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It’s the budgeting and planning time of year. And, if the legal industry literature is anything to go by, strategies are in for law firms. A well-defined and well-communicated strategy provides a tangible way for law firms to identify their strengths and differentiators. Once firms have determined their identity and how they want to communicate that to the market, practice and industry groups create business development plans around executing that strategy. This usually includes reviewing client targets (existing and potential), evaluating events and sponsorships to determine which ones gain most exposure, and looking for new opportunities to showcase firm expertise. Marketers are well aware of this fact and have been working with practice and industry groups toward this end-goal for a long time. The emergence of competitive intelligence (CI) functions in law firms provides marketers and business development professionals with another arsenal in their toolkit.
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By Kristen Dallman
In this marketplace, one thing is abundantly clear: To remain competitive, you must adapt. So how can you adapt in a way that meets the increased expectations of today’s client? Focus on client experience.
By Gina Rubel
Lessons learned from years of listening, emulating, taking risks, and learning from failures and successes alike.
By Brandon Leahy and Chloe Delehanty
While it is still unknown how the metaverse will take shape, lawyers advising brands should familiarize themselves with the opportunities it presents, the risks involved, and strategies to consider for enhancing and protecting a client’s brand.
By Mike Whelan
a tendency to trust optimizes outcomes on average — but you have to think in individual transactions. Are lawyers too distrusting to make good decisions in those instances? This article explores the concept of trust, the impact of trust on cooperation, and whether lawyers have trust issues and what that means for them and for their clients.