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Question by Petri Nevalainen, a Lawyer from Prudentum (Finland)

The client values the “what part” of the service (i.e. the legal service), and “how” it is provided. Often, the service experience is just as important as the actual legal service. The way we deal with clients can make or break our relationship with them.

Characteristics appreciated by clients:

1. Reassurance. Reassurance is the main characteristic that clients value in a company that provides professional services. If the company gives them reassurance, the client will continue to rely on it. This is why some law firms base their business strategy on the cornerstone of “client reassurance”.

Think about things that reassure the client: the perception that he can trust the professionals employed by the practice, the lawyers’ ability to pre-empt eventualities and provide creative solutions (with integrity, and legally), prudence (realistic expectations), reliability of performance (results), experience in similar cases and a well-known brand renowned for its quality. Honesty, modesty and discretion (professional secret) are other highly-valued characteristics.

2. Optimal and preferential treatment. To secure the client’s loyalty, build an individualised, personalised relationship with him. Treat each client the way they wish to be treated, ensuring that they is aware of and observe the firm’s policy of customer service (business hours, visits, etc.). In a few words, build a relationship on mutual respect.

Manage the client’s perception well: listen to him, get to know him, understand his needs, remember them. Treat him with interest and cordially. Get your client to feel comfortable dealing with your firm. Be accessible. Keep your promises. For example, call the client when you said you would; answer his e-mails as promptly as possible; if you are travelling, give the client service alternatives.

3. Quick service. Remember that it is not the director or the chairman of your firm who pays our wages. It is the client. Without clients there is no practice. Advise the client with interest and enthusiasm and give him a fast, albeit unhurried service, as quality takes time.

4. Communication. Report and communicate to create a trust-based relationship. Communicate clearly. Surprise the client with details.

5. International operating capacity. The capacity to create an international network of contacts or bilateral alliances does not depend on a firm’s size. It depends on the will and the skill to have them. You might assume that your clients do not need this operating capacity. Secure it and tell your clients that you have it. You will be surprised at the results.

Clients attach increasingly greater value to the role of the lawyer not just as a legal expert but also as an investment advisor, a professional proposes and creates opportunities for them. The ability to provide assessment in investments attracts potential clients, both private parties and companies, if the company makes this ability known. For example, I advise American and Asian firms that attract European investments to their countries or from their countries to Europe. First of all they prepare a certain strategy. Subsequently, with or without the aid of European practices, they publicise themselves in employers’ organisations or professional associations to which they have access through the relationship of confidence I maintain with them.

And the cost? The cost is also valued, naturally. It must be seen to be fair. Nevertheless, if you or your company have a brand (are the or one  of the references on the market), you will avoid price wars, as this discourages and wears down any professional.

All the aforementioned characteristics have a direct impact on the human resources policy of law practices. We must recruit professionals with capacity to create excellent relationships with clients and then train them to improve their knowledge and skills. In other words, do precisely the opposite of what most law firms do. The quality of the lawyer as a person is just as important as his professional quality.

© 2007, Francesc Dominguez, marketing consultant, co-author of the book El marketing jurídico. www.lawmarketing-europe.com