Our client: A leading set of barristers recognised for its work in emerging areas of civil practice. Its members had longstanding experience in employment rights, European law and human rights, and had more recently developed a strong profile in education and information law. This work complemented an established reputation in public and commercial matters.
The set operated in a legal market undergoing significant change, with evolving client expectations and increasing opportunities for direct access to specialist barristers. Senior management recognised the need to ensure that its service offer and working practices continued to reflect the needs of both existing and potential clients.
Identifying the need
Our client wanted to gain a deeper understanding of how it was perceived by key clients and growth clients, including in house legal teams who were increasingly accessing barristers directly. While informal feedback had been received over the years, this tended to be anecdotal and mediated through individual relationships.
There was an understanding that assumptions about client satisfaction carried risk. Leadership wanted clear, factual insight to confirm strengths, identify gaps and highlight future opportunities. Some members were initially concerned that clients might be unwilling to give time to a formal feedback process, or that requesting feedback could feel uncomfortable given long established relationships.
However, it was recognised that clients were more likely to provide honest and constructive feedback if questions were well designed, interviews were conducted sensitively, and it was clear that their views would be listened to and acted upon. An independent approach was seen as particularly important in encouraging openness.
Creating the solution
A structured client feedback programme was introduced, using a combination of telephone, online and face to face interviews to provide flexibility and maximise participation. The approach balanced quantitative scoring with in depth qualitative discussion, allowing clients to rate areas of performance while also explaining the reasons behind their views.
The programme included interviews with both existing clients and prospective clients, providing insight into current relationships as well as perceptions in the wider market. Detailed verbatim feedback was captured to add context and depth to the findings.
Outcomes
The feedback provided clear evidence that many clients were already moving away from traditional indirect routes to the Bar and were increasingly comfortable accessing barristers directly for specific pieces of work. Clients reported few practical barriers to this approach and highlighted the value of direct expertise, responsiveness and commercial understanding.
The intelligence helped the organisation better understand what clients were looking for, how relationships could be strengthened and where service models needed to evolve. Insight from prospective clients also supported efforts to identify opportunities for developing new relationships.
Benefits
Feedback from key clients was used to brief teams responsible for managing client relationships, enabling a more accurate and shared understanding of each client’s expectations, preferred style of working and perception of the service received. The process encouraged a shift in mindset, with greater emphasis on viewing the client relationship as continuous rather than matter specific. While legal expertise remained fundamental, there was increased recognition of the importance of communication, consistency and relationship management across multiple instructions.
The feedback programme provided a concrete basis for internal discussion and decision making, supporting a more client centred approach to strategy and day to day operations.