Executive summary vii About the authors xiii Chapter 1: Client feedback has gone stereophonic: are you still listening in mono? 1 By Sally Dyson, director, Firm Sense Ltd Introduction 1 How firms listen 2 Bringing it all together 13 Conclusion 15 Chapter 2: Client feedback - asking the hard questions to get the best results 17 By Will Taylor, senior client development manager, Wiersholm Introduction 17 Why have a client feedback program? 17 Have a structured set of questions 19 Ask the hard questions 21 Go "off piste" when given the invitation 23 Ask the "hard" clients 24 Have the right person asking the questions 25 However you do it, make sure you act on the feedback 25 Conclusion 25 Chapter 3: Cultural shift or cultural shove? The challenges of the client journey in the post-pandemic era 27 By Yolanda Cartusciello, partner, PP&C Consulting Client journeys in the pandemic and beyond 28 What the clients told us 29 The shift versus the shove 30 Client journey management 31 Client journey mapping 31 Inject client thinking into the client journey design process 33 Identify new client needs and services 33 Provide management committees with a powerful governance tool 33 Conclusion 33 Chapter 4: Client journey mapping as a source of sustainable competitive advantage 35 By Andrew Hedley, Hedley Consulting Setting the strategic context: what client journey mapping is and why it matters 35 Client journey mapping as an integrative process 36 Understanding touchpoints: necessary but not sufficient 39 Stages of the client journey 40 Using Servqual to understand and align brand promise with brand experience 43 Taking things forward 46 Chapter 5: Client loyalty - delivering exceptional client service 49 By David H. Freeman, JD, CEO, David Freeman Consulting Group Build long-term relationships 49 Be highly responsive 50 The new math 51 Get on their turf 52 Understand the client''s business 52 Client feedback 53 Client service teams 54 The feedback process 55 Annual client meetings 55 End-of-matter reviews 56 Mid-matter reviews 56 Act on feedback 56 Deliver added value 57 ACC value challenge 57 Work as a team 58 Other techniques for delivering exceptional service 58 Chapter 6: Defining, measuring, and delivering a stellar client service strategy 61 By Kim Carr, lead partner of the wills, probate, and lifetime planning department, FBC Manby Bowdler LLP Defining "stellar" 62 Bringing everyone on board 63 Sharpening the tools of our trade 64 Chapter 7: Optimizing client service in the post-COVID legal market 67 By Douglas McPherson, director, Size 10½ Boots Ltd How do you provide the best possible client service? 69 How do you put the improvements you want to make into practice? 73 How do you ensure you are delivering the optimal levels of client service while working in a hybrid environment? 75 Chapter 8: Are automated assistants ready to optimize the next chapter of online client care? 77 By James Matthews, UK&I country manager, CM.com Is LegalTech the springboard to a higher level of client service? 77 Where to start? 79 Virtual assistants - a simple starting point 80 How could a virtual assistant improve your client care? 82 How can virtual assistants be used to improve the way you market and the results your marketing achieves? 83 Chapter 9: Innovation as a business development strategy 87 By Scott Rechtschaffen, chief knowledge officer, Littler Mendelson Law firm marketing approaches have evolved 87 Why innovation is relevant for today''s corporate legal clients 88 Innovation at Littler 89 The beginnings of innovation at Littler - knowledge management 89 Knowledge management as the foundation of a comprehensive content marketing strategy 90 How do we do it? 92 Innovative legal service solutions as a brand differentiator for Littler 93 Conclusion 96 Chapter 10: The LawNet Mark of Excellence - lessons for law firms 97 By Helen Hamilton-Shaw, member engagement and strategy director, LawNet The LawNet Mark of Excellence 98 Cultural commitment 102 Rates of satisfaction 104 Learning lessons 105 Feedback from LawNet member firms on how they are making use of CX metrics to effect change 107 Chapter 11: Litigation management in a still uncertain world 109 By Paul A. Williams, partner and general liability litigation practice co-chair, Shook, Hardy & Bacon LLP Pandemic litigation trends so far 109 What still lies ahead? 112 The litigation burden 112 The litigation management solution 113 The practice of successful litigation management 115 An opportunity to take control 117.