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WHAT DID NOT WORK III
WHAT DID NOT WORK IIIThis is the third in a series of comments on why in-house counsel rejected law firm business development efforts. In a recent discussion with a group of outside attorneys, they pointed to the following:1. Make sure your team members talk to the client, not to themselves. Prospective clients want to see how you work together in responding to their questions and deal with strategic issues. Don't be talking “under your breath” to a colleague, which implies you are hiding something. Be open, direct and responsive.2. Attorneys are great at giving presentations to bar and professional associations and industry groups. But don't show up, speak and leave. You are there to network; be available for contacts. Not getting the names of attendees also contributes to business development failures.3. Make sure you know what medium your client prospects prefer. Don't send e-mails when your target prefers phone calls. In must-have discussions before a presentation, listen carefully to how the client prospect appears to digest information. Do they want great details, or executive summaries? Your presentation and future communications should be directed in this fashion.Next time we'll review other deal-killers, such as a lack of business etiquette, cold-call materials and client surprises.For more detail, go to www.closersgroup.com/resources.
WHAT DID NOT WORK IIIThis is the third in a series of comments on why in-house counsel rejected law firm business development efforts. In a recent discussion with a group of outside attorneys, they pointed to the following:1. Make sure your team members talk to the client, not to themselves. Prospective clients want to see how you work together in responding to their questions and deal with strategic issues. Don't be talking “under your breath” to a colleague, which implies you are hiding something. Be open, direct and responsive.2. Attorneys are great at giving presentations to bar and professional associations and industry groups. But don't show up, speak and leave. You are there to network; be available for contacts. Not getting the names of attendees also contributes to business development failures.3. Make sure you know what medium your client prospects prefer. Don't send e-mails when your target prefers phone calls. In must-have discussions before a presentation, listen carefully to how the client prospect appears to digest information. Do they want great details, or executive summaries? Your presentation and future communications should be directed in this fashion.Next time we'll review other deal-killers, such as a lack of business etiquette, cold-call materials and client surprises.For more detail, go to www.closersgroup.com/resources.
Top 5 Strategies for Managing the End-of-Year Collections Frenzy
End of year collections are crucial for law firms because they allow them to maximize their revenue for the year, impacting profitability, partner distributions and bonus calculations by ensuring outstanding invoices are paid before the year closes, which is especially important for meeting financial targets and managing cash flow throughout the firm.
The Self-Service Buyer Is On the Rise
Law firms and companies in the professional services space must recognize that clients are conducting extensive online research before making contact. Prospective buyers are no longer waiting for meetings with partners or business development professionals to understand the firm's offerings. Instead, they are seeking out information on their own, and they want to do it quickly and efficiently.
Should Large Law Firms Penalize RTO Rebels or Explore Alternatives?
Through a balanced approach that combines incentives with accountability, firms can navigate the complexities of returning to the office while maintaining productivity and morale.
Sink or Swim: The Evolving State of Law Firm Administrative Support
The paradigm of legal administrative support within law firms has undergone a remarkable transformation over the last decade. But this begs the question: are the changes to administrative support successful, and do law firms feel they are sufficiently prepared to meet future business needs?
Tax Treatment of Judgments and Settlements
Counsel should include in its analysis of a case the taxability of the anticipated and sought after damages as the tax effect could be substantial.