Proven Strategies Measurable Results


August 25, 2017

Everyone needs to know how to keep score. I have yet to come across a team that doesn’t enjoy knowing the score. People engage at a higher level when they understand how to score points and have control over winning or losing. It is the same for your intake team. Whether it is one person, or ten people, they need to have an easy way to “check the scoreboard” and know how they are doing.

Know your “want ratios.” The first set of numbers that your intake team should know are the want ratios for each case type that the firm handles. What does this mean? If a firm receives 100 automobile accident calls, there is a certain average number that they will “want” to sign up. It may be 30 out of every 100 calls. That means that the firm’s average want ratio for automobile calls is 30%. If this want ratio drops to 20%, it should catch the attention of your intake team and lead to some sort of audit. However, to spot this, your team must be educated on what is your average want ratio per case type. They vary from case type to case type and jurisdiction to jurisdiction. Want ratios for premise liability claims are typically much lower, in the 5% to 10% range. Medical malpractice want ratios are typically below 5%. Firms in threshold states or no fault states may have lower want ratios. Whatever your criteria is, your want ratios should be consistent by case type unless you change your criteria. Therefore, know them, and educate your intake team on them.

Know your conversion ratios. If you “want” to sign a case up, you need to know how successful you are at that process. Your conversion ratio = cases you signed up/cases you wanted to sign up. Firms that say they “get every case they want” typically are not tracking this process. Vista has worked with nearly 100 plaintiff firms all over the country and not one of them gets every case that they want. When measuring your conversion ratios, you do want to give some sort of lag time for the data to settle. What does this mean? It means that there is typically a delay between the time that you make the decision to sign the case up to the time that you have a signed contract in your hands. This is the lag. For some firms this lag may be a few minutes if they are using electronic contracts, or it may be a few weeks if they are signing clients up by mail. It is important to know the typical length of this lag time for your firm to convert wants into signed cases. Once you know how long this process is, you would not measure your conversion rate until this lag time is passed. For example, if your lag time is two weeks, and you want to look at your conversion ratios for January 2017, you would not analyze the data until February 14, 2017, because you want to allow the two-week lag time to pass. The first two weeks of February, your intake team may still be working to get contracts in the door on calls that came in during January. We typically recommend that firms look at their conversion rates over a 90-day period with a 30-day lag. We recommend 90 days because that is more data to give you an accurate picture of your conversion process and the 30-day lag gives your intake team ample time to make every effort to get signed contracts on the calls that met your criteria. This stat is typically displayed in the area where intakes are being handled and the goal is to alway improve it. Conversion rates above 92.5% are healthy. This number drops some for mass tort campaigns where signups are being handled all across the country rather than in a localized area.

Bill Berg
“… They have also worked with us in ways to improve how many new cases we sign-up – they constantly are coaching us in ways we can do things better in that regard. In our weekly meetings we go over our new case sign-ups, our demand times and various other statistics and topics. They hold us accountable to ourselves… I could go on & on – our accounting department was also restructured based much on their recommendations. And, Vista also researched and found a new CPA firm for me which actually keeps up on telling me what needs to be done instead of just keeping things as the status quo.”
- Bill Berg
Richard Harris
"After founding and managing one of Nevada’s largest personal injury law firms for over 30 years, and teaching law practice management, I didn’t think there was much a consultant could do for me. I initially asked Vista, “Why would I pay you to tell me what’s wrong with my firm – when I already know it?” Their response was, “We’ll help you fix it.” That had actually never occurred to me, which showed how much I needed them. Beginning with the onsite visit and comprehensive Needs Assessment, the Vista team not only helped fix what I already knew needed attention, I’m pleased to admit they revealed and helped us resolve several problem areas I previously didn’t know about. Not only that, through consistent coaching conferences and initiation of dynamic reporting of key performance indicators, Vista trained and transitioned a new management team to take our firm to the next level. I’m completely satisfied with Vista and recommend their services to any firm, large or small."
- Richard Harris
Kenny Harrell
“The Joye Law Firm would whole-heartedly recommend Vista Consulting’s services. It’s been nearly two years since Vista did the initial needs assessment at our firm, followed by several weeks of ‘boots on the ground’ work. With the benefit of hindsight, I can easily say that improvements we’ve made as the result of their services have easily more than paid for the costs of the same (and that was probably true a few months in.) This is true based on improvements in our case management efficiency and especially in regard to better intake procedures. Our average new cases per month have increased 50%, and this is due in large part on our doing a better job of following up on potential new clients.”
- Kenny Harrell / Managing Partner