Digital White Papers

I L T A W H I T E P A P E R | K N O W L E D G E M A N A G E M E N T & M A R K E T I N G T E C H N O L O G Y 64 • Consistent check ins on client satisfaction with the firm's technology solutions to fit the needs of the individual or business; • Seamless document management system usage with options such as digital deal rooms and other facilitated hubs for information sharing; • Creative technology solutions to provide niche service offerings in tandem with the work being performed by the firm's lawyers. Consistently checking in on the client's satisfaction with the firm's technology selections is an important task, and one that often falls by the wayside when matters heat up. While those within the firm may be comfortable with the technology provided, a client utilizes it far less often and may have some pain points that are worth listening to and considering in the future. Loyalty Loyalty is the final phase of the journey, and unfortunately, the part of client service most often taken for granted by firms. We often assume that if we do "good work," our clients will stay loyal to us, when in reality doing "good work" is simply table stakes. Offering value, listening intently and making changes across client teams to solidify bonds with clients, and carefully tracking and investigating data from referral sources are what truly create loyalty. Firms with strong client teams and client feedback programs utilize technology to proactively seek feedback and guidance from clients in order to shape future firm strategies. Some may focus their client teams and client feedback programs on key clients, but use technology solutions to ask for digital feedback from all clients upon closing out a matter. This data can be tabulated and used to affect future strategic firm decisions. Leveraging data across client teams to provide the most well- rounded representation to key clients is inherent to a firm's success, and acting upon the findings from client feedback interviews imperative to that client's loyalty to the firm. The findings from these programs should be catalogued within the firm's knowledge management system or database, in order to glean the most value from the important feedback obtained from clients. Easy to tabulate data, such as NPS rankings, can easily be input and segmented in order to see where consistent client experience improvement is possible. Cross-department collaboration with respect to client loyalty results in more repeat business from clients who feel heard and have their needs considered on a regular basis, and results in consistent referrals from those clients. ILTA Jenna K. Schiappacasse is the Director of Global Client & Business Development, Jenner & Block

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