LMA Toronto Chapter May 17th Luncheon Seminar
Summary by Alison Gallardi, National Communications Specialist, Gowlings
Elevator chatter following the May 17 seminar confirmed it was one of LMA Toronto’s most engaging sessions and that the topic of client feedback warrants further examination.
It’s simple concept: if you want to know what makes clients happy, why not ask. Following in the footsteps of consumer product marketers, progressive law firms are embracing client feedback as a key driver in developing business development strategies.
Members of the panel discussed the topic from three perspectives: Geoff Creighton, Chair of the Canadian Corporate Counsel Association represented the interests of inside counsel; Bryn Hughes, Marketing and Communications Manager at LexisNexis Martindale-Hubbell examined objectives, mechanics and return from a researchers point of view; and Kelli Wight, Director of Business Development for Cassels Brock & Blackwell LLP shared practical information on lessons learned in gathering, formalizing and sharing client feedback to manage and improve client relationships and grow the business of the law firm.
Bryn opened the session with a brief discussion of online reviews and their increasingly influential role in consumer product marketing. Studies show that the buying decisions of more than 50 per cent of consumers are affected by online reviews and that 72 per cent consider online reviews to be as credible as personal recommendations. The power of third-party endorsement to sway decision-making is indisputable whether you’re comparing motorcycles or hotel rooms; and the Internet provides access to consumer reviews and rankings on just about anything.
So why not legal services. From May to July 2011, LexisNexis Martindale-Hubbell in association with the Wicker Park Group canvassed 58 Canadian law firms to collect and compile their views on the value and objectives of client feedback initiatives. More than half of the firms in the study (57 per cent) had 150+ lawyers and the same percentage of respondents were law firm marketing professionals.
Among the top objectives of client feedback programs reported in the study were indentifying business development opportunities, uncovering problems and increasing client loyalty. Not surprisingly, 92 per cent of respondents identified improving individual client relationships as the best use of the information gathered. Other applications included defining client service standards and as a tool in developing strategic planning.
Kelli addressed tactical issues in the first few minutes of her presentation, drawing on real-life experience at Cassels Brock where information gathered from client feedback interviews is used to guide client teams on specific issues/actions; apprise the Executive Committee on the status of key client relationships; and to help guide junior lawyers in the development of best client service practices. Requests for feedback are generated sparingly (and strategically) with the firm’s managing partner conducting interviews at the workplaces of key clients. In preparation for the meeting, the managing partner is provided an information package that includes the identity of the members of the client team, financial information, current or impending developments relating to the client or its industry, and reports from a series of internal interviews with members of the team. Through experience Kelli has learned to place special value on the insight of junior team members of the team, who often bring a fresh, unbiased perspective.
Kelli itemized a number of ways the data can be used to improve client service, including modifications to billing methods (e.g., reformatting invoices and/or rescheduling billing deadlines). She noted that feedback can have multiple effects and at various levels of the firm, from generally boosting the team’s morale, to driving change to firm-wide systems and policies. The hardest pill to swallow, is for that member of the team of whom personal change is required.
As Chair of the Canadian Corporate Counsel Association, Geoff Creighton is able to provide special insight on the challenges and priorities of in-house counsel. Drawing on the report, 2012 In-house Counsel Barometer (a joint effort of the CCCA, Davis Ward Phillips & Vineberg and Angus Reid) he presented a number of intriguing findings. For instance, 97 per cent of in-house counsel prefer their working environment to that of a law firm. Their biggest challenge is that the magnitude of their daily workload leaves no time for “big picture thinking” or the development of initiatives that would benefit the organizations for which they work. Geoff’s final slide spoke volumes on how inside counsel characterize their law firm peers. Unfortunately, lawyers in private practice were rated considerably lower than inside counsel on the following key attributes: team player, good listener and innovative; and to round out the profile, private practice lawyers ranked considerably higher on ambition, aggression and arrogance. It seems improving general counsel’s perception of law firm practitioners should be a major priority.
Near the end of his session, Geoff discussed the importance of actually applying what is learned from client feedback to improve client service and of letting the client know that his/her feedback is valued and respected. As he noted, “firms need to be proactive in making life easier for inside counsel.”
As always, the session at the Board of Trade was well attended by our Chapter, but if you missed out, LexisNexis Martindale-Hubbell has shared the findings of the study “Canadian Client Feedback Initiatives and Best Practices”. Click Here.