The client of the future – innovating around the client experience

7 July 2020by Robert Camp

Why do professional services firms find it so hard to listen to their clients?

We need to listen to what our clients say and what they really want. But why is that so challenging for professional services firms?

A big problem is being inherently risk averse. Our clients want speed, the ability to track what is happening with the work we are doing for them and information prompts from us, rather than having to chase us. They want a comprehensive service. The bottom line is that they want us to make their life easier.

Other sectors are delivering this now, and it is time that professional service firms follow suit.

Last week I opened a bank account with Monzo. All I had to do was upload a photograph of my passport and a selfie.

If a bank, with the level of regulation they face, can make the sign up process so quick and easy, it must be possible for professional services firms to do the same. Clients of professional services firms must wonder why we put up so many barriers at the start of our relationship with them.

It is important to consider every part of a client’s journey and find ways to innovate and deliver improvements in the client’s experience.

Professional service firms don’t always understand the importance of the whole of the client journey. There are many places it can go wrong so it will take time and commitment to get them all right.

So, what should professional services firms who want to innovate and improve their client experience do?

  • Look outside your sector for inspiration
  • Critically examine the whole of your client’s journey with you and find ways to make each interaction easier and better

Most importantly, actually listen to what your clients really want

by Robert Camp

I am a qualified solicitor and was Managing Partner of Stephens Scown LLP, since 2011. The firm has been ranked for 6 consecutive years in the Sunday Times Best Companies to Work For. We have over 300 staff with offices in Devon and Cornwall and revenue of £20m. During my tenure as managing partner I introduced our employee ownership model, Scownership, where all eligible employees receive an equal share of the profits, which has added to our unique culture.

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