback initiative. There is no substitute for hard data, directly obtained. It provides a factually-based starting point from which communications and tailored programmes can be created, and it identifies both issues and opportunities in an efficient and cost-effective manner.

Depending on the size of the firm, these feedback programmes can be managed through practice areas, by client teams or by smaller ‘pilot’ groups. There are differing opinions as to the best way to conduct the survey or session: whether it should be in person or by telephone; conducted by a lawyer or using an outside consultant; if the results should be shared only with the team or with a larger group. All have their merits – the important thing is to choose a course and move from debate to implementation.