JordanFurlong + service   13

Innovation Case Study 1: Levenfeld Pearlstein | Rainmaking Oasis, LLC
Levenfeld Pearlstein is a 75-lawyer firm in Chicago. Its innovative CEO, Angie Hickey, recently shared her insights at the P3 Conference about how the firm has adopted a corporate style Customer Experience culture that sets it apart.  Their client focus permeates everything the firm does both internally and externally.

The firm was founded in 1999 in large part to create a different kind of law firm, one that was focused on developing loyal client relationships and producing exceptional client value. There are a number of aspects to the firm’s culture that are distinctive and innovative, and they are embodied in their model “The LP Way™.”  Unlike some firms that tout slogans or promote innovative aspects of their client value initiatives without the backing of measurements and frameworks, The LP Way™ actually is a business strategy.  It is used as the basis for how the firm attracts, develops and rewards talent and how it ensures consistency, transparency and satisfaction to clients.

Many years ago, firms began developing client service standards, protocols and strategies.  An example of a firm that was way out in front on this was Miles & Stockbridge who at the direction of their former visionary CEO and Chairman John Frisch, developed a set of client-focused values, a service pledge, a robust client feedback program and policies, programs and training to indoctrinate all lawyers and staff in exceptional client service practices. While some other firms carried through on their promises, many inadequately delivered on the client service pledges they published on their web sites.

innovation  client  service 
9 weeks ago by JordanFurlong
NPS For Law Firms | Clio
What is NPS?
A Net Promoter Score, or NPS, is a metric commonly used to rate customer satisfaction, calculated based on answers to the question “On a scale of 0-10, how likely are you to recommend my service to a friend or colleague?” Based on their answer, NPS survey respondents are sorted into Promoters (9 or 10), or people who would actively promote your service, Neutrals (7 or 8 ), people who would be neutral, and Detractors (0-6), people who would actively be negative about your service.

How to calculate your law firm’s NPS
Calculate your law firm’s NPS by subtracting the percentage of detractors from the percentage of promoters. This will give you an NPS score ranging between -100 to +100.

Companies typically send NPS surveys to their clients at various stages along the customer journey to get more detailed insights into different aspects of the customer experience. Businesses will also ask for opportunities to improve the client experience, thereby improving their NPS. Plenty of law firms calculate their NPS to help keep themselves on-track to deliver an amazing client experience.

Best practices for measuring NPS at your law firm
To get an accurate read on NPS at your law firm, and to make sure you’re interpreting results the right way, you’ve got to follow a few key best practices.

Keep the question consistent
It might be tempting to tweak the “how likely are you to recommend …” question asked above after you’ve been sending out NPS surveys for a little while. Don’t do it. Changing the question might influence client responses, meaning you won’t have an accurate read on NPS.

Plus, the idea of NPS is tied fairly closely to the question framed above as-is, with only slight variations. Depending on your firm’s primary practice areas, you may want to stick to “a friend” or “a colleague” instead of “a friend or colleague,” but in most cases it will make sense to keep it broad: Your family law clients may have colleagues who ask for family lawyer recommendations, and your corporate law clients may have friends in the business community who ask for recommendations for a great business lawyer.

Be mindful of timing
The timing of an NPS survey can influence the result: For example, if you send a
NPS  clients  service 
november 2018 by JordanFurlong
No Pain, No Gain for Law Firms as Client Demands Get More Extreme | The American Lawyer
More companies have begun expecting law-firm bidders to offer once unthinkable commitments that go beyond the scope of traditional legal work. These can include:

• Access to law firms’ work product gleaned from other client matters, in the form of “de-identified” data related to litigation or transactional activity.

• Associates on loan or “seconded” to clients’ law departments—with the outside firm bearing the expense.

• Push-the-envelope alternative fee arrangements, including, sometimes, giveaway legal work.

• Deep-dive figures on the firms’ diversity, including questions related to credit and compensation allocated to women and minorities.

• “Hotlines” for free, instant answers to client questions.

Lauren Goldman, an appellate group leader at Mayer Brown who is on the firm’s management committee, said that when it comes to requests from prospective clients during bidding competitions: “We don’t reject anything outright.”

“In the ever-shifting leverage dynamic, it is increasingly becoming a clients’ market,” said Brad Karp, chairman of Paul, Weiss, Rifkind, Wharton & Garrison.

Like ‘Monopoly Money’
Companies’ expectations have changed for firms responding to requests for proposals, making pitches for individual assignments or hoping to sit on a bench of preferred outside firms. The race to offer “value adds”—services beyond the traditional scope of legal work—is part of that, with the overarching recognition by both sides that clients have the upper hand.

“These law firms have no choice. It’s now completely a buyers’ market,” said Mark Smolik, DHL Supply Chain Americas general counsel.

Law firms “are feeling more downward pressure than they have ever felt,” said Kent Zimmermann, a legal consultant at the Zeughauser Group, who also called the state of affairs a “buyers’ market.”
clients  service  competition 
november 2017 by JordanFurlong
Law Firm MDPs Part 4: Service Delivery Solutions | Rainmaking Oasis, LLC
Designed as a combination of legal data analytics and legal operations consulting services, this service solution is intended to help in-house legal departments achieve their management objectives and innovative legal services solutions. According to their web site, “Our team includes more than 30 practitioners with deep expertise in computer science, actuarial science, probability and statistics, business and project management. We bring smarter science and new ideas to the business of law.”  The firm supplements these technology tools and resources with economic and business advice. This solution is co-led by Chris Emerson, Bryan Cave’s Chief Practice Economics Officer, and Katie Boyd, a partner at the firm and its Chief Innovation Officer.

Baker Donelson has developed a suite of products, approaches and service offerings around Legal Project Management (LPM) all in an effort to help clients  improve service delivery (budget predictability, workflow efficiency and team collaboration), enhance business operations (lower spend, minimize risk, prove value) and achieve operational excellence of strategy, people and process.  Core LPM solutions offered include:

BakerManage™ is a patent-pending tool that is combined with Lean Six Sigma processes to improve efficiencies and budget predictability and transparency.
BakerManage™ LPM Program Development and Training: on lean process improvement, reliable budgeting, innovative pricing, team management and enterprise lawyer management technology.
BakerManage™ Workflow Management: a tool that automates BakerManage™ and other processes to optimize resources.
LPM Secondment/Sourcing to augment or second professionals to clients who have limited access to LPM expertise.
BakerLean™: Process for developing budgets, project plans and pricing models.
The Legal Project Management solutions team is comprised of lawyers, certified legal project managers, Lean-certified professionals, technology and automation specialists, and others. In 2016, Baker Donalson announced an affiliation with Legal Shift, a consulting and business advisory. Through the combined team, the firm offers a more robust blend of advisory services with their project management tools:

Legal process improvement
Contract workflow strategy
Litigation readiness assessments
IP paperless process design
Business operations (re)design
In-house/outside counsel alignment
Matter budget compliance program development
Pricing model development
Technology assessment planning, selection and implementation
Knowledge management, contract discovery and compliance, practice support solution design
eDiscovery process improvement, vendor selection and performance measurement; repository management
service  innovation  client  strategy  robo  data 
november 2017 by JordanFurlong
The GC Thought Leaders Experiment | Corporate Counsel
Overall, this is a grassroots movement of GCs interested in re-shaping the legal market to make it work better for all – law firms and clients alike. “There are different management approaches – but how do we know if they’re real or a fad? We’re keen to test things like law firm convergence, flat fees, value billing, competitive tenders, firm size and reach, and legal project management,” said Jonathan Pearl, Sony Electronics’ General Counsel. “We want to know what works and why.”
Damien Atkins, General Counsel of Panasonic North America, puts it this way: “There is a lot of guesswork by clients and firms as to what drives better outcomes, and we’re all shooting from the hip. Across the companies involved in this experiment, we’ll have a vast amount of data that can answer these questions. If we get this right, we’ll help reinvent an industry in need of reform.”
While AdvanceLaw staff will collect and analyze real-time performance data across this 18-month experiment (testing which in-house and law firm behaviors produce the best results), the general counsel will, themselves, share and discuss the insights through a forthcoming series of articles.
One of the first questions to be answered is whether law firm performance indeed drops off after an early honeymoon period. Related inquiries will examine which client practices can prevent this, and what firms can do to keep clients engaged and happy over the long run. Josh Sherbin, General Counsel of TriMas Corporation remarks, “I’ve noticed a honeymoon period, and that’s why I think it’s important to evaluate firms at least annually. But this is anecdotal – I’d like to see how significant the issue is, and most importantly, the best ways to fix it.”
The early analysis, based on several hundred law firm-client relationships, suggests a U-shaped curve of performance – a client’s firms start out strong, deliver worse performance after the honeymoon period, and then recover over the course of subsequent years. A more complete analysis of this finding, with a discussion of implications, will be written about by one of the participating GCs next month.
clients  data  firms  service 
august 2017 by JordanFurlong
Prism Legal Large Law Firms Must Improve Client Service Delivery - Prism Legal
Size Matters Not So Much, a guest post at Adam Smith, Esq. (aka Bruce McEwen) in March 2017 found that law firm size hardly correlates with profitability. “When an incumbent partner contemplates an investment in growth and asks ‘Will this put more money in my pocket?’ the answer cannot be supported by any broad statement about firm size among the American Lawyer Top 200”

The Untold Story Behind Big Law Mergers: Revenue Slips, Costs Rise in The American Lawyer in March, notes that an ALM Intelligence report found “that most major law firm combinations since 2000 have not resulted in significant growth.” Of course mergers made the firms bigger. But growing bigger did not fuel any additional growth.

Global Lateral Hiring by The Numbers: A Look Behind the High 5-Year Attrition Rate in American Lawyer International in February found that “Half of lateral partner hires are failures. To be precise, 47 percent of laterals don’t stay more than 5 full years.” And not staying at least 5 years leads to losses it found.
firms  profitability  partners  lateral  service  clients 
june 2017 by JordanFurlong
It’s the Service Model, Stupid –
If firms were really interested in service, then:
Lawyers would know how to price their work and make money, no matter the pricing mechanism. Most pricing done by even big firm lawyers is accomplished by tweaking standard rates and multiplying by actual or expected hours. Even working with something as simple as the billable hour, most lawyers have no idea where break-even points fall. Indeed, most really don’t understand the basics of how their firms make money.
But a firm committed to answering client requests for pricing flexibility and certainty would insure that all their lawyers had command over these most basic of business skills. People making day-to-day pricing decisions need to know how to price, and have the tools and support to do it well. It’s as simple as that.
Fixed pricing and other Alternative Fee Arrangements would be menu items for any client. When asked by clients to provide fixed fee alternatives to hourly billing, most firms protest that they cannot possibly project all of the variables that might affect the cost of doing a deal, or litigation, or other legal matter. But the lie is given to that by firms who already use fixed fee pricing for even complex matters — complex litigation, for example. Bartlit Beck is a leading litigation firm that uses only fixed fees and performance bonuses; no work is billed by the hour. And it does just fine.
service  standards  client  firms  pricing  process 
may 2017 by JordanFurlong
Client Satisfaction Surveys: Five Quick Questions to Ask - Attorney at Work - Attorney at Work
Here’s What Client Satisfaction Surveys Can Do
If you’re not conducting a satisfaction survey upon closing each client’s case, you should be. Surveys are an excellent tool for improving customer service and increasing positive online reviews. They can bring to light your firm’s weaknesses and strengths and help identify problem employees. They also give you the opportunity to:
client  service 
january 2017 by JordanFurlong
How Service, Not Tech, Is Disrupting Legal | Above the Law
Obviously, service is not a legal company, but using Service further confirmed what I believe is one of the most significant trends right now in legal disruption, and why some, if not many, legal software companies will continue to struggle until they become more “Service-y.”
service  it 
january 2017 by JordanFurlong
How To Run & Grow Your Law Firm Like a Software as a Service Company - Part One - Client Acquisition Cost & Client Lifetime Value | Logikcull Blog
This is part one of two. In part one we’ll discuss Client Acquisition Cost (CAC) and Client Lifetime Value (CLTV) as it relates to your law firm. In part two, we’ll discuss Client Retention (Churn) and Client Happiness (NPS).

In the world of SaaS we use a lot of acronyms to better understand our respective busines
clients  service  it 
november 2015 by JordanFurlong
CXINLAW Client Experience Excellence in Law
CXINLAW research, supported by the Australian Legal Practice Managers Association (ALPMA), has found 78 per cent of Australian law firms fail the ‘first impressions test’, and only one in five clients would recommend the firm to others. The No Second Chance: The Importance of First Impressions to Law Firms report used Mystery Shopping to ascertain how likely an instruction would be from prospective clients.
service  clients 
september 2015 by JordanFurlong

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