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In recent years, law firms throughout the country, including many smaller and mid-sized firms, have awakened to the concept of “client equity”—a movement that first appeared in the 1980s and 90s and that was sparked by numerous studies in corporate America of the economic behavior of client satisfaction. This led to the advent of “customer satisfaction,” “customer equity,” and “client first” programs, all fueled by a flurry of client satisfaction awards such as Deming, Baldridge J.D. Power, and other highly publicized national accolades for customer service and satisfaction.

Borrowing from the experience of corporate America, the legal community is now in the throes of a national discussion to bring the lessons learned from corporate customer behavior to the world of law firm clients, and to financial consequences on both ends of the client satisfaction spectrum. Much of this discussion is taking place among mid-size firms.

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