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Pine went on to discuss a number of other services that are improved through engagement of the customer in ways that changes the interaction between the service and the customer. Hospitals that have focused on personalizing, humanizing, and demystifying the hospital stay have created improvements in healing and overall health care experience. Architectural firms that personalize the experience of their customers and cause an engagement between the firm and the customer's project that makes the customer feel as though they have the complete focus of the firm on their projects. Restaurants that create an environment where the customers are actually a part of the overall presentation, and not simply a bystander there to eat a meal.
There was one example that Pine gave that he says failed in his opinion to engage the customer, although it is known for creating an interesting and interactive environment. The Rain Forest Cafe is a chain that creates an atmosphere of interesting automated animal creatures, but that alone is simply not enough to create an experience (at least not a positive one.) The scene is set, but there is no one directing the experience. I remember my first time in one of these, and was told that there would be a "show" every twenty minutes. We watched, we waited, the animals made a few sounds, moved a bit, but we never actually saw a show. When we left (after about an hour), we asked about the show, and the waitress said that we'd seen the show three times. We left disappointed, and I've never gone back.
This type of "show without direction" reminded me of what law firms have created in their receptionist areas of their offices. Lots of interesting items that line the room with spectacular views, and even a few items lying around waiting to be picked up and read. But the experience is usually this:
- Exit the elevator; look around for the receptionist area
- Greeted by the receptionist; asked for name, who you are here to see
- Receptionist calls the attorney and announces you are here
- Receptionist invites you to sit down in one of the comfy chairs
- You wait until the attorney comes to get you (usually after they've finished up editing a document or finishing up an email)
- You are then walked back to the meeting room or attorneys office
- When you finish, you are walked back to the receptionist's area
- Parking validated
- Enter the elevator and leave
The main problem that popped into my head while considering this process is that law firms have created a highly efficient receptionist that can handle high volumes of telephone calls, visitors, and deliveries that enter and exit the law firm. It is all very utilitarian. However, the trade-off for being so efficient is that there is no individual experience. Views may be great, but views with a story behind them are twice as great. We lack that engagement… that storytelling of why something is laid out on the table enabling the customer to see more than the words and pictures before them. No one is making the customer feel as if he or she is important to the firm. In fact, it is quite the opposite. Vendors coming in to sell products to the firm are given the same treatment as clients bringing in thousands or millions of dollars of business to the firm.
I began thinking of how we could change this bland, one-size-fits-all, experience and make it more engaging to the client, and more productive for the law firm. Ideas of a client concierge began forming in my mind. Imagine having someone in your Marketing, Business Development, or Client Teams departments greeting clients (especially key clients) when they walk off the elevator. Knowing exactly who they are, who they are there to see, and being ready to engage the person or persons in conversation. One of the points that Joe Pine made in his talk was that the experience should be a presentation, staged, if you will, and no "back stage" preparations should be exposed to the customer. Therefore, the attorney should be ready to meet with the client and all other business (telephone calls, document editing, emails, etc.) should be put away. If there are timing issues between the attorney's availability and the client's time to meet, the concierge should be ready to expand their engagement to fill that time. However, the client's time is just as valuable as the attorneys, so this should only be a brief extension of the concierge's performance.
The idea behind the client concierge is actually two-fold. First and foremost, they are there to engage the client and create an experience that lets the client know that they are important to the firm, and that at this moment in time, our resources are focused upon them. In addition to the engagement, there may be valuable information that the client discusses with the concierge. There may be exciting personal news the client talks about, or new business dealings brought up in the conversation. The concierge should relay these points to the attorney or departments responsible for this particular client. This isn't about prying, it is about creating a better relationship, and improving the client's overall experience with the firm.
I brought my idea up a couple of times, and was a bit surprised by one answer I received. "Clients like being left alone in the reception area. It gives them time to check and answer their emails." I really hope that is not the case. I would think that clients do not like waiting (especially if they think the clock is running on the attorney's billable time.) Instead of making them wait, engage them. Instead of letting them come up with ways to pass the time, take advantage of the time they are giving you by appearing at your office. Personal contact between clients and the law firms that represent them are fleeting. Firms should find ways of leveraging that time and engaging the clients in ways that produce a more positive interaction, and result in a better experience for the client.