GAMIFICATION FOR PROFESSIONAL SERVICES FIRMS

What Professional Services Firms can learn from the on-line gaming industry when it comes to retaining and growing client relationships

It may appear that the on-line gaming and professional services industries do not have much, if anything, in common. However, when it comes to attracting and retaining clients, professional services firms can apply the main principles behind the concept of “gamification” (“applying gaming principles to non-game applications and processes, in order to encourage people to adopt them, or to influence how they are used” according to Wikipedia). In fact, such a strategy might be just what that industry needs today to build and preserve client relationships and alleviate pressures related to cost, quality and overall management.

Let me outline some of the gamification principles, and my recommended applications to professional services firms, as discussed during a recent event held by the American Chamber of Commerce in Luxembourg titled: “Game on! Business Growth Lessons from the Gaming Revolution.”

Competence This principle helps define the ultimate objective then breaks it down into long-term and short-term goals and actionable tasks (or “levels,” in gaming language). Projects serviced by professional services firms are very often complex and require long sales cycles. Professional service firms might consider breaking the big monster of a project into smaller, less cost-prohibitive, less risky and easily digestible phases. This will help avoid getting stuck in the complex services buying decision making process, chasing multiple decision makers and sourcing from various budgets to launch the project. Once in progress, this approach will also help with the project management of the assignment.

Engagement Gamers see this principle in action by the constant and helpful communication with game providers…“helpful” being the operative word here. How are you, professional service providers, engaging your prospects and clients? How is the content you share with them of value to them (not you)? Does it educate them and help them remove frustration? Professional services firms are becoming content producing machines. In fact, I frequently ask my clients (law, accounting, advisory firms, etc.) whether they consider themselves in the information dissemination business. What business are you in? If the thought leadership materials you share with your prospects and clients don’t provide insights and answer “so what,” then you are, and you are at risk of losing their interest.

Flow This principle is closely connected to the “engagement” one and in gaming terms “being in the flow” means moving onwards in the game. Gaming companies facilitate this process by educating gamers on how to overcome challenges by providing tips and encouraging them to move on to the next level. Professional service providers often struggle to recognize when there is a gap between clients’ expectations and their processes and deliverables. One way to avoid falling in that trap is to apply “in the flow” gaming principles. Firms can do so by educating clients of their client “on-boarding” and project management processes, setting the right expectations and constantly communicating project progress. The latter is so simple and important and yet is so frequently underestimated and rarely performed. Professional service providers should also constantly consider how to innovate services and re-engineer their service delivery methodology to keep their clients “in the flow” and set themselves apart from the competition.

Autonomy As it implies, in the gaming world the principle of autonomy is the process of empowering gamers to select the pre-defined by the game paths to follow. I have often said “one size fits none” when it comes to professional services firms, their professionals, and their clients. Professional service firms should embrace this principle of guided experience and when possible, give clients options by providing several alternatives that would solve the clients’ problems, the benefits and consequences of each, and let them decide which one to take. The client’s involvement in the decision making process increases the client’s sense of ownership, and the likelihood of long term success of the project. After all, people feel much more strongly about the choices they make opposed to the ones made by others on their behalf.

Relatedness This principle of communities of like-minded individuals going through a shared experience is very powerful and explicit in the gaming industry. Players team up usually in a virtual world online, to achieve shared objectives and create opportunities for mutual benefit. These ideas are increasingly receiving attention across other industries. Professional services firms have began to apply this principle by creating alumni groups, specialty subjects internal forums, etc. I would recommend that they take this concept to the next level and provide platforms for their clients to connect and learn from each other, and even act as mentors in some cases. Firms will be surprised of the amount of knowledge and the goodwill they will build and receive from their clients.

Feedback Within the games, players typically strive for awards and achievements, while the game makers repeatedly ask for customer feedback through reviews. Each side is getting feedback as to how they are playing the game (or the quality of the game being provided). This is the feedback principle. And, it provides motivation and builds loyalty. Professional services firms have a long way to go to catch up with the gaming and consumer product industries when it comes to implementing and utilizing feedback mechanisms. Most firms are not comfortable to even distribute basic client satisfaction surveys because of their fear of negative feedback. This is no longer acceptable, especially given the current ominous economic environment. The American Bar Association Journal recently shared a survey outlining the top four reasons clients have left law firms over the last year: cost, lack of expertise, poor service and departure of key professionals. Professional services firms are missing huge opportunities to retain clients and build stronger relationships. They should get in-front of their clients before it is too late, listen and take actions to remedy negative points.

Many professional service firms are becoming dinosaurs because they are not adapting to a more competitive environment by implementing basic customer satisfaction and client retention principles. It is interesting to see how the progressive firms are re-engineering their business models to move onwards, and equally disturbing to watch other firms continue to ignore reality and fall even further behind. I hope my thoughts will provide more than just wishful thinking, but also strike a chord and encourage action. Which one of the above principles will you adopt today?

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