If you are paying monthly for Microsoft cloud services, such as Office 365, Azure or Microsoft Dynamics 365, you can now switch to
and earn cashback on your monthly licence fees.
The cashback varies depending on the software you’re consuming and the volume of consumption, but for some ‘services’ savings could mean double digit percentage points, possibly worth tens of thousands of pounds a year.
Work out how much you can save using this calculator. https://goo.gl/Lk1N59
Frank Manning, legal tech specialist at Inpractice highlights just a few of the options, but get in touch to find out how to put these and much more to work for your practice. Here is a quick look at just some of the tools built into Office 365 that can help you get up and running quickly with some aspects of GDPR compliance.
The Content Search feature lets a firm scan all sources of data held within the Office 365 environment although there are options to import data from other systems to manage within O365 too. It’s quite powerful in any event as it allows you, for example, to scan emails, documents and even Skype messages.
With content search, you specify keywords for it to search against. You can also use Boolean to combine keywords (i.e. instead of searching for client, account, number as separate keywords combine these into client AND account AND number if you wanted all keywords to be present to return a result). In addition to keywords, you can specify message sent/received dates, modification dates, sensitive information and labels. See more on this function below.
Here is a really good resource detailing everything that is searchable. Once the search has been completed and any matches identified, Office 365 then provides you with the ability to preview the search results in a preview pane. For example, you can preview the contents of emails, Word, Excel files and more …
Depending on what you want to do with files that present a breach of GDPR you have several options. You can, for example, delete the files or export them.
The Labels feature allows you to apply a label to a data item that will identify it as a particular type. For example, if I’m holding data on an individual that needs to be retained until they reach the age of 18 I could create a label called “Retain until 18”, but note that items can only have one label applied at a time.
The label can then have automatic actions applied to it. For example, it can automatically delete the data or just trigger a review. There is much more functionality to help law firms comply with GDPR, but as ever, technology is just an enabler even if it has the potential to radically automate and ease many of the steps that have to be taken; just part of a bigger project that requires
leadership, strategy, policies, engagement, training and stringent management
to produce the right results for your practice .
Only 39% of RFPs received by KCOM during an 18 month period allowed or
encouraged suppliers to be
innovative. But more than half of
these prevented the development
of a strategic partnership – a
relationship that is critical to
creativity – leaving just 18% of
enterprise IT RFPs that truly
This review covers RFP's mostly from outside the legal sector, but our experience shows the same happening in law firms, in spite of new initiatives and developments on AI and process improvement.
In this insightful report on research by KCOM, they explore why the IT RFP process is failing to deliver on the key challenge of our time – innovating the customer experience.
The best IT projects are highly creative, innovative and collaborative. IT professionals everywhere are highly motivated to deliver on all these goals. But the IT RFP process is stifling these positive impulses with outdated and inflexible practices:
This report from KCOM analyses real examples of RFPs - admittedly outside the legal sector - and share their ideas on how to fix the problems that are holding businesses back.
Make sure your IT projects deliver on the innovation and creativity needed to meet customer expectations by heeding the guidance in this report.
DOWNLOAD the report here - check out the section at pages 12 and 13 in particular on " Things to consider procuring enterprise technology projects" and talk to us at Inpractice UK if you want to find out more about how we help law firms deal with this in the legal sector.
“Growing evidence reveals that firms define ‘giving value’ very differently from the way clients assess whether they receive it. There are three simple things a firm can do to get – and stay – on the same page as the executives paying their bills.” from the article below by James Bliwas.
Why does this matter?
As an example: Helping lawyers become more effective at “ Pricing” to agree and recover higher fees is high on the agenda for most firms at the minute and quite rightly too.
However, most lawyers still bypass the first critical step – listening to the client – which throws this and just about every other initiative that impacts on client experience, out of kilter. Not listening properly is likely to at least substantially dilute the results of many of the new initiatives in which progressive law firms are currently investing.
Listen to clients (and introducers too) at the beginning to make sure you are aiming to implement a solution that gives them what they value most; not what you think they do. The understanding that will develop at this point will establish a sound base for new initiatives, including management of client relationships themselves.
On our pricing example – Lawyers can only agree the “best” price that a client is willing to pay (whatever pricing model they use) if the client feels that a lawyer’s involvement helps or enables them to meet the challenges that matter most to them, in a way that works best for them. Business owners and execs are interested in how it impacts on them personally, on their role in the business and on the business itself – so you need to hear all of this whenever possible.
We say – talk to the owners or execs at the client business first to understand what they value (including what is currently missing), make time to explore new options; how the service could change to deliver more value for the client. Then base your pricing (process or relationship management as discussed below) on the components and value to the client of the new service and relationship; not the old – and the sooner the better if you want to retain good clients.
Lawyers can’t get the relationship or the service right for the client until they know what clients really “value”. Most think they do, but make too many assumptions when options and expectations are changing quickly; and where every client is different and developing at a different speed.
Many firms are introducing big and expensive changes on Process Improvement , CRM , Artificial Intelligence and wider Technology at the minute (again quite rightly), with the aim of reducing costs and improving service … but are these initiatives being developed with a real understanding of what different clients want from them – apart from a reduction in price?
How do you find out?
All 3 solutions proposed in this informative article (well worth reading) – from James Bliwas – involve 1 key step; “listening to clients”. I would take that further to say … listen to clients talking about their business, what is expected of them and their challenges, with an open mind and a clean sheet on what the “legal” service could look like. Be prepared to start again … and price the service that flows from this discussion – not the one you provide today.
Why do it?
Most firms miss the mark because they don’t dig deep enough, so don’t discover what could be done differently that might, for example, involve more or different collaboration, integration or communication … and more. Often “less is more” so there can be opportunities to cut out wasted time and steps on both sides; for the lawyer and the client. New options in these areas have been developing quickly; perhaps even faster and further with some clients than with many law firms.
There is also a tendency in reviewing relationships to look backwards, rather than forwards.
Talk about other aspects of the business that matters to clients … as well as price. There are usually missed opportunities to make the relationship stronger beyond the handling of individual legal transactions. What are they … for each client? Find them. Things that will keep the client coming back and justify a better return for everyone from the relationship. To find out what those opportunities are, take time out to discuss and explore options.
Then find ways to share this with your people to develop their understanding so that you can put meaningful new initiatives into practice. Modify current services, develop new, introduce better communication, collaboration and integration and whatever else it takes to help clients want to keep coming back.
Our Client Listening is NOT about “client satisfaction”. We focus on looking forwards in every relationship to new options and opportunities to do better and do more of what the client wants, willing to challenge established ways of working together; but few firms do this effectively.
MAKING IT HAPPEN FOR YOU
We can help you put together the plan and to make this happen for your practice.
To discuss how we can help you, please complete this contact request form or schedule a free telephone conference (confidential and with no obligation) with Allan Carton via the link a the top of this website.
DO THIS EVERY TIME
1. When you make a will for a client, ALWAYS ask ... this question.
2. Make sure you have a good quality leaflet available to send by post and/or email that provides useful insights into the role of an executor; well presented, with readable FAQ's - and an outline of who you are and what you do.
3. Send it and invite them to drop in for a chat to discuss. Ensure compliance with GDPR to get the executor's consent to you keeping in touch.
4. Add their names to your database and keep in touch with information about your practice and your services.
FOLLOW THROUGH BECAUSE ...
A] This is an easy opportunity to grow your client base quickly from people who can become clients for life.
This can produce n ew work for your private client team tomorrow
; maybe conveyancing, PI, their own wills etc.
Knowing about executors' responsibilities would be helpful
to the client and the executor.
D] These executors are amongst your best prospects for new business because your client should speak well of you.
E] They probably fit with the profile of people that you are likely to appeal to .
F] They may know your practice already, but that doesn't mean they will always use you. It's a useful prompt.
G] If they don't know you, this gets your name in front of them - in a good way.
H] It creates an opportunity to meet face to face - although most are more likely to come along when they need you.
It's more likely these executors will use you for their wills and probate work in the future - so do the same again!
WHY YOUR COMPETITORS DON'T ASK EITHER
It takes preparation, planning, coordination and commitment from everyone in your practice. Very few firms invest the time and effort because they don't recognise the potential and the lost opportunity, so it's worth some effort to get organised; others are reluctant to ask the question and few put enough effort into gathering, cleansing and using their client data effectively. So there are some key steps to take to be able to get the full return on this.
1. Make sure all your staff know that what matters most is making the clients comfortable, taking time to build a rapport with them, as well as doing the legal job well.
2. If you don’t have a reliable and user-friendly marketing/prospecting database
, get one organised now. You’ll have to set aside chargeable time to sort out a good system, but it’s an investment worth making. If you don’t have searchable records of executors, trustees and beneficiaries, as well as testators, set these up now, before your campaign begins. Otherwise, you will lose out on one of the best sources of new clients available to high street practices.
3. Sell your service as a joint executor. Don’t just tell your clients what you will do – tell them how it will make things much easier for the people they leave behind. Find out what matters to your clients, by exploring their ideas and fears on what will happen after their death and respond with practical advice.
4. Get your clients’ agreement for you to keep in touch and keep them informed. Add them to your mailing list and do actually keep in touch. To do this, you need to get your client and contact database in order. This should be an absolute priority for every law firm right now. Don't let the GDPR requirements inhibit your plans. Deal with them.
6. Invest some time in business development with your clients’ consent. Invite every executor and trustee into your office
when the will has been made to discuss their role and responsibilities, and your role in helping them. Give executors and trustees information to take away and get their agreement for you to keep in touch. Add them to your mailing list and do keep in touch. Again, you need that database.
MAKING IT HAPPEN FOR YOU
We can help you put together the plan and to make this happen for your practice.
To discuss how we can help you, please complete this contact request form or schedule a free telephone conversation (confidential and with no obligation) with Allan Carton via the link a the top of this website.
O ther related topics that might be of interest:
"What struck me most about the event (GC Summit Switzerland with an audience of about 80 Swiss GCs) was the fact that much of what Hamish spoke about centered on talking to and ultimately knowing what your client really wants and needs. This approach means going away from looking at the ‘what’ and much more at the ‘why’. Not how can we make our widget better but but why and how are our customers using it in the first place."
Valuable insights and conclusions
in this interesting article
from Catherine McGregor
, Editor in Chief of GC Magazine and Publishing Director at the Legal 500.
Part 2 of a 3-part series
of short articles. We explain how law firms are using "independent client
listening" to generate new business, strengthen ties with clients
(referrers and business partners too); to develop new service propositions
valued more by clients, innovate on service delivery and develop a
client-focused culture across the business. It helps lawyers to find tangible
new ways to differentiate from competitors and future-proof relationships with
“For the smartest firms the
opportunities are waiting to be seized, but it will take a dynamic and
questioning mindset and an ability to look at the business from the client’s
point of view, to be consistently successful.”
(The Age of the Client –
LexisNexis Bellwether Report)
Focus Initiatives on whatever clients value – make it tangible.
Law firms should combine independent “client listening” with other relationship, account and business development activities as all have a part to play.
We use independent client listening at the front end of most projects, to get a perspective for our clients - from theirs - about what they would value as tangible outcomes for them of the initiative we are about to work on. It helps dramatically to inform the project and the results our clients want to see from it.
Bear in mind that all our key areas of work have a direct impact on clients, so this is very pertinent. All are aimed directly at adding value to our legal clients’ services – revolve primarily around technology, client relationships (from CRM strategies and systems, through research and systems), process improvement (including “lean”) and development of the skills needed to make the most of these enhancements to the capability of the practice.
Client listening can be used in many different contexts, some of which we outlined in the first article, but overall it:
The best results are produced from one-to-one, face-to-face interviews and we are reluctant to carry out any relatively small scale initiative in any other way. As the numbers rise, it makes more sense to incorporate some other forms of listening; perhaps telephone calls or Skype for one-to-ones at a distance, but interaction is essential. Focus groups can be very productive too in the right situation, but can be expensive and challenging to coordinate for the right mix of people.
Listening Looks Forwards – Not Backwards
Client Listening is not about “client satisfaction” related initiatives, which have a big part to play too and are much more prevalent in the legal sector. They tend to look backwards at what service has been like, asking “how are we doing, what could we do better?”.
Client listening looks forwards to what the relationship and services should look like in the future asking “What can we do differently … to give you more value from our relationship and the services we deliver for you?”. Everything should be up for discussion - no holds barred. The past has got you this far, to establish the relationship, but expectations and possibilities have changed radically.
Independent Listening Produces Better Results
Independent Client Listening involves the introduction of an experienced, objective view to add a new dynamic and a different perspective. Our experience has shown that this involvement very often opens up new, totally unexpected, opportunities that would not otherwise have been identified.
Why this works so well, so often?
The business people we talk to have generally never experienced this kind of investment and interest in a relationship with them from a law firm before. They recognise it as exceptional now. Perhaps it wouldn’t have the same impact if all firms did it.
Being independent, we can talk candidly and very directly about their personal and business objectives . We can explore the concerns that could generally keep them awake at night to find out about them and their business world, setting specific legal services aside for good parts of the discussion. Experience tells us where to draw the line.
We assure them of confidentiality in any areas they don’t want attributed to them. In practice, it is rare for clients to exercise this right to anonymity, but it lets them talk without any inhibition or reservations.
We explore options; what might be possible – we don’t agree any actions, making that clear to the person we interview. It is agreed that we take their comments “back to base” for the law firm to chew over and come up with any proposals from there, with a clearer understanding of what the client wants to achieve.
We make it clear that we really don’t know anything about the detail of past transactions, which means we don’t get bogged down in that detail . We are only interested in looking at how the relationship and services should develop going forwards.
In that context, we can use our wide experience of the market for legal services and our research into their sector to identify (alongside our client’s views on untapped opportunities) to open discussion on their view of the legal service they want in the future. What could that look like for them?
You will find that Independent Client Listening can be used very effectively in a wide variety of situations to help develop your business. It should be a resource that every firm should use one way or another as a matter of routine.
Find out more about how we help lawyers introduce effective Client Relationship Management below: