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BE NICE TO THE MEDIA<i>Or Else You'll Turn Into A Pumpkin -- Or Something</i> Image

BE NICE TO THE MEDIA<i>Or Else You'll Turn Into A Pumpkin -- Or Something</i>

Bruce W. Marcus

Your mother raised you to be nice to everyone, and you've always been taught to be nice to journalists. Answer their questions. Tell them everything. Stop what you're doing and cooperate. Be polite. That's the conventional wisdom. You've even heard that in these pages. But are there ever times to tell the media to bug off, and leave you alone? Maybe. &#133;

Do You Give Samples? Image

Do You Give Samples?

Bruce W. Marcus

Every so often, in a particular area of a professional practice, somebody gets the bright idea to give samples ' to give a half hour of free advice as a way to entice a prospective client to ask for more. Two questions arise. Is it ethical? Is it good marketing? The unqualified answer to both is ' it depends.

When You're All Alone In the Forest Image

When You're All Alone In the Forest

Bruce W. Marcus

In an economic environment in which the larger firms are competing with the smaller firms for the smaller clients, and in which law firms are retrenching and the client pool is diminishing, can the sole practitioner or the smaller firm compete in this arena?

The Arcane Art of Managing Marketers Image

The Arcane Art of Managing Marketers

Bruce W. Marcus

The Difference Between Doing And Managing Marketing In the early, primitive days of marketing professional services, there weren't enough people doing marketing for law, accounting, and consulting firms to think much about departmental management. The exceptions, of course, were the larger firms, particularly those for whom, in the beginning, having more people on staff was often equated to better marketing. Marketing, at the beginning, was invariably assigned to a partner, who had only a vague'

The Arcane Art of Managing Marketers Image

The Arcane Art of Managing Marketers

Bruce W. Marcus

The Difference Between Doing And Managing Marketing In the early, primitive days of marketing professional services, there weren't enough people doing marketing for law, accounting, and consulting firms to think much about departmental management. The exceptions, of course, were the larger firms, particularly those for whom, in the beginning, having more people on staff was often equated to better marketing. Marketing, at the beginning, was invariably assigned to a partner, who had only a vague&#133;

The Arcane Art of Managing Marketers Image

The Arcane Art of Managing Marketers

Bruce W. Marcus

The Difference Between Doing And Managing Marketing In the early, primitive days of marketing professional services, there weren't enough people doing marketing for law, accounting, and consulting firms to think much about departmental management. The exceptions, of course, were the larger firms, particularly those for whom, in the beginning, having more people on staff was often equated to better marketing. Marketing, at the beginning, was invariably assigned to a partner, who had only a vague&#133;

If I Told You Once, Is That Enough?<i>Follow, Follow, Follow-up</i> Image

If I Told You Once, Is That Enough?<i>Follow, Follow, Follow-up</i>

Bruce W. Marcus

The idea is to keep in touch with the prospect ' to keep your name and service very much in the forefront of his or her mind without being counterproductive. How counterproductive? By being a nuisance. By calling too often. By pressing too hard. What does that leave?

If I Told You Once, Is That Enough?<i>Follow, Follow, Follow-up</i> Image

If I Told You Once, Is That Enough?<i>Follow, Follow, Follow-up</i>

Bruce W. Marcus

Okay, so you sent the prospect a letter. Or you had a great meeting. Or the prospect came to a seminar. And nothing happened. You've learned the basic lesson. An initial contact, no matter how friendly, is not a marriage vow. The follow-up is necessary. The fact is that in professional services marketing you've got a few distinctive things working. The prospect may like you, but doesn't need your services at this moment. The prospect is not in&#133;

How to Start A Practice <i>What Do I Do Next?</i> Image

How to Start A Practice <i>What Do I Do Next?</i>

Bruce W. Marcus

Every legal and accounting publication ' in hard copy or on the Internet ' is loaded with advice about how to start a practice. But what seems to be missing is realistic guidance on the practice ' the practice, not the theory ' of practice development: Not what you should do, but what you could do.

I'LL FOLLOW YOU ANYWHERE Image

I'LL FOLLOW YOU ANYWHERE

Bruce W. Marcus

When You Learn How To Lead Me There Gerry Riskin, who is undoubtedly one of the anointed few among clear thinkers, recently sent out a small video (www.gerryriskin.com/law-firm-leadership-law-firm-leaders-heres-3-minutes-53-seconds-from-tom-peters.html) of Tom Peters on the subject of leadership. It was an important piece, and certainly worth the few moments it takes to view it. '

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