Technology Doesn’t Equate To Client Service

Law firms wishing to create a distinct identity in their markets have many promotional devices available to them, but no tactic can be effective without a law firm that first understands and then implements an organized and cohesive client service effort.

Great client service requires a deep understanding of client expectations and values. In many instances, client values and law firm values are not in sync. The service expectations and needs of clients beyond legal advice are frequently unexplored. Law firms have a difficult time perceiving the economic incentives for client service efforts.

Retaining and attracting more good clients should be the goal of any client service program. Understanding the importance and relative value of law firm offerings is the first step in any effort for improvement. The entire set of steps should actually be called the “client service improvement process,” since every client has perceptions of current client service quality.

The process has four main steps: 1) clarifying client needs and values; 2) individual client actions and responses; 3) firm actions and responses; and 4) firm and client partnerships. Technology can assist in getting information from clients, facilitating client reliance and legal service delivery, as well as enabling better communication between law firms and their clients, but it is not client service in and of itself.