As you approach your clients during the upcoming holidays and new year, think creatively. This Q&A with Aon COO Audrey Rubin provides more than a dozen examples of ways to add value and build stronger relationships with our clients. The MLF team challenges you to undertake one or two of these in your next go-to-market strategies.
Roles, Results & Roadblocks
An increasing number of the world’s largest law firms are conducting business at such a scale that having a dedicated, full-time client service or experience officer adds significant value to the firms and their clients.
Retargeting combines two of the most important aspects of digital marketing: automation and personalization. Marketers use retargeting to stay in front of the consumer across devices and to ultimately try to reach them at the right time — the moment of purchase intent.
There are two types of lawyers — those who have their own business and those who work for those who do. How do your lawyers size up?
Robert W. Anderson and Eric B. Levine
Critical to any counsel working to prevent a cyber attack or respond to a successful cyber intrusion is an understanding of why and how to properly utilize both attorney-client and work-product privilege.
Robert J. Stearn, Jr., Cory D. Kandestin and Christopher M. De Lillo
Delaware Bankruptcy Court Protects Communications with Financial Professionals Originating In Delaware
Because state law applies at the time the transaction is negotiated, the parties might assume — reasonably so — that state privilege law will govern communications with their attorneys and financial professionals. But what happens if, years later, a fraudulent transfer plaintiff files suit in federal court and brings claims under federal law? Does state privilege law still apply?
Ronald H. Levine
The government’s seizure of attorney-client communications, a headline event when it involves the President’s lawyer Michael Cohen, actually is a recurrent problem in white collar criminal investigations due to the convergence of several trends.
There were elements of the corporate culture in the early Dot-com years that helped shape my perspective on the critical role marketing could (and should) play in driving tangible and bottom-line business results. Those shaping influences, when applied to law firms, can help us legal marketers realize even greater returns for our internal and external clients.
Cash flow management can be particularly challenging. You need to account for the time lag between cash going out and cash coming in. This requires financial and management discipline, strong internal policies and procedures for billing and collection policies, planning and attention to detail.
If you listen to the marketplace, you will know what to do in connection with client growth and client retention. Are firms listening to this advice?