| Strategic Client Service Planning is a process by which client-specific teams of fee earners identify the needs of a strategic clients and match the firm's capabilities to meet those needs. The result is a more beneficial relationship for the client and a more beneficial and profitable relationship for the service provider.
Specifically, the strategy session does the following: develops a method for increasing the client's level of satisfaction; focuses the client relationship and business development efforts of fee earners; develops a team approach to focusing the effort and resources of the firm; and develops a format to follow in pursuit of providing additional services to the client. A well conducted strategy session normally produces between 8 and 10 objectives, with each objective containing 3 - 5 action steps. As the session proceeds, team members responsible for each action step are identified along with due dates for completing each action step.
A Strategic planning session, normally requiring about four hours to complete, is conducted for a team of fee earners who are currently servicing an existing client. The team may also include fee earners who are not currently serving the client but who may be serving the client in the near future. The ideal number of fee earners per Client Service Strategy Session is between 6 and 10.
GETTING STARTED
Selecting The Client: A key to successful service planning includes selecting the appropriate client. Client selection criteria includes the following:
- An existing client that is significant to the future of the service provider. A question to answer.. "If we lost this client would it have a substantial impact on our firm?";
- A client that is pleased with the services the firm has been providing;
- A client whose client partner (or the principal fee earner responsible for managing the client relationship) is willing to actively support the cross fertilization of this client [one of the biggest impediments to effective service planning is the client partner who blocks the process];
- A client that has a need for services from additional practice areas the earners are capable of providing;
- A client that is large in sales volume and physical size and/or has the potential for significant growth;
- A client that pays its invoices; and
- A client for whom the firm wants to work.
Prior To The Strategy Session: Before the strategy session is conducted, each session participant is provided a briefing book containing the following client information: Major news clips of the client for the past 12 months; fee history by practice specialty for the past three years; and background information about senior principals of the client. Fee earners are expected to read the briefing book prior to the strategy session. The more knowledgeable the participants are about the client prior to the session, the more productive the session will be. The service team is now ready for the strategic planing session. |
SESSION AGENDA:
Level of Satisfaction: The session leader begins by reviewing the level of satisfaction for this client. Specifically, the team discusses the measures taken to gage the client's satisfaction with both the level of technical service and the quality of service delivery. This agenda subject oftentimes produces an objective to measure client satisfaction because no feedback has been secured from the client. If the level of satisfaction for this client has been measured, the team discusses the level of satisfaction (or dissatisfaction). No matter the level of satisfaction, an objective for the team is to raise the level of satisfaction. The team needs to understand the importance of keeping the client very pleased and for having a method for ensuring client satisfaction. Among the most valuable action steps a service provider can perform for its strategic clients is implementing a client visitation program. An annual visitation conducted by the chairman of the service provider or other appropriate senior firm member can be among the most meaningful client care activities a firm can achieve.
Fee History: The next agenda item focuses on a review of the client fee and revenue history by practice specialty. The purpose of reviewing the client's fee history is for team members to understand if fees have been growing, declining, or stagnant. If the fees have not been growing, team members should understand reasons for this.
Organization/Principals: This agenda item focuses on knowing the service needs of principals at the client firm. Some client principals seek regular communications and meetings with their service providers; others want occasional communications and meetings; some only want to meet when it is important to discuss matter issues. It is the responsibility of the service team to determine client service desires. In addition, by knowing client principals' business goals and their personal goals, team members become more valuable to their client business interests.
Weaknesses and Strengths: The team can pinpoint weaknesses and strengths in the client relationship by answering this question: "If a neutral third party asked the client what it thought about the service provider's firm, what would the client say?" Action steps to resolve each weakness become a part of the strategic service plan.
Goals Of The Plan: Goals of an effective client service plan oftentimes include: To be rated a "10" by the client in terms of technical competence and service delivery. to be one of the primary service providers for this client; and to represent the client in additional practice areas, which are identified during the strategy session).
Problems and Opportunities: The last agenda item to be discussed during the strategy session is "problems and opportunities". A problem is an issue that interferes with the team's abilities to achieve its goals. An opportunity is any issue that will assist the team to meet its goals. A discussion of these two subjects produces additional objectives the team is to include in its service plan. A draft service plan is provided each team member for the purpose of agreeing upon the objectives and the action steps of each objective. Once agreement is reach, the team members initiate the service plan. When implemented the service plan is a tangible means of demonstrating to the client that the client's interests are the number one concern of the service provider. While many service firms talk about their commitment to quality technical competence and service delivery, the strategic service plan demonstrates this commitment to the client. |
