LMA Ted Talk – Customer Success in Legal October 2016 Mark Medice Intapp - Sr. Director, New Initiatives Mark.Medice@Intapp.com Jennifer Roberts Intapp – Data Scientist, New Initiatives Jennifer.Roberts@Intapp.com

Embrace Client Experience

Client service design is one of the most difficult things to do but produces extraordinary returns in the form of client loyalty, growth and profitability.

“We see our customers as invited guests to a party, and we are the hosts. It’s our job every day to make every important aspect of the customer experience a little bit better.” - Jeff Bezos

Service Design A proactive effort to develop your product and service through the client’s eyes in order to achieve high levels of satisfaction Enjoyable Easy Meets Needs

3 Key Ideas Journey Mapping Persona’s Data-driven Decisions Journey Mapping – Boeing. Kicked off their rebrand with an ethnographic research study (P99) helped them understand that they can’t look at delivering experiences from point to point. Customers go through fluid processes and they need to think of our solutions in that way   Persona’s – Holiday Inn. Brand redesign. Choose patterns and design in lobby that were comfortable to the “everyday hero” (mid-scale business and leisure travelers who are self-sufficient, unpretentious and sociable”. P81 ALSO Boeing created personas from journey mapping (P101) Data-driven Decisions – Fidelity. Leveraged data on the way their clients interact with the company and found system break downs to improve. Now saves $4mil a year by averting calls to customer service. They identified 160 projects from this exercise that amount to $24mil in savings. (Outside In P19)

Consider the Client Journey 1 Assessment Prior to Selection 2 Matter/Panel Selection Achieving desirable onset pricing and TOBs Agreeing to staffing, budgeting Receiving appropriate communications Receiving quality performance / outcomes Observing my firm handle matter changes Receiving reasonable clear compliant billing Being given an chance to offer feedback Perceiving law firm brand value, reputation Knowing which firms are expert for my industry, issues Perceiving firm market motion, communication, demonstrable value Observing relevant firm exposure and presence Client Journey – Driving for Success 4 Between Matters 3 Post Matter Managing the budget, business Managing risk, compliance Determining the approach to handling legal issues Exploring procurement / value options / costs Assessing partner law firms, lawyers Developing the short list / panels Assessing the results for outcome, rapport, relationship comfort and cost Anticipating using the providing firm again Determining value and improvement opportunities

$825 billion Revenue attributed to hotel chains investing in CX Compelling results to the ROI of CX. $825 Bil - according to Forrester Research, hotel chains have reaped the biggest benefit, gaining $1.364 billion of revenue, a majority of that ($825 billion) can be attributed to retaining business that could have been lost to competitors Moreover, both ACSI (American customer satisfaction indicator) and NCSI-UK data show that customer satisfaction is directly linked to stock market performance. Specifically, companies with high scores and/or improving scores on the American Customer Satisfaction Index and on the National Customer Satisfaction Index-UK produce higher stock returns than their competitors and greatly outperform market indexes. http://www.theacsi.org/national-economic-indicator/financial-indicator Now what… application to law firms…

Client Service + Legal SOURCES: LEI Client Experience Inforgraphic BTI, How to Grow by Industry and Practice 2016 BTI Most Recommended Law Firms 2015 LEI, Marketing Partner Forum 2016 BTI Client Relationship Scorecard 2014

Customer Service Design Journey Mapping Unified Client View Employee Engagement Client Feedback (VOC, Post-matter, NPS) Customer Intelligence C-Level

Application to Law Firms, Process Current – ad hoc client interviews. Not systematized and small sample due to the nature of the work. Future (modeling after other industries and applied to legal) Systematized process - from intake to close (albeit virtual via a threshold) Measure; Client Relationship Health.  A compilation of various indicators that combined offer a reading of relationship health and have predictive value and guidance about future risks and next steps.  It might include financial data, client feedback scores like Net Promoter, analysis of client interviews, post-matter reviews, and other factors.  Realized Client Potential.  Measures that suggest the organization is operating holistically and completely for the client, including things like partner referrals, collaboration, overall engagement.  In particular research has demonstrated that employee engagement is strongly correlated to customer success. Strong engagement motivates elevated levels of effort by the employee. Recent literature not only shows the correlation but also causation, specifically, engagement leads to great customer experience and not the other way around. Engagement is also said to be linked to collaboration. Both engagement and collaboration are important within a law firm in terms of cross-selling opportunities as well as providing unrivaled service to ensure repeat business.   Service Differentiation. 86% of buyers will pay more for a better customer experience meaning, a happier client will likely pay a higher rates, has stronger realization and pays bills faster as there is alignment between the perceived value and cost of work. Relationship Strength.  Measuring depth and breadth of relationships aid in understanding the health and relative risk of a client. Examining the relationship in terms of the number of lawyers and practices involved and alignment between expectations provides meaningful information to act on. Law firms with the best client relationships enjoy 35.6% greater revenue (BTI)