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In this post-recession era, it has never been more important for lawyers to be educated and adequately equipped for new business development.
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In deciding whether to reap the benefits of today's social-media platforms, the question for lawyers is not, "Would you like to get involved with social media?" The question is, "Would you like to get more referrals?"
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No matter what the reason or replacement cycle, law firm computer technology should be a function of ROI. There is no one right or correct rate of return, but maximizing it is essential.
LAW FIRM MERGERS - PART 4: MAXIMIZE THE ROLLOUT! This is the final chapter on law firm mergers and the importance of early involvement by marketing leadership. What can you do to maximize the "rollout" which begins in earnest after the "launch" is over? It needs to identify what the marketplace really wants, and it delivers it. The launch is a press releasee. the rollout is the real meat and potatoes of merger marketing. It requires an…
LAW FIRM MERGERS - Part 2: Who Cares? This is the second in our series on Law Firm Mergers and the importance of integrating the marketing leadership from both firms as early in the process as possible. Since clients and internal stakeholders will be the most impacted, how should a firm get more people to care? Well, what do people care about? While marketing in a merger situation is not conceptually unique, it is exponentially more complicated…
LAW FIRM MERGERS - Part 1 : A Strategic Checklist We are bringing back an earlier series on law firm mergers since the number of mergers jumped 65% in 2011, according to the American Lawyer. The focus will be on why most underachieving law firm mergers share one fundamental deficiency. Over the next several columns, I'll identify a checklist to be used by the negotiating partners and marketing leadership to deal with it. The failure to work…
AVOID CHAOS IN 2012 - Whether it's the Aztecs of yore or the renewed predictors of economic doom and gloom, is your firm ready to compete? Experence tells us that law firms can differentiate themselves from the pack and grow business if they: * Build with recent clients and leads; * Increase efficiency in pursuing and winning new engagements; * Stimulate more internal collaboration; * Advance client/prospect targeting; * Buildl the firm and practice area profile…
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Does the innate need to appear "competent" help or hinder a professional's ability to develop business, develop future talent and give superior service to clients?
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In-house counsel have, after years of grumbling, finally motivated law firms to act differently, putting client needs above the law firms' own arcane business models and billing policies. However, few law firm leaders view these changes as positive, so many do a poor job of promoting their enhanced capabilities as a competitive advantage.
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For attorneys and law firm marketers, the advent of smartphones means a new frontier for gathering information ' and a new competitive arena.