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WHAT DID NOT WORK IN THE RED ZONE IV.
WHAT DID NOT WORK IN THE RED ZONE IV? Attorneys who market and sell services must consider a wider range of sales considerations than typically brought to the table. Following are more examples of what I have heard counsel discuss in this fourth and last in a series about law firm business development presentations.1. Do not surprise your client with late breaking information. 2. In your own meetings, how often have you observed people using their Blackberrys, taking phone calls, or not engaging ( the “potted plant” syndrome)with the client. If you are one of these offenders at your own firm meetings, stop. But if you are, or observe one of your colleagues committing these etiquette-breaking actions in a client meeting, stop. And before entering the engagement, make sure everyone on your team turns off those cells and Blackberrys, and have a role for everyone to play and participate in.3. How often have you sent out cold call materials, never to hear from the target? Why should a potential client contact you just because an annual report was sent to them? Without relevance and pre-contact, it is probably a waste.4. It astounds me how often I've heard in-house counsel state how unprepared the law-firm team was. Practice, practice , practice; and not in the taxi on the way from the airport.MAKE THIS NEW YEAR A SUCCESS! Allan Colman, the Closers Group; [email protected]; 310-225-3904
WHAT DID NOT WORK IN THE RED ZONE IV? Attorneys who market and sell services must consider a wider range of sales considerations than typically brought to the table. Following are more examples of what I have heard counsel discuss in this fourth and last in a series about law firm business development presentations.1. Do not surprise your client with late breaking information. 2. In your own meetings, how often have you observed people using their Blackberrys, taking phone calls, or not engaging ( the “potted plant” syndrome)with the client. If you are one of these offenders at your own firm meetings, stop. But if you are, or observe one of your colleagues committing these etiquette-breaking actions in a client meeting, stop. And before entering the engagement, make sure everyone on your team turns off those cells and Blackberrys, and have a role for everyone to play and participate in.3. How often have you sent out cold call materials, never to hear from the target? Why should a potential client contact you just because an annual report was sent to them? Without relevance and pre-contact, it is probably a waste.4. It astounds me how often I've heard in-house counsel state how unprepared the law-firm team was. Practice, practice , practice; and not in the taxi on the way from the airport.MAKE THIS NEW YEAR A SUCCESS! Allan Colman, the Closers Group; [email protected]; 310-225-3904
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.