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Walk‐through audit provides focus for service improvements for Hong Kong law firm

Walk‐through audit provides focus for service improvements for Hong Kong law firm This paper describes and illustrates the application of a relatively new approach to assessing the operations management aspects of providing customer service. It presents the results of a customer‐based assessment, the walk‐through audit (WTA), administered on new clients at a recently established law firm. Although the clients rated their services above satisfactory in general, relatively poor performance was noted in four areas. While using the same evaluation instrument, the firm’s senior partners identified a set of like deficiencies, yet consistently ranked the firm’s performance higher than did their clients. Next, the WTA was administered to small samples of new clients at four of Hong Kong’s most highly‐respected and well‐established law firms. Although the benchmarked firms’ received higher ratings for all audited areas, the ratings were statistically significantly higher ( p < 0.01) in the four areas of concern. The benchmark results were successful in attracting the attention of the study firm’s partners who agreed that corrective action needed to be initiated relative to the four problem areas. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Managing Service Quality Emerald Publishing

Walk‐through audit provides focus for service improvements for Hong Kong law firm

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References (24)

Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
0960-4529
DOI
10.1108/09604520010309803
Publisher site
See Article on Publisher Site

Abstract

This paper describes and illustrates the application of a relatively new approach to assessing the operations management aspects of providing customer service. It presents the results of a customer‐based assessment, the walk‐through audit (WTA), administered on new clients at a recently established law firm. Although the clients rated their services above satisfactory in general, relatively poor performance was noted in four areas. While using the same evaluation instrument, the firm’s senior partners identified a set of like deficiencies, yet consistently ranked the firm’s performance higher than did their clients. Next, the WTA was administered to small samples of new clients at four of Hong Kong’s most highly‐respected and well‐established law firms. Although the benchmarked firms’ received higher ratings for all audited areas, the ratings were statistically significantly higher ( p < 0.01) in the four areas of concern. The benchmark results were successful in attracting the attention of the study firm’s partners who agreed that corrective action needed to be initiated relative to the four problem areas.

Journal

Managing Service QualityEmerald Publishing

Published: Feb 1, 2000

Keywords: Hong Kong; Kaizen; Operational audit; Customer satisfaction; Legal profession

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