Mission Accomplished

My old school friend Russell and I reached John O’Groats 16 days after setting off on our bikes, from Lands End, at 6pm on 10th June. The journey was not without challenges but also, we met many lovely people and were the recipients of several acts of kindness along the way. The WorldWildlife Fund is over £1550 better off, and Russ also raised a great sum for his preferred charity, Make A Wish. You can see some of the...

Major clients feel law firms have only a “superficial” knowledge of their business

A recent analysis conducted by Lexis Nexis and Cambridge University’s Judge Business School made for somewhat disturbing reading. The results suggest that even across the biggest clients of firms, key contacts believe their relationship partners and firms serving them have only a superficial knowledge of their business. The report notes that “All clients were uniformly of the opinion that not only do the law firms not provide relationship services, in many cases they do not seem to see the need.” This is causing some clients to look elsewhere for advice. Given this is a substantive risk to firm revenue, the authors recommend that firms stop focusing predominantly on a transactional approach to key clients and instead instil “a sense of partnership where the client feels valued and protected.” Do you know how clients view their relationship with your...

Interesting article on implementing a client feedback programme

Deborah Shell of Winckworth Sherwood has written an easy to read and interesting article about implementing client feedback programmes. It covers not only the set up of gaining feedback but how it is shared with partners and others to gain commitment, buy-in, results and also an impact at the client. Take a look Are you...

How should leaders, marketers and managers of firms respond during “Brexit” ?

Brexit means uncertainty. Should leaders, marketers and other heads try and ignore it, in the hope that it will go away? Should they plan on the basis of an outcome they hope will happen? Or should they give in to the uncertainty and not plan at all? Should they promote hard, or accept reduced budgets? Or should they rethink where they can really add value – click here for some thoughts on how leaders can really respond positively to the challenge and help build the firm’s performance. I’ll talk about the role of scenario planning also in a future...

Changing the mind of a client ‘about to walk’

I was furious with the service I received recently but the company involved has ‘stalled my hand’. There are lessons for others. Myself and my family had a fabulous holiday in Italy. Great service everywhere. The glaring exception was car-hire. Aggressive attempts to up-sell to me at the pick-up point got my back up. I very clearly said I did not need any additional insurance either. When I returned the car the fee was far higher than expected. Yep, all the insurance had been added on. The invoice I got the following day also included fees for a tank of fuel even though we had returned it 95% full. Here’s the good bit. I received an online questionnaire the next day. I completed it immediately providing a ‘likelihood of recommendation’ rating of 1 out of 10, and briefly describing why. Within 2 hours I had an email from the managing director of the unit involved saying all insurance changes would be refunded. Would I have used them again before this? No way. I was sufficiently fed up that I would have shared the experience widely on social media too, clearly naming the company. Now I probably will use them again. It also made me think about how clients use our ClearerView system. It also alerts firms where responses show clients are at risk.  It just shows how responding to these issues quickly can make a big difference.    ...

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