There’s a strong business rationale for professional services firms to adopt the concept of gamification to improve client engagement and business performance. Gamification offers a ‘management by exception’ methodology – offering visibility of the lowest benchmarks, and encouraging firms to improve those thresholds by continuously raising the bar.
One of the biggest risks to professional services firms is losing a client, which often results from poor client engagement. Using the concept of gamification within CRM, key client management can be quantified, measured (based on individual employee personal development and performance goals), and dynamic risk analysis tables created (drawing data from the CRM and other business systems) to monitor customer engagement and satisfaction in real-time – all the time raising the bar of acceptable client communication and interaction.
In professional services firms, a key personal development programme objective often is to build and strengthen contacts with current and potential clients. Leveraging the notion of gamification, in its CRM system, a firm can create a league table based on criteria such as number of existing and new contacts contacted, number of follow ups, number of two way employee-client interactions and so on. Undertaking such a comparison across respective peer groups will clearly illustrate the level of client interaction across the firm and help set new standards for individuals and the organisation.
Similarly, it’s recognised that having multiple touch points in client organisations reduces the risk of losing customers. A table that lists the firm’s customers and highlights the various contacts and how many times they are engaged in a month will ensure that the relationship with the customer organisation as a whole is maintained and strengthened. Such an approach builds in an automatic mechanism that continuously abets higher level of client interaction.
From a revenue standpoint, a dynamic league table in the CRM system that tracks and compares the revenue generation plans of all practice areas can be useful. The table could list all the firm’s customers by practice area, current revenue levels of each customer along with projected revenue streams. The possibilities are endless and ultimately, the idea can be extended to monitor any kind of metric.
Customer organisations gain too. Timely access to and response from the firm is an obvious benefit, but organisations will likely receive a progressively higher quality service on a continuous basis along with the opportunity to request for more innovative and customised offerings. Rather than the traditional survey approach for client feedback, firms could create an active table based on the criteria that clients use to measure the firm. This could provide insightful information on the gap between perception and reality of how in fact customers benchmark the organisation.
Firms looking to adopt gamification must view the notion strategically; and properly leverage their CRM systems to embed ‘gamification’ capability. Note that the objective of a gamification strategy isn’t to create an unnecessary competitive environment within the organisation, but to serve as a supportive tool that promotes and alerts teams to tasks that they should be doing so that their actions directly map towards the larger goals of the firm.