The Future of Virtual Business Services

Written by

Amanda

24th October, 2024

Unlocking New Potential for Growth

Global organisations, particularly in the legal and professional services sector are no strangers to innovation, yet many organisations continue to grapple with evolving workplace needs. The global workforce is increasingly decentralised, working remotely and across varied hours, making seamless business operations more complex than ever. As firms adapt to this shifting landscape, virtual business services are rapidly gaining traction, offering agile and effective solutions to support a more flexible workforce, whilst also maximising cost efficiencies.

Outsourcing in Business Services: The Evolution So Far
Not too long ago, outsourcing tasks like switchboard operations or meeting room bookings was met with scepticism. Could an external partner truly manage these critical touchpoints without compromising quality? Fast forward to today and outsourcing these once in-house services is now the norm, delivering not just operational and cost efficiencies, but enhanced client experiences.

In fact the results from one of our clients have shown benefits on multiple levels across a 4 year partnership:

So, what’s next? The same mindset shift that occurred around switchboards is now happening with floor hosts, facilities management, and broader office support functions. What seemed unimaginable only a few years ago—outsourcing traditionally hands-on, client-facing roles like floor hosts—is fast becoming a reality. Forward-thinking organisations that embrace this trend are not only getting ahead of the curve but are also positioning themselves for future growth in an increasingly complex and hybrid work environment.

Increasingly Complex Workplaces: New Challenges, New Solutions
Today's workplaces look very different from a decade ago. Remote and hybrid work models have created new logistical challenges: employees work across different time zones, at varied hours, and often away from traditional office spaces. Navigating this complexity requires smart solutions that provide the same level of support—if not better—than the traditional in-person setup.

In the past, on-site teams such as IT support would be available to support employees, or floor hosts would be readily available to welcome and assist clients in person. Today, access to these roles need to evolve. Firms are beginning to realize the value in offering virtual solutions as a managed service that provide real-time assistance—whether it's answering questions, navigating office logistics, or ensuring clients have everything they need during their visit.
A virtual support solution also means that organisations can offer assistance 24/7, accommodating the global nature of today's workforce. Whether a team member is working late in London, or a client in New York requires help, virtual services ensure seamless, round-the-clock support without geographic limitations.

The Future: Virtual Managed Services
The future of virtual business services lies in merging traditional on-site roles with cutting-edge technology to create integrated, comprehensive solutions. One such innovation is connecting a managed service approach that can combine workplace helplines with virtual floor host services.
Imagine a quiet Friday morning, where an overseas employee walks into one of your buildings, early for a meeting. There may be no physical floor host to greet them, but with a virtual service in place, they can still receive real-time support, directing them to their meeting space. Once there, access to virtual support will help them connect with their AV set up, ready for a productive session. A virtual floor host can manage everything from greeting visitors to assisting with room bookings or AV setup—ensuring the level of service remains high, regardless of the time or location.

In the meantime, virtual systems are a strategic route to empowering and enabling front of house staff to move away from their desks and engage in more high value face-to-face interactions, fostering collaboration while ensuring business operations continue smoothly in the background. This is particularly important for legal and professional services firms, where the value of client engagement and white glove service cannot be underestimated.
By integrating managed services that combine workplace helplines with virtual floor hosts, businesses can create a streamlined, responsive support system that operates around the clock, delivering a consistent and reliable experience for both employees and clients.

Case Study: A Forward-Thinking Approach to Virtual Support
One client leading the charge in this transformation is a prominent legal firm with offices in The City and Europe. This organisation faced the challenge of maintaining high levels of support for both employees working in hybrid ways, and clients as they moved around and between office spaces during visits.
Their solution? A hybrid model that utilises a team of on-site floor hosts, strategically placed to provide high touch point, real-time assistance at any point during a visit. On site hosts are complimented with a highly personalised, tech-enabled virtual managed service, available around the clock to manage a variety of tasks, from offering directions and handling last-minute room bookings, to connecting employees with late night IT support. Clients experience a seamless journey from the moment they step through the door, and employees feel supported regardless of the time of day.

By adopting this future thinking mindset, they have been able to provide consistent, high-quality service while also reducing the need for on-site staff to be tied to their desks. Instead, the firm's employees are now free to focus on higher-value tasks, leading to better outcomes for both the business and its clients.

Why Now is the Time to Get Ahead
We have moved beyond the reactive, sticking plaster approach that allowed organisations to make it through the changes post-pandemic, with 62% of CEOs citing growth as their strategic priority for 2025.
As the workplace continues to evolve, the businesses that embrace virtual solutions early will be the ones to thrive and achieve that growth. What once seemed unthinkable—outsourcing critical, client-facing roles—is now an opportunity for firms to modernise their operations, improve efficiency, and elevate client experiences.

For facilities managers, managing partners, and workplace transformation leads in legal, financial, and professional services firms, now is the time to explore how virtual business services can drive future growth. The shift towards a global, remote workforce is not going away, and those who adapt will be well-positioned to lead in the years to come.

By integrating virtual floor hosts, workplace helplines, and other advanced managed service functions, firms can unlock new potential, offering more flexible and responsive services to both employees and clients alike. For forward-thinking firms, the question is not if but when they will adopt these new technologies and approaches to stay competitive in an increasingly global and complex work environment
The future of virtual business services is here, and it’s time to get ahead of the curve.

If you’re ready to hear more about our work in this space with clients, using our ‘Centralise, Optimise and Virtualise’ approach, get in touch at [email protected].

The Ultimate Guide to TUPE: What You Need To Know When Outsourcing To A UK BPO Supplier

Written by

c_admin

19th December, 2023

We asked specialist HR Consultants Kane HR to write our guest blog this month, covering everything you need to know about TUPE and the considerations when outsourcing.

Robert Burden, Managing Consultant dives in with an overview, the pros and cons, and some top tips for managing TUPE effectively.

TUPE stands for the Transfer of Undertaking (Protection of Employment) Regulations. Its purpose is to provide protection to employees who are transferring from one employer to another because of a business transfer or service provision change (SPC). It safeguards employee’s rights when there is a transfer of a business or service from one organisation to another and means that the grouping of employees concerned have a legal right to automatically transfer from one service provider to another on their existing terms and conditions of employment and with all their existing employment rights and liabilities intact, including their continuous service.

Under TUPE, both the current employer (“Transferor”) and receiving employer (“Transferee”) have a legal obligation to inform and consult with either elected employee representatives or a recognized trade union, if there is one present. Only in the event where there are fewer than 10 employees (and in the absence of elected representatives or a recognised trade union), should an organisation consider consulting directly with the individuals affected.

It’s important to remember that TUPE is a legal statute, therefore, even if it may seem that a business service provider can provide their services more efficiently, if the transfer falls within scope of the activities below, then TUPE is still likely to apply, and both organisations have a legal obligation to inform and consult. The following activities will indicate that TUPE is likely to apply.

The activities that are currently being provided by a client are to be provided by a third-party provider. This is more commonly known as outsourcing.
Activities currently provided by a contractor to a client are to be provided by a different third-party supplier to the same client, known as ‘contractor to contractor SPC’.

Options when handling TUPE

When choosing an outsourced provider, organisations are often looking for an effective and efficient solution, which can mean when TUPE applies there may be more staff currently doing the job than required if the work is to be outsourced.
In such instances, it is first important to establish which internal employees fall within the scope of the undertaking i.e. "fundamentally the same" as the activity to be carried out by the outsourced provider, it’s important to do this to prevent employees being assigned to a TUPE transfer who should not be affected.

Second is to understand your legal obligations to inform and consult regarding the transfer, it’s important to recognise that if found to have failed in fulfilling this obligation, liability could be both joint (i.e. shared between the transferee and transferor) and individual if taken to a tribunal.

Crucially, it is important to remember that any dismissal where the sole or principal reason is the transfer itself will be automatically unfair. However, there are of course practical and commercial considerations, that give options to handling structural changes during TUPE in a lawful, fair and practical way for all parties. One of these, is if the transferee envisages that there may be a potential redundancy situation by reason of economic, technical or organisational factors (ETO), and more on this is outlined further below.

In some cases, prior to TUPE it may be appropriate to offer staff members redeployment opportunities to other business areas or departments. Keep in mind that employees have a legal right to transfer, therefore, they may reject any offers.

As the current employer, there may be extenuating circumstances that result in a decision to provide individuals with an opportunity to exit from the business prior to the TUPE taking place, and generally this would form part of a settlement agreement. If considering this approach, it’s always best to seek independent employment law advice, as this wouldn’t mitigate from your obligation to inform and consult regarding the transfer.

If considering this approach, there is always the risk that the transferee could be liable for an unfair dismissal claim as they have not been privy to the agreement. In such cases, it may be an acceptable decision for all three parties (employee, transferor and transferee) that the employee does not transfer, and therefore a tripartite settlement agreement could be introduced to provide the necessary protection for all parties involved.

The commercial bits

When considering outsourcing arrangements, it's crucial to anticipate the potential impact of TUPE on the financial aspects of the agreement. One common strategy involves the inclusion of indemnification clauses in the commercial arrangement between the outsourcing organisation and the service provider.

Indemnification in the context of TUPE essentially means that the outsourcing organisation agrees to compensate the service provider for any additional costs incurred due to the transfer of employees under TUPE regulations. This can include expenses related to maintaining existing employment terms, addressing potential legal challenges, and handling administrative complexities associated with the transfer.

While the necessity of such indemnification clauses may not be immediately apparent, seasoned service providers recognise them as an essential aspect of risk management. They provide a safety net for service providers, ensuring that unexpected costs arising from TUPE do not become a financial burden that jeopardises the viability of the outsourcing arrangement.

It's important for both parties to engage in open and transparent discussions during the negotiation phase of the outsourcing agreement. Clearly defining the scope and limits of indemnification clauses, as well as detailing the specific scenarios under which indemnification would apply, lays the foundation for a successful and sustainable outsourcing relationship.

Redundancy situations?

We have covered that dismissal of an employee for the sole or principal reason of TUPE is unfair. However, certain circumstances may arise where the new service provider needs to make changes that could result in redundancies. This is where ETO reasons come into play. These changes are generally outlined within the measures of the new service provider, as part of the initial TUPE consultation process. Depending on what is agreed with the current employer, redundancy consultations could commence prior to the transfer taking place, with the view that redundancies are effective from the first day of an individual’s employment with the new service provider. Alternatively, the service provider may transfer employees, and then proceed with redundancy consultations afterwards.

ETO reasons refer to economic, technical, or organisational factors that entail changes in the workforce. These factors may necessitate alterations to the employment structure for the continued viability of the service that’s being provided. Here's a breakdown of each:

Economic Reasons: This involves situations where the employer faces financial challenges or restructuring to ensure the sustainability of the business. Cost-cutting measures, mergers, or market-driven changes fall under this category.
Technical Reasons: Changes in technology or the methods used to carry out work can trigger the need for workforce adjustments. This could include the introduction of new machinery or systems that render certain roles obsolete.
Organisational Reasons: Structural changes within the organisation, such as a shift in management or a restructuring of departments, might necessitate workforce realignment.

In addition to the above, it is very common for an employee’s place of work to change following a TUPE transfer. Where the change in location is significant this may also fall within scope of an ETO reason.
Where redundancy by reason of ETO could be a consideration, relevant legal advice should always be sought to ensure the correct consultation process is applied to avoid any potential unfair dismissal claims.

Positives of TUPE transfers for employees

• Preservation of terms - One of the key advantages for employees in a TUPE transfer is that their existing terms and conditions of employment are preserved.
• Job security -TUPE is designed to protect employees from losing their jobs because of a service transfer.
• Continuity of employment - TUPE ensures continuity of employment, meaning that the length of service with the current employer is usually carried over to the service provider.
• Protection against Unfair Dismissal - Employees transferred under TUPE are protected against unfair dismissal solely because of the transfer.

Negatives for employees in TUPE transfers

• Uncertainty and change - TUPE transfers often come with a degree of uncertainty and change. Employees may need to adapt to a new working environment, management style, and potentially different policies and procedures.
• Potential for redundancy - In certain situations, the service provider may identify ETO reasons that lead to redundancies.
• Integration challenges - Integration into a new culture and structure can be challenging. Employees may face difficulties adapting to new processes, procedures, and colleagues.
• Differences in employee benefits - While TUPE aims to preserve employment terms, there may be variations in benefit packages between the old and new employers.
• Limited control over the transfer - Employees have no direct control over the decision to transfer, and the process is often driven by the employers involved.

What if an employee doesn’t want to transfer?

Where there are employees who do not wish to transfer to the new service provider, they are entitled to refuse to do so. However, unless the individual can be redeployed, this would mean that their employment with the transferor comes to an end at the date of the transfer itself. Generally, the employee is not treated as having been dismissed, but having resigned. It is important to note that there are certain circumstances in which an employee could claim unfair dismissal, so it may be necessary to seek further advice if in this situation.

Although there is no specified manner in which an employee must refuse to transfer, it is sensible for the transferor to obtain the employee's refusal in writing, by way of the individual opting out of the transfer process.

Top Tips for managing TUPE effectively:

Understand the situation as early as possible:
Early awareness of an impending TUPE transfer is crucial for effective planning and communication. Understanding the scope, reasons, and potential impact allows for better decision-making and minimizes uncertainty among employees.
Seek HR and Legal Advice:
TUPE regulations are complex, and legal nuances can significantly impact the process. Seeking professional advice from HR and legal experts helps ensure compliance with UK Employment Law and provides guidance on best practice.
Prepare a plan:
A well-thought-out plan is essential for a smooth TUPE transfer. It helps anticipate challenges, allocate resources effectively, and ensures that key tasks are executed in a logical sequence.
Obtain / Produce ELI (Employee Liability Information):
Acquiring accurate and detailed information about the employees who will be transferring is crucial for planning and addressing potential issues. The ELI includes essential details about employment terms, contracts, and potential liabilities – legally this should be provided to the transferee no less than 28 days before the transfer date.
Ensure you have plenty of time planned for consultations:
Adequate time for consultations is vital for addressing employee concerns, providing information, and facilitating a smooth transition.

In summary, managing TUPE effectively requires a proactive and well-organised approach. By understanding the situation early, seeking professional advice, preparing a comprehensive plan, obtaining essential information, and allowing ample time for consultations, you can minimise the impact on employees and navigate the TUPE process with transparency and efficiency.

If you'd like to learn more about outsourcing your switchboard, connect with our team at [email protected].

This is for information and guidance only, please always seek professional HR and legal advice.

How to deliver world-class client experiences

Written by

Amanda

3rd October, 2023

Agile Working
Client Experience
Outsourcing

According to the Solicitors Regulation Authority there are 9,465 solicitors offices in the UK, of which 71% are incorporated companies or LLPs. The UK legal market is one of the largest in the world, with the majority of prominent global law firms maintaining London offices, alongside prestigious Magic Circle firms.

While there are definitely benefits to being part of an ecosystem of world-class firms – from market stability to regulatory relationships to innovation – it’s undeniable that competition is stiff. Since the rapid digital transformations of the pandemic years, law firms must contend with changing client expectations, the demand for higher productivity and growing competition. In a competitive marketplace, client loyalty isn’t a given – so how can companies make sure clients keep coming back, or better still, that they refer your services to their contacts?

Defining outstanding client experiences

Law firms have a commercial imperative to deliver the best client experience possible. Of course, nobody sets out to provide bad customer experiences – so what are the key factors that define excellent service? How do you make sure you’re keeping clients happy and giving them what they’re looking for?

Here’s a few ways you can be sure you’re delivering the best possible service for your clients.

First impressions matter

Great customer service is all about attention. When new clients walk through the door of your offices, they’re often greeted by a receptionist, and subtly reassured by the professionalism of their surroundings. But how can you replicate that experience in a post-pandemic world, when many first impressions will be via telephone or email? Every point of contact could be your client’s first impression of your practice. You wouldn’t dream of leaving a client waiting in your reception area – nor should they be left on hold for long periods, or being passed around between departments, or having their calls ring out. Attention to every client – whether they contact your business in person, via phone, or by another channel – should be prompt, professional and consistent.

Clear communication

People don’t usually turn to law firms unless they have a problem – something that could be affecting their relationship, their livelihood, their business operations, or even their freedom. Whether your client is a legal department or an individual, it’s important that they receive regular updates, and that any potential issues are flagged in advance. Good business communication is both proactive and reactive, of course – as well as providing updates, you need to be ready to receive and return client calls and emails when they ask for an update. That means ensuring you have enough resource to take calls and return messages. Some legal firms even use outsourced switchboard services to make sure there’s always someone there to pick up the phone, even during busy periods or out of hours.

People value the personal touch

There is a time and a place for self-service portals. Few clients prefer to wait on the phone to find information they could access much more quickly online, or to provide a piece of documentation they could easily upload via your website. In other words, self-service is great for efficiency. But many of your potential clients will be seeking assistance for complex, urgent, or personal matters. Your team must be ready to demonstrate understanding, empathy and professionalism when assisting with difficult cases, and that means ensuring clients can always get through to a real human – someone who can instil a sense of confidence and reassure them of your ongoing support. Leaving them chasing an elusive team member when they need an urgent update is unlikely to leave a favourable impression.

Success can – and should – be measured

When a customer calls you, their experience on the phone can be measured in terms of “call quality”. High-quality calls are polite, professional, prompt, personable, and problem-solving (although every business might have its own KPIs). The quality of calls matters. Historical research suggests that 50% of clients consider “poor communication” a key source of dissatisfaction in their working relationship. Research from the 2019 Legal Trends report bears this out, finding that responsiveness has a “strong impact” on a client’s decision to hire a firm, and that while 79% of clients expect a response within 24 hours, most law firms fall “far below” these expectations. Responsiveness has an impact on a firm’s Net Promoter Score, too. In today’s competitive commercial environment, poor communication standards can easily mean losing a referral, or even a client’s business, to a more attentive competitor.

Your firm can benefit from monitoring the quality of your calls and implementing Service Level Agreements to ensure that customers who try to reach you on the phone always have the best possible experience – getting through to you quickly and receiving a high standard of service when they do.

Setting yourself up for success

Using an outsourced switchboard service to unify communications across your business can benefit you in a number of different ways. From ensuring there’s always a human available when they pick up the phone – even out of hours – to helping you communicate case progress to managing high call-loads professionally and empathetically, the right switchboard solution provides the attention to detail that defines truly outstanding service. In a competitive market – where a missed call could mean another client for your competitor – a central switchboard team that understands your business could be the difference between unsatisfactory and outstanding in your client’s eyes.

How ComXo can help

ComXo are industry-leaders in transformational switchboard and business support services, committed to redefining the switchboard for law firms. With a combination of technology and great people, we aim to help you deliver exceptional experiences during every call and communication you receive. Our 24-hour switchboard service offers industry-leading service-level agreements – 95% of our inbound call traffic is answered within 3 rings. We act as an extension of your team to provide knowledegable, empathetic and professional service from a real human. Ideal for making a perfect first impression.

Talk to our tea m today about how our specialist service can enhance your client experience.

Ask Andrew – Why are we all so curious about ChatGPT?

Written by

Harris

17th July, 2023

ChatGPT is new. It’s AI, but in a seemingly more accessible format than the ‘artificial intelligence’ of old – think of those strange prototype robots at corporate events that weren’t really helpful at pouring drinks but were certainly talking points.

Since November when it was launched, ChatGPT has already piqued interest in every sector and whilst it has been in our consciousness for just a few months, I suspect more has been written about its potential to transform or adversely destroy our norms, than any other topic since the invention of printing in the 14^th century.

The big question is how it will affect our industry. Do we need to worry about it and what should we be doing to maximise the advantages that it may present?

Chat GPT is different. No question about that. I tried it out as soon as it was available back in November, and I had a similar epiphany to when I experimented with the internet back in 1995: “This is a game changer”. But disruptive tech comes with its challenges. Here’s my thoughts on the risks, and potential rewards of using ChatGPT.

What is ChatGPT?

ChatGPT is an LLM (Large Language Model, which is the term for generative tech that powers chatbots). It’s simplicity is that it accesses data and then rationalises what appears to be insight from a culmination of data sets. Data is interesting and on occasions enlightening but it lacks complexity and multi-dimension. In contrast, the human brain is one of the most complex and extraordinary structures in our known universe. It uses electricity and chemicals (amongst other elements) to create conscious thought. According to google, our brain has more neuron connections than there are stars in our galaxy – sixty million or thereabouts. That surely cannot be replicated.

And this is where the use of ChatGPT must be strategically planned and implemented.

The brain uses multiple data sources in decision making. Our left brains are logical and rational, right brains creative and emotional. Human output and decision making is never determined just from data, no matter how rich the source. From my perspective ChatGPT is just surmised data. It is impressive in its speedy and prolific output, but don’t for a second believe it is ‘right’ - it is only reiterating data, and this is not necessarily factual. ChatGPT is one dimensional. It is an automaton unable to triangulate data with emotion or that very human trait – feeling. And for that reason, I cannot see it being trusted, and I’m not alone.

What does this mean for our industry?

If all is to be believed, the use of AI is growing exponentially, with benefits to productivity, efficiency, and client experience. So confident are some that this is the next tech revolution, predictions are being made that AI will raise annual global GDP by 7% (Goldman Sachs Research).

Whilst I agree that productivity and some automated processes could no doubt be enhanced in some areas, I challenge the concept that customer experience can be bettered when not using human experience, empathy and feeling.

In fact, if we take the legal industry at present, according to Reuters those in the legal profession “do not fully trust generative AI tools — and particularly the public-facing ChatGPT tool — with confidential client data.” (Reuters)

In service industries, where cases are often complex, high value or emotionally charged, can an organisation risk the loyalty and trust of their customers by putting them in the hands of artificial intelligence?

This leaves law firms in a situation where they are doubling down on client experience, and adding value at a human level, rather than risking tech in a bid to be innovative. My prediction for the future is that legal and consultancy will continue to help individuals and businesses navigate their world with the nuances and strategic insight that only experience can bring. What will likely disappear is the grunt work that they currently charge for, as AI will take over tackling document changes, policy writing and research.

At ComXo, we’re moving towards leveraging AI engines to help us analyse data patterns and enable our people to act quicker and more decisively, but we will not be replacing them. Our industry is human at its core, and I believe its interactions will continue to be so too.

Andrew Try, Founder & Managing Director

How Data is Disrupting the Legal Industry

Written by

Amanda

4th April, 2023

Agile Working
Client Experience
Company Culture
Productivity
The Office

ComXo were joined by five legal tech experts from various technology providers in a virtual roundtable discussion, moderated by Andrew Lewis, Head of New Business at CTS. The discussion's aim was to examine the importance of data and analytics in the legal sector, as well as how law firms should use them to overcome sector-specific challenges and gain a competitive advantage.

Participants in this roundtable discussed data and legal analytics, law firms and new technology, client service, and the current hot topic in every industry: AI and ChatGPT.

In this roundtable, Andrew Try was accompanied by:

Ivan Packer, Consultant, Agilico
Rob Lawson, Strategic Sales Manager, Perfect Portal
Graham Moore, Founder & Managing Director, Katchr
Andy Lewis, Head of New Business, CTS

How is data disrupting the Legal Industry?

Complete your details below to download our free e-book.

Ask Andrew: Investing in innovation during uncertain times

Written by

Amanda

24th October, 2022

Andrew Try, Managing Director of ComXo talks about how technology can help through uncertain times.

What is the future of the workplace over the next 5 years? When so much big change is happening in the world and influences such as environment, war, economy and COVID, this is a difficult question to predict. However, there are certain companies who are pioneering people, process and technology that are sign posting where the market is heading.

Technology is an obvious enabler, however poor adoption or platforms that do not achieve traction cause huge friction in organisations and user frustrations cause productivity to drop with time and money wasted.

At ComXo a combination of software platforms, re-engineered processes and the expertise of virtual teams are combined to provide personalized business support services 24 hours a day which support technology adoption and drives productivity and return on investment.

The ComXo mantra of "centralise, optimise and virtualise" your business support services cuts costs typically by 30% and transforms client experience which drives revenue and profitability.

At the heart of these virtualised services, used by 9 of the top 20 law firms and the likes of PWC is the ComXo Gateway.

The Gateway is an client branded app available from the app store that gives a workforce access to client specific services, information and workflows available as a combination of self-serve and as a managed service.

The outcome is that any member of staff at any time can access their organisation business support services to reserve a resource, register a request, use a service or find out information. The apps are branded, personalised and self-serve, however in the event that the user cannot get something done instant access to an expert (who knows who the user is and where they are) can pick up the request and complete it for the user.

This 'Self-serve' as a managed service drives 100% outcomes and enables large complex business to deliver an on-demand culture that enhances workforce satisfaction.

The reporting that accompanies the functions allow super users access to dash-boards that return real time information on services such as space utilisation, ground transport use, help desk tickets and new business enquiries through switchboard.

The Business Services App is able to changed and adapted in real time such that new work flows or reaction to a crisis or event can be delivered into the user interface instantly making it perfect for business continuity or highly bespoke set piece occasions.

ComXo integrate into 3^rd party software and API to enable easy outsourcing and virtualisation of existing services such as IT and Facilities Help Desk, Meeting Room booking, desk management, ground transport, concierge service, switchboard and business continuity management.

ComXo's Business Services Mobil e App is a client branded "Super App" that combines Software as a Service capability with an on-demand 'expert layer' that enables any user to get things done without fuss or friction.

Book a demo with our consultants today.

Andrew Try, Founder & Managing Director

Are legal chat bots ready to chat?

Written by

Amanda

18th October, 2022

With talk of "post-pandemic challenges" now feeling passé , and businesses re-focusing on the longer term future, legal firms are looking to build efficiencies into sustainable hybrid work processes, and ways to further enhance and develop their client experience for competitive advantage.

The use of "lawtech" including AI and chatbots has been hyped over recent years as the solution to all problems, with chatbots in particular seen as the "quick fix, easy to scale, friendly face of Artificial Intelligence".

Some predictions have estimated that more than 85% of customer interactions will NOT include a human being in the legal sector. But we ask the question:

"Are you ready to hand over your valued customers to a client experience which is totally hands-off?"

Are you ready to hand over your valued customers to a client experience which is totally hands-off?

This insight, written by conversational intelligence expert Andrew Moorhouse, takes a look at balancing the risk of losing human interaction, alongside the reward of combining better tech and processes for a highly personalised managed service.

In this insight you'll find:

Insights from over 10,000 conversations across sectors
Analysis of call volumes and qualified leads for the legal sector
How to balance risk and reward when introducing AI technology

Hybrid Working-Making it a success for your law firm

Written by

Amanda

12th April, 2022

The change-averse legal sector has slowly been moving towards digitisation for years. However, since the global pandemic and the accompanying government-enforced lockdowns, the sector has been forced to review their working habits and embrace remote working.

As the world enters "the new normal", and Freedom Day in the UK seems a long way behind us, offices are reopening, and businesses are accommodating a blend of home and office working: the hybrid-working model.

Research has found that a large proportion of employees expect a level of "hybrid" working in the future - with just under half wanting to work from the office for 3 days or fewer each week. Additionally, results also found that over half of employees now believe the office to be unnecessary, with these numbers increasing since the first lockdown.

The legal sector needs to understand what's happening on the ground to ensure they are attracting new talent, providing a competitive working environment for staff, and proactively identifying concerns or issues amongst their employees - to provide the best experience to their teams.

Working in partnership with CBRE and CTS, we've provided a guide to help you do just that.

In this guide, we cover:

Why you should embrace hybrid working
The benefits of a hybrid working model
What employees want from hybrid working
What you should consider when developing your hybrid working strategy

Designing a successful hybrid working strategy: The best of both worlds

Complete your details below to download our free Hybrid Working e-book, with access to our ‘Finger on the pulse’ webinar on how to measure success.

Why your firm needs a Business Concierge Service right now.

Written by

Amanda

15th October, 2020

Client Experience
Outsourcing
Productivity

If you haven't already thought about outsourcing some, or all of your day-to-day operations within your firm then the current work environment may be the biggest reason to change that right now. Allowing a trusted expert to consolidate and merge your firm's client experience as well as handle your internal employee's tasks can increase brand image as well as productivity. Business or corporate concierge services could include things like virtual support with space booking, management of your diary or human assistance regarding the firm's knowledge based queries.

What do business concierge services entail?

These services include:

Instant access to staff directory where the confidential data is managed securely and kept up to date.
A knowledge base of policies and your firm's information that employees can remotely access at any time.
IT & Facilities helpdesk services where employees can create tickets for issues or requests.
Virtual Assistants: Human support at any time to help with the tasks and features mentioned above
Client Experience (CX): Services like outsourced switchboard can dramatically increase your brand image as well as the experience your clients receive. In the agile work world of today, this may be a vital cost saving and brand improving option.

Benefits of business concierge Service

Employee productivity increases
Focus on business growth can increase with more new business opportunities captured
Services like secure audio conferencing and desk booking are organised and maintained for you, giving you time to focus on other business aspect
Dramatic reduction of costs
Specialised mobile device apps help tackle the widely spread out workforce combine and collaborate easily

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Can you focus on revenue whilst still delivering great client experience?

Written by

Amanda

26th June, 2020

Client Experience

Client Experience (CX) is considered one of the key brand differentiators in the legal sector, along with price and product. We know that getting hold of the right person to help is the biggest improvement organisations need to make (UK satisfaction index 2018). However, achieving this within large and complex organisations is a huge challenge.

Today we receive communication through so many channels - desk phone, mobile, Skype for business, voice mail, email, WhatsApp... Determining which is a potential new business opportunity or 'value' call, and which is another salesman selling a coffee machine, is becoming increasingly difficult. With organisations receiving so many calls that are deemed 'productivity-sapping' or a distraction, voicemail is being used more and more to screen and gate-keep all incoming calls.

Our research from tagging over 1 million calls into professional service firms, suggests that that up to 26% of all calls through switchboard are client-related, 'value calls'. If you miss even one of these calls by screening or letting it go to voicemail, you may be missing new business that was coming your way.

With over 30 years' experience working with professional service firms, and a diverse, sophisticated Switchboard solution, we understand that delivering exceptional client experience is more than just a friendly welcome or answering your calls around the clock. It's about satisfying the caller during the 1^st encounter.

Through the combination of highly trained switchboard operators, enabled with an extraordinary technology, we ensure that every call is qualified, and correctly navigated into your organisation. That way, you know you won't be distracted by the non-value calls, but will be able to address each and every value call that could mean the difference between landing multi-million pound deals, and losing to a competitor.

We enable our clients to capture all revenue opportunities whilst delivering exceptional client experience. Interested to know more? Contact our team today.