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Winning Against an Equal Marketing Opponent
Picture this.
A narrow foot bridge across a great chasm, wide enough for only one person at a time to pass.
Two men of equal size meet in the middle, each intending to get to the other side. 'Let me pass,' says one. 'I'm very strong, and I'll smite you.'
'I'm very strong, too,' says the other.' I can smite you harder.'
'I have a club and a knife,' says one.
'I have a club and a knife as well,' says the other.
'I have a sword.'
'I have a sword, too,'
'I have a gun.'
'I, too, have a gun.'
Impasse. Both equal in might, both equally armed. Who, then, wins? Why, the cleverer of the two. Perhaps the one who says, 'Look over there,' or, 'Let's toss a coin.' Or the one who is the more accomplished and artful swordsman.
The point is that in legal marketing, we are now like the two men on the bridge. We are all equally armed, with the same professional skills (or an inability to project superior professional skill), and most significantly, with the same marketing tools. The seminars. The articles. The brochures. The networking. The Web site. The press release. Who wins the competitive battle, then?
The one who best understands the market. The one who says, 'I have a portion of my clientele in declining industries, a portion in static industries, a portion in emerging industries. I'll focus on getting clients in the emerging industries, and find ways to keep those in the other two.'
In a world in which everybody has the same weapons and tools, this is the individual who is going to prevail. Make it a checklist.
Winning Against an Equal Marketing Opponent
Picture this.
A narrow foot bridge across a great chasm, wide enough for only one person at a time to pass.
Two men of equal size meet in the middle, each intending to get to the other side. 'Let me pass,' says one. 'I'm very strong, and I'll smite you.'
'I'm very strong, too,' says the other.' I can smite you harder.'
'I have a club and a knife,' says one.
'I have a club and a knife as well,' says the other.
'I have a sword.'
'I have a sword, too,'
'I have a gun.'
'I, too, have a gun.'
Impasse. Both equal in might, both equally armed. Who, then, wins? Why, the cleverer of the two. Perhaps the one who says, 'Look over there,' or, 'Let's toss a coin.' Or the one who is the more accomplished and artful swordsman.
The point is that in legal marketing, we are now like the two men on the bridge. We are all equally armed, with the same professional skills (or an inability to project superior professional skill), and most significantly, with the same marketing tools. The seminars. The articles. The brochures. The networking. The Web site. The press release. Who wins the competitive battle, then?
The one who best understands the market. The one who says, 'I have a portion of my clientele in declining industries, a portion in static industries, a portion in emerging industries. I'll focus on getting clients in the emerging industries, and find ways to keep those in the other two.'
In a world in which everybody has the same weapons and tools, this is the individual who is going to prevail. Make it a checklist.
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.
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.
Through a balanced approach that combines incentives with accountability, firms can navigate the complexities of returning to the office while maintaining productivity and morale.
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?
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.