If you want to find out which areas of your service your clients like/dislike/want improved/want changed/want more of, the best thing to do is ask them, yet still too many professional service firms avoid meaningful client service review programmes.

It's also a self-funding exercise because, as the CEO of a fast growing Essex law firm told us "I have never done a client service review without winning more work"!

1. Set an outcome for the programme

By the end you should be able to understand (and articulate) your firm's real points of difference which in turn will help you build a strong and believable brand. You'll also know which marketing message and activities to focus on which in turn will increase ROI

2. Set clear goals for the programme

Do you want to gain inside information to improve service levels? Do you want to uncover cross-selling opportunities? Do you want to generate referrals? Do you want to tackle potential client unrest and aid retention? Without clear goals it's impossible to measure outcome and value

3. Choose your interviewer carefully

Somewhat predictably we'd say use an external reviewer, clients will always be more open with someone one step removed. However some firms have used their managing partner or a head of an unrelated department to good effect - just make sure it's someone with no direct personal interest in what they hear

4. Don't be afraid of bad news

This is the most common reason not to undertake a client service review programme. But, only the bad news is going to really help you improve the areas of your service that really need to be improved

5. "We already know what the client thinks"

No you don't! The only way you'll truly know is to ask them. The professions are littered with seemingly strong relationships that disappear overnight and with additional opportunities appearing from the most unlikely sources. Don't assume (and apologies for the training cliché), it makes an ass out of u and me

6. Ask very clear questions

These should be linked to the goals of the programme and again shouldn't avoid bad news. Ask why fees from a certain client have declined. Ask how to win work before it goes to tender. If you don't ask the question, you won't get a reply

7. Pick a variety of clients

If you commit to reviewing 10 clients choose a few healthy relationships, a few clients you're not as close to and a few where you can foresee a problem (perhaps someone who's complained recently)

8. Include lapsed clients

Those clients who have chosen not to continue to use your services must have had a reason to change. That reason could be something you need to change to win more new clients and keep more of the clients you have

9. Be taken more seriously by your clients

I'll bet nearly all of your collateral and tenders annunciate some sort of pledge to client care. Make it real, do something to prove you really do care what your client thinks

10. Build an internal support base

However enthusiastic you are, there will still be some colleagues who'll consider this to be an expensive waste of time. Conduct a couple of test reviews and publicise the results (already implemented if possible) because ‘success sways sympathy'

10½. Actually use the feedback

Don't just do the reviews, tick the box and move on. This is another example of why an experienced external reviewer adds value. As part of the assignment the reviewer should distil the results and highlight areas of concern and required actions not only using the common themes but also by client - Tenandahalf certainly do!

Tenandahalf have managed client service review programmes for a number of very different firms across a variety of sectors. To find out more about our approach click here.

Alternatively, if you'd like us to send you a FREE case study outlining how one law firm used client service reviews to improve their business, please email us with the subject line ‘CSR case study'.

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Peter York
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