Wicker Park Group

It's a Relationship Business

2010-02-11T15:06:00.000-08:00

My friend and in-house marketing professional extraordinaire Heather Milligan of Barger & Wollen has an excellent post at The Legal Watercooler on how to counteract the not uncommon lawyer stance that they are "too busy to market."

She offers great advice on how to overcome the failure's of lawyers to understand the value of networking, and I am privileged to be mentioned in the piece on the simple concept that: Clients want to know you; it's a relationship business.

ACC Takes Essential Step - Opens Up on Transparency

2010-02-09T07:33:00.001-08:00

In a letter to law firm leadership, Association of Corporate Counsel General Counsel Susan Hackett explains how law firms can access the "satisfaction" survey in-house counsel have been participating in since ACC's announcement of the initiative last October. The initiative, dubbed "Value Index" is part of the broader ACC Value Challenge. An evolving initiative for in-house counsel and law firm's to maximize tools, ideas and define "value" in serving corporate clients.

An article posted on the ABA Journal's website today, with a link to Hackett's letter, says law firms will now be able to see their own ratings and overall averages. This is a very important step in the continuing to make sure that the Value Challenge and related initiatives has meaningful impact.

As often is the case in client surveys (not formal client feedback) those communications can be unilateral; one side takes the time to fill out a questionnaire but the other side never gets the results. If the vastly over-surveyed in-house bar is going to take the time to provide "rating" information of the firm's who serve them, then it is essential that become the basis of a conversation.

If law firm's don't know what their client's are saying about them, how can they ever improve service, adapt to their client's needs or truly understand what their client's value?

The client feedback loop is essential. We always advise our clients that when asking for feedback from a client you are making a promise: You will respond to that feedback. If not, it's a waste of time. Responding to feedback, adapting behavior, providing greater service and understanding the individual needs of a client is one of the most important steps in defining value.

Make Talking to Clients a 2010 Resolution

2010-02-01T06:38:00.001-08:00

Last week, I accompanied one of our client’s managing partner and marketing director teams on a client feedback interview. The first thing the managing partner said after leaving the client’s office was, “That was really fun! We should be doing this every month. It should be part of my job description as managing partner.” And he meant it.

We advise law firms to start small. Select clients with whom they and the relationship attorneys are comfortable and to be upfront with the client that this is a pilot program, a “new” thing for the firm, and something they will do with all of their clients. The clients are usually flattered to be first and happy to participate.

It was a typical client interview, a small private business faring better than most in this economy, but still feeling its impact. We spoke to two business people.

There were no surprises, no hidden problems, no glaring opportunities. Yet, as we listened to the savvy business partners talk about their challenges, goals and interests, the knowledge we gained was immeasurable. We gained insight into the duo’s working relationship, saw how they view each other and the world, and learned what they really want to accomplish. It was enlightening.

Later that day, I got around to reading the Sunday New York Times. “The Corner Office” column is a favorite. Last week’s interview with Cristobal Conde, president and C.E.O. of SunGard, really struck a chord for me. He says, “I try to see a client every day… They’ll tell me things – what are their biggest issues, what are their biggest bets. All this information is incredibly valuable.” He went on to describe how critical it is to take that information back and share it internally so the entire organization can benefit from the insights. How many law firm leaders talk to a different client every day and report what they learned to the entire firm?

So make it a 2010 resolution. Talk to a different client at least every month in 2010. It will be fun and they will tell you really valuable things!

Subject Line: How did Foley Rank #1 in Client Service?

2010-01-22T06:20:00.000-08:00

Join me and Sandy Williams, Client Service Partner at Foley & Lardner and leader of the initiative and others to learn how your firm or corporation can get beyond the alternative fee discussion and toward superior client service:

Doug Chia, Senior Counsel & Assistant Corporate Secretary, Johnson & Johnson, New Brunswick, NJ

Doug provides legal counsel to the corporation on matters of corporate governance, securities regulation, public company disclosure, and Sarbanes-Oxley Act compliance will share his insights and perspectives from the client side of an influential Fortune 50 company.

Christopher Marston, Founder and CEO, Exemplar Law Group, Boston, MA

Christopher started the first law firm in the U.S. to offer a fixed, value-based pricing structure to clients at the age of 29; six years later, Exemplar is thriving and he has been recently named a "Legal Rebel."

Nat Slavin, Founder and Partner, Wicker Park Group, Chicago, IL

As a Founder and Partner of Wicker Park Group and former publisher of Inside Counsel magazine, Nat conducts client interviews designed to help lawyers maximize their client relationships. Few have a better pulse on the client service horizontal than he.

They will gather together live online in a virtual panel (vPanel) discussion entitled “Beyond Alternative Fees: How to Deliver Better Client Service” on Monday, February 1, 2010 at Noon EST.

Click here for more information:

http://www.shiftworldwide.com/vpanels/beyondfees.htm

Dov Seidman "Philosophy is Back in Business"

2010-01-21T17:52:00.000-08:00

My friend Dov Seidman has a great post on the Huffington Post about how to think of partnering with your clients. As we talk to in-house counsel and other corporate executives we constantly hear that those outside counsel who understand business pressures, are aware of the internal clients' needs and have "aligned goals" have the greatest loyalty and successfully differentiate themselves from the competition.

Think about how you partner with your clients; are your goals aligned?

Changing Your Game: Make The List

2010-01-14T09:41:00.001-08:00

My dear friend Sarah Robinson is doing something amazing. She has asked 30 people to author a blog post under the theme "Changing Your Game." One post will appear each day for 30 days. Today is day four of the series and is my day to contribute! Please check out my post on "Making The List."

Client Service is Hard

2009-10-26T13:44:00.000-07:00

My friend Pat Lamb just shared this reminder in his In Search of Perfect Client Service blog (via Dan Hull)

Client service is hard. We always remind law firm attorneys to do the following three things when learning how to best serve your clients:

1. Ask how you are doing.
2. Respond to the answer to that question.
3. Go back and ask again.

Remember that every client is different, and every lawyer in every legal department in every company has different needs, goals and preferences. Learn what matters, and when you ask, you are making a promise that you will follow through.

“Bad News Never Gets Better With Time”

2009-08-26T13:17:00.000-07:00

Of all the comments uttered by in-house counsel, this one may be the most universal. In-house counsel are like in-house police: they either bring news that the company has violated or been violated. They have few opportunities to ever get ahead of the curve, to be a partner in managing the company’s risk, in championing progress, ideas and innovation, and all too often get blamed for inhibiting progress and not being strong business professionals.

So, given that psychological rewards of being an in-house counsel are few and far between, what are you doing to make sure that your clients have every advantage to succeed, to stay ahead of problems and challenges and to be in-house resources rather than in-house cops?

If nothing else never, never wait to let your clients know that things are not going as expected. Never let them be surprised. Never assume that clients know what you know. Make a plan to stay in touch, keep them informed and always over communicate. If you have bad news, waiting never makes the news better or makes the bad news go away. As one in-house once said, “If you let me know about a problem, then we have a chance.”

Remember that your client has a client, and that’s who is going to hear about the bad news. Make your clients look like heroes.

Client Feedback Programs that Deliver Quantifiable Results

2009-04-29T12:06:00.000-07:00

Law firms can benefit greatly by systematically and consistently seeking client feedback. At a recent Metro Philadelphia Chapter meeting, Laura Meherg and Nancy Mangan from Wicker Park Group outlined many of those benefits plus tips for creating and sustaining a successful client feedback initiative in law firms.

Benefits
One of the most important benefits of the client feedback process is to protect a firm’s most valued client relationships. If you aren’t talking to your clients, another firm most certainly is. With increased pressure to reduce costs, in-house counsel is working harder with fewer resources. It is more important than ever to learn their needs and pressures exactly how those pressures impact the decisions they make in working with their outside counsel.

Other benefits include:
Preventing potential erosion or loss of work;
Identifying opportunities for growth;
Demonstrating service credibility;
Competitive Intelligence;
Strategic decision making and resource allocation; and
Creating promoters and increasing loyalty.

Getting Started
The success of client feedback programs requires leadership buy in and top down support. When asking for feedback and opinions from clients, the firm is making a promise that it will respond to the feedback - both good and bad. Some of the most frequent comments clients convey address staffing concerns, succession planning, investments in training and making sure that outside counsel follow in-house guidelines.

Each client requires a different service strategy. And, law firms also have distinct cultures and should consider what type of client feedback initiative will work best given the resources available at the firm.

Key questions as you start a program include:
Who will conduct the interviews - representatives from within the firm or third-party consultants?
Who will be the program manager and/or driver?
What is a realistic goal for the number of interviews that can be conducted?
How will the firm prioritize clients to interview? (Some common categories include top revenue, new relationships, changing relationships or policies, succession challenges, specific industry, practice or market.)
Is the firm willing to respond to the feedback and take action? How?

Most successful initiatives begin with a pilot group that must include enthusiastic partners. Start small and establish realistic goals such as interviewing just one client company per month. Share the results and especially the glowing feedback internally, broadly and often.

Pre-interview preparation and research should include internal interviews with relationship attorneys to understand the goals and assumptions related to each client. Utilize accounting reports, file and conflict resources, experience databases, CRM systems, research tools as well as company websites and annual reports to prepare.

Simple Strategy
Ask clients what they want and need.
Deliver it in an extraordinary way.
Go back and ask how you did!

LMA Annual Conf post: Live Client Feedback & Best Practices

2009-04-27T12:43:00.000-07:00

At the 2009 Legal Marketing Association Annual Conference, Laura Meherg of Wicker Park Group and law firm CMO Erin Meszaros presented a workshop on client feedback. Billed as a “live” client feedback interview, the highly interactive program had the underlying goal of spreading the message that while the interview is important, the key components of a successful client feedback interview are the preparation and follow up. To that end, here are some of the questions, and answers uncovered during the program.

At the onset of the program, the audience asked several questions, including:
• “What do you do with partners who say, ‘If you dare talk to my client…’?”
• “How do you get leadership buy-in?”
• “How do you discourage relationship partners from conducting a feedback interview?”
• “How do you maintain momentum with the follow up?”
• “How do you get past the love fest; only talking about the good?”

None of the questions posed are uncommon! For partners that don’t want anyone else talking to their clients, if the relationship seems in good shape, move on. Talk to clients of partners who understand the value, keeping in mind that most companies regularly talk to their clients, and they are used to making decisions based on client/customer feedback. And that’s one of the key arguments you can make to get leadership buy-in as well: act like clients! Companies never go to market with strategy without testing that strategy in the marketplace. And the way they test that strategy? They talk to their clients.

As far as discouraging the relationship partner, remind them that too often the relationship partner and client have a hard time looking objectively at the relationship and focus on the matters. Also, there is a natural tendency for the client to be anxious about the “cost” of the conversations with the relationship partner, while they are less so when an internal or external third-party conducts the feedback. There are myriad other reasons, to not have the relationship partner conduct the interview, among them, the client may have actually worked with that partner at the firm before going in-house!

Finally, while we have conducted hundreds of client interviews, we have never left one that is simply a love fest. There are always opportunities that are uncovered, even if service improvements aren’t required. And on the topic of follow-up to all the great information, there is nothing more important: if you are taking your client’s time to ask, you must follow up!

Many of the answers to these questions are expanded on in the further reporting on the program, below.

Part I: The Preparation
Meszaros brought in a partner from her firm to talk, unscripted, about a client characterized as a privately-held industrial company that is family owned, has multiple legal needs, no in-house counsel, an outside “consigliore” who has significant influence over the hiring of outside counsel. Recently the partner, who himself has represented the company in multi-million litigation matters, has attempted to introduce a corporate partner, who dropped the proverbial ball in the follow up. The most pressing questions the relationship partner had included:
• With 1,600 employees in 30 states, what other corporate opportunities are there with the client?
• Who else is representing the company regionally and internationally on non-litigation matters? Specifically FCPA, environmental as well as labor & employment work.
• Who are his other “go-to” lawyers?
• Can we help them with updates and training on antitrust and compliance issues?
• Did my partners failure to follow through on my introduction, damage our relationship, or worse, prevent us from getting any corporate work in the future?

Part II: The Interview
For the second part of the program, Meherg and Meszaros shared videotapes of several different interviews of in-house counsel, a law firm managing partner expert in client interviews and a corporate head of the real estate interests of a regional energy company. It should be noted that while the interviews were unscripted and not directly related to this aforementioned client relationship, the responses reflected highlights of the most common themes, both negative and positive, expressed by most client feedback interview subjects. The themes focused on:
• Adding value beyond the bill
• Avoiding surprises and managing expectations
• Understanding individual client communication styles, and complying to client service requirements and policies for outside counsel
• Their general receptivity to independent (non relationship partners) doing interviews
• The lack of firms actually asking about their service
• Dealing with problem attorneys (both partners and associates at a firm)
• Over lawyering and not making the client feel valued
• The traits most admired in other attorneys
• Getting to know the clients business off the clock

Part III: The Follow Up
Audience participants identified several common themes or areas where the relationship partner and firm could provide important follow-up. These included:
• The perception that firm’s over lawyer (over staff) matters:
Answer: Create billing strategies that incentivize efficiencies on the part of the firm and eliminate the perception that associates are put on matters simply to gain experience at the client’s expense.
• Perception that partner hands off work to associates (bait and switch):
Answer: Partner should explain the transfer of work and explain the benefit to the client. Use the short window of opportunity to address the feedback and tell the client what the firm is going to do to correct the perceived handoff.
• Who does the follow up with the client?
Answer: The relationship partner.

And most importantly, whenever you take time to talk to clients, you are making a promise that you are going to follow up.
The audience came up with these specific follow up action items:
• Relationship partner needs to know how the client learns about their own business; in some cases it might involve a facility tour.
• Make sure firm complies with billing standards, as well as company communication policies for matter updates.
• Report to the client what was heard, and how the firm is going to solve any concerns or problems.
• Read trade journals to understand the clients industry.
• Show the client on the bill what you aren’t charging them for: Tour facility charge = $0, Participate in weekly department meetings = no charge.

Further expanding on the ideas of the audience, some of the best practices most often for firms embarking on a client feedback program include:

• Don’t try to convert everyone at once. Pilot the program and start with willing enthusiastic partners. The results will speak for themselves and help sway skeptics.
• Share success stories from other firms including tangible results. Use language from “the client” expressing their interest and desire to tell the firm how it is doing.
• CFI is not a substitute for relationship partners engaging in ongoing dialogue with clients to establish expectations and objectives and then evaluating performance. Effective CFI programs in firms can help attorneys gain more skill and comfort conducting these important conversations every day.
• Assign a project manager to monitor feedback. Provide status reports on follow-up to firm leadership.
• Use skilled interviewers. Assure clients of confidentiality and the constructive use of feedback to improve their relationship and service to all firm clients.

Client Feedback Forum: April 23 - University of Chicago

2009-03-30T11:59:00.000-07:00

Using Client Feedback and Opinions to Develop Winning Service Strategies

April 23, 2009
University of Chicago Gleacher Center
Chicago, IL

The most successful law firms have the deepest relationships with their clients. Most often those relationships are based on in-depth feedback programs and are tied to higher client retention and increased profitability. This unique master class is designed to provide you with the tools to help your firm make the critical connection with your clients’ opinions and feedback to build greater loyalty, uncover hidden opportunities and increase referrals.

Attendees will learn how to:

• Utilize outstanding service to retain important clients and develop the kind of client loyalty that results in more and better business
• Adapt your business strategy to better manage and assess the expectations of your clients in order to meet their short and long-term challenges
• Overcome and respond to common concerns and objections
• Mine opportunities to create new services and pricing models uniquely suited to the pressures that your clients are facing
• Master the do’s and don’ts in launching new client service strategies aimed at delivering seamless service that adds true client value
• Understand the client-centric view on service and what differentiates leading law firms from the others

Who Should Attend This Master Class?

Managing partners, marketing and client service partners and practice group leaders whose firms want to be ranked as the top outside firm for more of their clients. Participants will explore the common themes from client feedback with an emphasis on relating each element back to retaining clients, growing profitable business and increasing referrals. Specific case studies will illustrate how a firm can gain client feedback and develop highly responsive strategies that add true value for the client while cementing client loyalty and increasing business for the firm.

For more info: http://usa.ark-group.com/mp_introduction.asp?ac=623&nc=1&fc=167

This Master Class Will Be Facilitated By:

Nathaniel E. Slavin, Founder & Partner, Wicker Park Group

He is the former publisher of InsideCounsel (Corporate Legal Times), the management monthly for corporate legal executives, as well as a series of specialty publications. His monthly column, Interactions, explored the issues that challenge legal departments and their law firms and businesses advisors. In 2005 he led the sale of Corporate Legal Times LLC to a New York based private-equity sponsored publishing company. He remained executive vice president and publisher, and a member of the senior management team at Wicks Business Information until his 2006 departure. In 2007, he formed the Wicker Park Group.

He was also co-founder and publisher of Business Without Borders. He is the author of more than 100 articles on legal department management and frequently speaks on legal department management and marketing strategies. He regularly works with law firm leadership to advise on marketplace trends, consults with corporate legal departments and is intimately involved in the creation of innovative brand initiatives for a variety of consultancies, technology companies and law firms. Previously he was founding editor and publisher of U.S. Business Litigation. From 1992-2006 he held a variety of editorial and management positions at Corporate Legal Times LLC and its predecessor company Giant Steps Media.

He served as the 2007 president of the International Board of Directors of Legal Marketing Association, is on the Board of Directors of the Poder Learning Center, and taught bi-lingual/bi-cultural English & History in Southern California.

Nancy Mangan, Senior Consultant and ClientGrowth Specialist, Wicker Park Group

As a former instructor with the WJF Institute, Nancy trained attorneys individually and in groups to help them perfect their business development skills. She also facilitated Client Team Planning Sessions to assist firms in strengthening and expanding key client relationships.

As a former client relations executive for top firms such as Baker Botts, Nancy worked with lawyers and practice groups in dozens of fields and in multiple geographic markets. She helped law firm leaders realign marketing resources to develop highly targeted client satisfaction, retention and growth strategies. Her experience includes restructuring and managing marketing and business development functions, integrating clients from mergers, training marketing professionals and attorneys, developing industry specific marketing strategies, facilitating groups of attorneys, and helping groups identify emerging opportunities and parallel markets for existing legal strengths.

Nancy is a former practicing lawyer with an extensive pre-law background in marketing and corporate communications. She served in various marketing and corporate relations roles for publicly and privately held organizations. Her work included marketing communications functions as well as employee, shareholder and media relations regarding financial results, product lines and corporate acquisitions.

She is a frequent speaker at marketing partner and managing partner conferences, and legal business development conferences.

Client Feedback Programs That Deliver Quantifiable Results

2009-03-27T15:29:00.000-07:00

Law firms can benefit greatly by systematically and consistently seeking client feedback. At the LMA Philadelphia Chapter meeting on February 19, 2009, Laura Meherg and Nancy Mangan from Wicker Park Group outlined many of those benefits plus tips for creating and sustaining a successful client feedback initiative in law firms.

Benefits
One of the most important benefits of the client feedback process is to protect a firm’s most valued client relationships. If you aren’t talking to your clients, another firm most certainly is.

With increased pressure to reduce costs, in-house counsel are working harder with fewer resources. It is more important than ever to learn their needs and pressures exactly how those pressures impact the decisions they make in working with their outside counsel.

Other benefits include:

Preventing potential erosion or loss of work;

Identifying opportunities for growth;

Demonstrating service credibility;

Competitive Intelligence;

Strategic decision making and resource allocation; and

Creating promoters and increasing loyalty.

Getting Started
The success of client feedback programs requires leadership buy in and top down support. When asking for feedback and opinions from clients the firm is making a promise that it will respond to the feedback; both good and bad. Some of the most frequent comments clients relate address staffing concerns, succession planning, investments in training and making sure that outside counsel follow in-house guidelines.

Each client requires a different service strategy. And law firms also have distinct cultures and should consider what type of client feedback initiative will work best given the resources available at the firm. Key questions as you start a program include:

Who will conduct the interviews - representatives from within the firm or third party consultants?

Who will be the program manager and/or driver?

What is a realistic goal for the number of interviews that can be conducted?

How will the firm prioritize clients to interview? Some common categories include top revenue, new relationships, changing relationships or policies, succession challenges, specific industry, practice or market.

Is the firm willing to respond to the feedback and take action? How?

Most successful initiatives begin with a pilot group that must include enthusiastic partners. Start small and establish realistic goals such as interviewing just one client company a month. Share the results and especially the glowing feedback internally broadly and often.

Pre-interview preparation and research should include internal interviews with relationship attorneys to understand the goals and assumptions related to each client. Utilize accounting reports, file and conflict resources, experience databases, CRM systems, research tools as well as company websites and annual reports to prepare.

Results
Recent results from interviews conducted by Wicker Park Group include:

Prevented a potential RFP with a new GC;

Identified serious succession planning issues impacting firm’s largest client; and

Smoothed a conflict conundrum.

Simple Strategy
Ask clients what they want and need.
Deliver it in an extraordinary way.
Go back and ask how you did!

Online Impressions Count When It Comes To Law Firm Evaluation

2009-03-20T10:43:00.000-07:00

A recent survey of the web habits of general in-house counsel has revealed that almost 90% of them agreed that a law firm’s website plays a key role in influencing a purchasing decision.

The survey was conducted by Wicker Park Group on behalf of Hubbard One, a Thomson Reuters business that provides services for marketing and business development efforts at leading law firms.

In a series of in-depth, face-to-face interviews with general counsel from industry-leading multi-national companies, the survey uncovered a number of web usage trends:

100% of respondents indicated that they always review a firm's website when evaluating and purchasing legal services

90% of general counsel reported that lawyer biographies are the most important section of a law firm's website

Sharing know-how matters: nearly all participants confirmed that they read law firm alerts

“Nearly all of the general counsel interviewed stated they make broad use of the web at work, primarily for research, including competitive intelligence gathering, industry information, legal research and information from legal and trade publications,” says Jason Parkman, General Manager at Hubbard One.

Of most significance was the role a law firm’s website plays when a client is making the decision to hire outside counsel. Nearly 90 percent of general counsel surveyed said that quality websites made a lasting impression. One General Counsel commented: “I look at every firm’s site we consider. The smart firms push a lot of content through their site. It helps in the search results. If a firm has a bad Web site, it makes a bad impression without even meeting the firm’s attorneys.”

Counsel for a leading PC manufacturer confirmed, “Attention to detail is important. If a firm has not spent time and effort representing itself, what can I expect in terms of attention to detail and quality? Some websites are hard to navigate; others are simply very light on content, both with respect to attorney profiles and also with respect to substantive articles.”

Parkman says the research revealed that general counsel respect firms whose Web sites are content-driven, easy to navigate and have comprehensive lawyer biographies.

“Participants indicated that when reviewing a firm’s website, the biography section is the one they visit most frequently,” Parkman says. “For general counsel who have already hired a firm, attorney contact information is the most relevant content, followed by substantive content, such as publications. Other website sections deemed important were representative matters and practice profiles, two areas which the respondents said offered the best insights into a firm and the experience they offer.”

Other emerging web trends the survey highlighted included client alerts and the use of video. Respondents indicated that video on law firm websites was beneficial and the majority of respondents said client alerts that provided apt and concise industry information were a good value-add service.

“The overall finding that is particularly interesting is that the number of digital conversations law firms and clients are engaging in is expanding rapidly,” Parkman says. “There is a general awareness amongst the legal community of the potential of web tools to stimulate greater audience participation and to show the strength, distinctiveness and personality of a law firm.”

For more information:

Jen Bullett (formerly Frost)
Marketing Manager
Hubbard One

Thomson Reuters

Phone: +1 312 873-6875
Fax: +1 312 873-6801

jennifer.bullett@thomsonreuters.com
www.hubbardone.com

Optics Matter

2009-02-04T14:32:00.001-08:00

Optics: How your actions are perceived.

Nope, that's not the way any dictionary would define the word, but today, in this business environment, it is a term that has been redefined. Today, optics refers to the lens through which your actions are viewed.

In recent days, we have a financial services firm canceling a (perceived) boondogle in Vegas, another canceling delivery on a $50 million jet, that same firm contemplating canceling their sponsorship of a major new ball park, a different firm's now-resigned number two burning through bailout funds to buy some fancy furniture, and myriad other examples of actions that, well, simply look bad.

Bad optics.

How does this relate to our industry? Last week in Southern California, a panel of general counsel discussed what mattered to them. One told the story of the perfectly lovely hotel across the street from corporate HQ, but noted a more luxurious property in a tony suburb less conveniently located and twice the price. He chose to criticize the lawyers that visit his company that don’t stay in the more modest hotel, but rather “waste” money on the fancy one.

Bad optics.

Another GC on the panel has the privilege of flying on the corporate jet, but flies economy-class commercial simply because in this economic environment it’s the right thing to do.

Recently I visited a senior in-house counsel soon to become the general counsel. His office is 8x10 and filled to the brim with files and documents; and that’s how many, many corporate in-house counsel exist.

In a time where law firm’s actions are scrutinized, perceptions matter more than ever.

Optics matter.

Customer Service at Publix and Chic-fil-a

2009-01-27T06:48:00.000-08:00

We are all struggling to do more with less, watch expenses and make tough choices about how to allocate limited resources. In this time of lay-offs, chapter 11s, business and law firm failures and heightened anxiety across most industries (and personal lives) the way we treat our clients (and employees) can go a long way to differentiate your firm, strengthen client relationships and maybe even soothe some anxious souls. And best of all - no budget required!

The following was previously posted on the LMA listserv Thanksgiving week.

Today I ran errands around lunch time and passed a Chic-fil-a on my way to the grocery store. I decided a grilled chic-fil-a (with extra pickles) sounded a lot better than leftovers at home and knowing that grocery shopping while hungry would lead to impulse purchases I stopped in for a quick bite. Despite the doom and gloom in the economy, this place was hopping. There were business people, workmen, Moms with kids (there’s an indoor playground), retirees, college kids and consultants in workout wear (me) having lunch.

Although the restaurant was full and drive through line 10 cars long, there was barely a wait to order and be served. My lunch was $5. The associates at the counter were courteous and friendly and as I sat enjoying my sandwich a polite young woman offered to refill my lemonade then removed my trash and tray. I asked her if they were always this busy and she said “yes and this is a great place to work.”

On the walls of the restaurant there were stories about the programs Chic-fil-a supports – summer camps for at risk youth, marriage counseling programs, scholarships for employees and their children and the Chic-fil-a founder’s story. The place was spotless, too – even the ladies room. I actually left with a smile on my face and the other customers looked happy too!

On my next stop at Publix Supermarkets (tagline – where shopping is a pleasure) I encountered more friendly, happy employees who were not just waiting for me to ask questions but offering assistance in produce, at the fish counter and at the bakery. When I asked for a certain kind of bread the woman walk around from behind the counter to show me where it was. The man at checkout engaged me in dialogue about his holiday menu and inquired about my plans and the bagger complimented me for remembering to bring in my “green bags” – he remembered me and that I usually forget and have to run back to the car!

As I was driving home I started thinking about the reason I will go to Chic-fil-a but very few other fast food restaurants and why I drive past two other grocery stores to go to Publix. So what makes the difference in the quality of customer service at Publix, Chic-fil-a, and other businesses? Why is Publix announcing a 3.7% increase in sales over last year when other retailers are announcing dramatic losses, bankruptcies and store closings?

Employees have excellent manners and at both stores say thank you, have a nice day and give the customer their full attention. They don’t point directions but show you where things are. They offer assistance before you even ask.
The leaders and managers model the behavior they want their employees to use and often greet customers by name as they enter the building.
They practice the Rotary motto “service above self.”
They hire nice people who genuinely care about others. The CEO of the first company that employed me full time used to say “you can teach people skills and how to do things but you can’t teach people to be nice and care about others.”
They really know their customers (often by name) and frequently ask their opinions and preferences through surveys and through employees and managers just walking around the stores talking to their customers.
They use technology to create efficiencies but not to replace people.
They reward employees for doing the right thing and incentivize them for reaching goals.
Employees are proud to be a part of the organization.
They give back to their communities in substantial ways and talk about it with pride.
They create loyal customers who tell their friends and so on and so on…

So to wrap up this ramble, I then thought about the law firm client I interviewed last week who said, “I feel as if I am their most important client” and elaborated on why he felt that way. It all boils down to the same things Publix and Chic-fil-a do to charm and create loyal customers.

In these turbulent times clients are bound to be stressed and overworked. A little kindness goes a long way and it’s not just Southern Hospitality. But in that spirit, and in the spirit of the holiday, I am thankful that I get to work within an industry that continues to reward thoughtfulness, attentiveness, and with people who value relationships, their clients and take pride in their work; both when times are good, and otherwise.

Get Serious About Helping Clients

2009-01-22T14:48:00.000-08:00

It should not come as a surprise, but in-house counsel are working harder than ever. In conversations with dozens of in-house counsel in recent weeks, GC’s are shifting work within departments that have historically gone to outside counsel, and working extra hours for the same amount of money. They know this wouldn’t happen at law firms, and the stress this is causing is exacerbating the tensions between in-house and outside counsel.

Are outside counsel really ready to step up to the proverbial plate and share in the risk and help support the clients in a time of real, or perceived crisis?

If so, as a lawyer or law firm marketer, you have a chance to keep your clients happy.

Differentiate yourself by getting serious about helping your clients. Pick up the phone, drive down the street, get on a plane and talk to them about practical, short-term solutions. Offer up associates with extra capacity. Explore ways to even out the spend, and get creative to help your clients.

Recent Conversations

2009-01-08T14:33:00.000-08:00

In recent conversations with several in-house counsel, most are (unsurprisingly) revealing that they are freezing rates paid to counsel in 2009. What's interesting is two-fold:

1. Many are not proactively notifying their outside counsel, but rather waiting to see if their outside counsel will actually raise rates in 2009, and notify them of the increase by a relatively (insensitive) generic letter, and

2. Budget for most companies for 2009 have long been set. Which begs the question: If companies finalize their budgets in the fall, why don't law firms communicate rate changes in a manner that matches their budget time frames?

Welcome to the Wicker Park Group blog

2008-12-07T06:50:00.000-08:00

Every day we talk to in-house counsel and law firm leadership about the lawyer-client relationship. Through this blog, the partners and consultants of the Wicker Park Group will share our thoughts on the trends, concerns and ideas that impact how firms are differentiating themselves in the eyes of in-house counsel.

We will also be sharing comments directly from in-house counsel; ideas critical for law firms and others to hear to best understand the client perspective.