<b><I>Marketing Tech:</I></b> Qualities That Clients Want

In my interviews earlier this year with 27 individuals responsible for litigation-related decision-making in law firms and corporate law departments, including 10 in-house lawyers, nine in-house administrative litigation support leaders and eight AmLaw 200 law firm partners, there were a number of universal themes that the survey participants emphasized.

In addition to offering their views on current litigation challenges and where companies are making their biggest investments in 2017, the rise in cloud adoption, a renewed focus on in-sourcing, and a heightened recognition of what makes the client/vendor relationship successful resonated throughout the conversations.

Interestingly, the appetite for self-service options in both law firms and law departments is heightening the need for distinctive client service. For corporate counsel, communication was the most cited quality that they value in an outside provider. In-house administrative leaders recognized competence most often and law firm partners emphasized responsiveness.

Since 93% of the corporate respondents reported that they use an RFP process, competition is strong and outside providers must combine premium client service with exceptional work. For firms, the growing influence of procurement and legal operations professionals in outside counsel management is having a similar impact.

Luckily, the bar for standing out is quite low. From following up more effectively to communicating with greater frequency, the elements of distinction are well known, but often poorly executed. Those who embrace them, even imperfectly, are likely to rise above their peers.

These are the eight most cited qualities that legal teams should emphasize in their efforts and quotes from research participants that explain them.

1. Responsive

“Responsiveness and project management abilities are where we feel the most pain.”

I have a colleague who, as a rule, returns every call and responds to every email on the day he receives it. He may reply to the call with a text and to the email with a plan to follow up, but without fail, his contacts never wait more than a few hours for a response.

Without knowing anything about his work or reputation, this simple practice distinguishes him in a positive fashion. Consider maintaining open calendar entries for the end of your workday for return correspondence and add contact details to them throughout the day. This initiative will provide a consistent reminder to reply before you log off.

2. Familiar

“The better they understand us, the better they can advocate and partner with us.”

Facebook, LinkedIn and Twitter all offer insight into the backgrounds of our contacts and their organizations. In fact, the depth of that information exceeds anything that may have been available even just a few years ago. Between self-reported updates and industry commentary, familiarity is an easy standard to achieve. At a minimum, set a Google alert for your clients and client contacts so that you are always up to date on their developments.

3. Collaborative

“We want to make sure that everyone is on the same page so that we know the direction and don't head down the wrong path.”

Listening to clients requires asking questions and incorporating their responses into your approach. A number of organizations leverage free online survey tools to gauge satisfaction periodically. Reflecting responses is an essential element of capturing the power of collaboration.

4. Consultative

“Our prior vendor was just an order-taker and would do what the law firm instructed even if it was dumb; we want to work with a vendor who is a partner and provides an opinion on law firm strategies.”

Successful professional services firms have moved from a task-based focus to an objectives-oriented approach. They now address issues holistically so that in addition to solving problems, they can start conversations about business growth, streamlined operations, and new initiatives. It is often more than the client expects and tends to yield supplemental work for the provider. Teams that leverage a centralized database with real-time updates, detailed notes, and plans for follow-up maximize the value of each consultation.

5. Proactive

“We are pushing our vendors to be more vocal as they are the experts, and our eyes and our ears; we want them to be our advocate to help save the company money.”

Following each conversation, schedule another activity and try to identify a piece of information that will provide clarity. End each discussion with the beginning of the next one in mind as a means of anticipating client needs.

6. Dedicated

“It is important to build a relationship and be a business partner rather than merely a vendor; the company is constantly growing with its business partners.”

Find ways to add value to the client relationship as a means of showcasing your commitment to its mission. Study your LinkedIn connections, for example, and determine whether you have contacts in your network that could be valuable to the client.

In addition, review the connections of those with whom you are associated in case someone you know is acquainted with such an individual. Further, consider sending handwritten notes (or postcards from your travels). It is a bit old school, but since few people do this anymore, it is objectively distinct.

7. Attentive

“It is important that our vendors do not pretend to listen to the company's representatives; we want them to focus on our special needs and partner with the team.”

People appreciate being heard so give your clients, colleagues and prospects time to tell their stories, but confirm the details in the moment so that you capture the essential elements and memorialize them in a follow-up note. Consider sharing this in a Slack or Slack-type group to ensure consistency in your approach.

8. Transparent

“Be candid about your strengths and weaknesses; we expect the problems, but how we handle the solutions is always key.”

Conclusion

Savvy teams achieve transparency by maximizing communication, being proactive and demonstrating a thorough understanding of their clients. Focus on the issues that seem less significant and you will avoid the major issues that tend to needlessly impair otherwise strong relationships.

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Ari Kaplan, a member of Marketing the Law Firm's Board of Editors, is a legal industry analyst with Ari Kaplan Advisors. He provides legal technology-related ghostwriting, independent market research, and sales training for those focused on reaching law firm and law department leaders. For an infographic on this topic, please e-mail Ari@Ari KaplanAdvisors.com.