Features
David H. Freeman
Statements like, 'We pride ourselves on delivering outstanding levels of client service' sound great. They are the Pavlovian pablum we whip out when we meet new clients, promote ourselves on our Web sites, write the openings of our RFPs, and attract laterals. The problem is, they're just not true.
Allan Colman, CEO, the Closers Group: [email protected]
LAW FIRM MERGERS - THE ROLLOUT is the final chapter in maximizing the input of marketing leadership. Tell your business targets what they actually need and want to hear. Don't wait until after the merger to think about the similarities and differences in the marketing cultures of the two firms. They are as potentially decisive to business development as your respective financials are to the individual partners.…
Allan Colman, CEO, the Closers Group: [email protected]
LAW FIRM MERGERS - SHOWING ALL is the third chapter on law firm mergers and the importance of early involvement of marketing leadership. The next question is: How do you show - not tell- the marketplace that your intellectul and professional platform is indeed broader and deeper? New subspecializations can be defined and marketed. Articles on legal or client industry issues should be co-bylined by lawyers from both merging firms. Talk about mergers in general, using…
Allan Colman, CEO, the Closers Group: [email protected]
LAW FIRM MERGERS - WHO CARES? 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 because now…
Allan Colman, CEO, the Closers Group: [email protected]
LAW FIRM MERGERS - WHO SHOULD CARE? - We begin a new series 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 is to work a practicable marketing strategy into the very soul of the merger - before it happens, while it happens and after it happens. Keep in…
Features
Stephen M. (Pete) Peterson
Today, marketing and business development professionals need to understand law firm finance and economics. Likewise, law firm chief financial officers need a better understanding and appreciation of marketing strategies. The success of your firm will depend on how well these two disciplines work together.
Features
Jacqueline G. Meyer
It's not a secret that a strong summer associate program is essential to attracting and retaining talent. This article provides an overview of some easy steps for creating an effective program.
Features
Shannon Sankstone
Few firms evaluate the long-term growth of competitive intelligence (CI) in firm business development, and even fewer have sought to build systematically on current efforts to create an intelligence function that can predict opportunities. This article seeks to illustrate how a law firm can build a robust intelligence function ' gathering both competitive and business intelligence ' that will provide the greatest strategic benefit over the short and long terms.
Features
Joan Tucker Fife
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Gina Del Negro
With the ever-increasing focus on security, wage and hour class actions create potential liability for a variety of employers, from airport vendors to power plants to retailers. Fortunately for these employers and others, the recent, yet limited, case law has held that such time is not compensable. Moreover, general wage and hour principles support this conclusion.
Features
ALM Staff
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