Client as barometer of efficiency—worked example
Produced in partnership with Beth Pipe of Cumbrian Rambler Ltd
Client as barometer of efficiency—worked example

The following Life Sciences precedent produced in partnership with Beth Pipe of Cumbrian Rambler Ltd provides comprehensive and up to date legal information covering:

  • Client as barometer of efficiency—worked example

Step 1: Identify our clients

Who are our existing clients? (Specific and generic)Internal clients–finance team, laboratory team(s).
External clients–small to medium biotech or pharmaceutical organisations.
Who are our potential clients?Could we potentially provide legal or consultancy services to other life sciences organisations in order to generate revenue?
Untapped markets to explore?Other, smaller, life sciences organisations.
Is our client base likely to change?Potential changes to legislation? Effects of Brexit? Political changes affecting future funding?
Other

Step 2: Gather client information/feedback

What do we already know about our clients’ needs?Clients want due diligence to be dealt with swiftly.
Clients like to be kept updated, even if nothing is happening. They tend to judge us more on our service than on our technical work, which they appear to take for granted.
This is really as much as we know, as we need to improve our client feedback.
How do we currently receive client feedback?Client questionnaires, but we don’t ask what services they would like to see us offer.
We only ask for client comments at the end of the entire process and therefore don’t have reliable feedback about the early stages of their process.
What information is in the complaints file?The main trend is that clients complain about lack of communication and delays, some of which are not our fault. Often they complain about the results,

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