Client Experience

• Executive summary viiAbout the authors xiiiChapter 1: Client feedback has gone stereophonic: are you still listening in mono? 1By Sally Dyson, director, Firm Sense LtdIntroduction 1How firms listen 2Bringing it all together 13Conclusion 15Chapter 2: Client feedback - asking the hard questions to get the best results 17By Will Taylor, senior client development manager, WiersholmIntroduction 17Why have a client feedback program? 17Have a structured set of questions 19Ask the hard questions 21Go "off piste" when given the invitation 23Ask the "hard" clients 24Have the right person asking the questions 25However you do it, make sure you act on the feedback 25Conclusion 25Chapter 3: Cultural shift or cultural shove? The challenges of the client journey in the post-pandemic era 27By Yolanda Cartusciello, partner, PP&C ConsultingClient journeys in the pandemic and beyond 28What the clients told us 29The shift versus the shove 30Client journey management 31Client journey mapping 31Inject client thinking into the client journey design process 33Identify new client needs and services 33Provide management committees with a powerful governance tool 33Conclusion 33Chapter 4: Client journey mapping as a source of sustainable competitive advantage 35By Andrew Hedley, Hedley ConsultingSetting the strategic context: what client journey mapping is and why it matters 35Client journey mapping as an integrative process 36Understanding touchpoints: necessary but not sufficient 39Stages of the client journey 40Using Servqual to understand and align brand promise with brand experience 43Taking things forward 46Chapter 5: Client loyalty - delivering exceptional client service 49By David H. Freeman, JD, CEO, David Freeman Consulting GroupBuild long-term relationships 49Be highly responsive 50The new math 51Get on their turf 52Understand the client's business 52Client feedback 53Client service teams 54The feedback process 55Annual client meetings 55End-of-matter reviews 56Mid-matter reviews 56Act on feedback 56Deliver added value 57ACC value challenge 57Work as a team 58Other techniques for delivering exceptional service 58Chapter 6: Defining, measuring, and delivering a stellar client service strategy 61By Kim Carr, lead partner of the wills, probate, and lifetime planning department, FBC Manby Bowdler LLPDefining "stellar" 62Bringing everyone on board 63Sharpening the tools of our trade 64Chapter 7: Optimizing client service in the post-COVID legal market 67By Douglas McPherson, director, Size 101/2 Boots LtdHow do you provide the best possible client service? 69How do you put the improvements you want to make into practice? 73How do you ensure you are delivering the optimal levels of client service while working in a hybrid environment? 75Chapter 8: Are automated assistants ready to optimize the next chapter of online client care? 77By James Matthews, UK&I country manager, CM.comIs LegalTech the springboard to a higher level of client service? 77Where to start? 79Virtual assistants - a simple starting point 80How could a virtual assistant improve your client care? 82How can virtual assistants be used to improve the way you market and the results your marketing achieves? 83Chapter 9: Innovation as a business development strategy 87By Scott Rechtschaffen, chief knowledge officer, Littler MendelsonLaw firm marketing approaches have evolved 87Why innovation is relevant for today's corporate legal clients 88Innovation at Littler 89The beginnings of innovation at Littler - knowledge management 89Knowledge management as the foundation of a comprehensive content marketing strategy 90How do we do it? 92Innovative legal service solutions as a brand differentiator for Littler 93Conclusion 96Chapter 10: The LawNet Mark of Excellence - lessons for law firms 97By Helen Hamilton-Shaw, member engagement and strategy director, LawNetThe LawNet Mark of Excellence 98Cultural commitment 102Rates of satisfaction 104Learning lessons 105Feedback from LawNet member firms on how they are making use of CX metrics to effect change 107Chapter 11: Litigation management in a still uncertain world 109By Paul A. Williams, partner and general liability litigation practice co-chair, Shook, Hardy & Bacon LLPPandemic litigation trends so far 109What still lies ahead? 112The litigation burden 112The litigation management solution 113The practice of successful litigation management 115An opportunity to take control 117

Client demand for excellent service and great value from law firms is a constant but how that service is delivered and evaluated has been transformed by the COVID-19 pandemic and the digital revolution. This timely book brings together eleven legal sector experts who share their experience of the latest approaches to gaining new solicited and unsolicited feedback; mapping client journeys; measuring client service and leveraging technology. This book is an invaluable resource for anyone seeking to deliver what clients need in the way they most appreciate. -- Paul Smith