Sample Client Feedback and Market Penetration ResearchSM Programs Designed and Implemented by Extreme Marketing
Developing the Right Program
Just as every professional services firm is different, so too must their approach be to client feedback programs. There is no cookie-cutter approach or off-the-shelf product that works in a one-size-fits-all way. Rather, there are some principles of effective client feedback programs that guide the way- they are applied to each firm in order to meet the specific needs of the firm's clients and the firm's overall client service objectives.
2,000-Plus International Law Firm
This mega-firm is widely known as a domestic tax and corporate firm and an international firm. The firm believed there were opportunities to cross-sell its litigation services to existing clients who used its domestic corporate, tax, and international services. As such, the firm identified 30 clients and prospects in a defined market and developed a specific and measurable program to interview them about their needs for litigation services.
With existing clients, the first step was ensuring that these companies were completely satisfied with the services. Then the door was open to ask about how these companies find and choose litigation counsel. Note: the objective was not to say, "We've done your corporate or international business for years, now give us your litigation business." Instead, the process involved identifying criteria that companies used to add law firms to their "short list" for litigation matters and what aspects were important in the delivery of legal services that truly enhanced the law firm/client relationship.
With potential clients, the process involved asking questions about that company's procedure for finding and choosing new law firms and identifying the service preferences that differentiated the best firms.
The preparatory and training process involved several layers. First, the firm had to consider how its compensation plan encouraged and/or discouraged cross-marketing among the partners. The litigation practice group then identified a pilot group of partners (about 20) to participate in the first round of cross-marketing efforts. The head of the litigation group worked with the marketing department and several senior-level partners from the domestic tax and corporate practice groups to identify potential clients to interview. Criteria were established to assist in identifying appropriate client targets. The process of getting the practice groups to coordinate and cooperate was a challenging part of the practice especially in light of the size of the firm.
The pilot group of litigation partners also went through a half-day of training with Extreme Marketing. This involved EM conducting an actual cross-marketing client interview in front of the group. Assignments were made and the cross-marketing initiative began. It lasted for approximately one year.
The firm found this marketing effort to be fruitful, albeit it was challenging to sustain long-term follow up. The firm codified the important steps about the cross-marketing process and continues to encourage this effort among its partners.
