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Strategic Selling Helps Small Law Firms Narrow The Gap And Bring In New Work

By Rachel B. Cowen
November 30, 2004

Firms that want to be successful in bringing in new business must do more than simply tell prospective clients that they are better than their competition. Law firms must be able to show why they are different, and more importantly, how they will help the general counsel improve his or her bottom line. For a small to midsize firm, keeping up with the large firms who have unlimited marketing budgets can be tough. But technology is allowing small firms like ours to narrow that gap.

Before meeting with prospective clients, our partners use LexisNexis CourtLink Strategic Profiles to investigate that company's litigation trends and the law firm or firms the company is currently using and the quality of work product being put out by those firms. We can gather all of this information in a matter of minutes for a relatively low cost. We can then use this information to tailor a presentation demonstrating what we would do differently to help the company's bottom line. (See sidebar below.)

For example, before a recent meeting with in-house counsel for a large company, we pulled the docket sheets for all pending cases and noticed two patterns. First, the company was settling cases after filing for summary judgment. Second, the company's current counsel frequently engaged in motion practice on discovery disputes. While the company's in-house attorneys understood that neither approach was cost-effective, because he was managing so many different cases and firms one case at time, he had simply never observed these trends.

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