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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.
In recent years, there has been significant growth in the number of dedicated “Chief Client Service Officer” (CCSO)-related positions within leading law firms. To date, approximately 35 of the top 500 law firms have a full-time, in-house, dedicated CCSO professional. (Most major law firms have had full-time, in-house marketing and business development (MBD) department staff in place for years. Part of their responsibilities may be client service, but MBD staff usually have many other demands on their time and are not 100% dedicated to the client service/experience role. For example, the main focus of many traditional law firm Chief Client Development Officers and Chief Marketing & Business Development Officers (CMBDOs) is to manage all marketing efforts, identify and coordinate leads, assist with (and sometimes directly participate in) RFPs, work with lawyers to help develop proposal strategies and development plans, and monitor and manage new client development (to ensure that multiple lawyers are not going after the same client in a disjointed manner)).
By David McCann
Marketing professionals have a responsibility to do their best to protect the brands of their employers. And part of that responsibility means avoiding, limiting or addressing, to the extent possible, any negative or damaging publicity. While there are nuances within each industry that determine what can and can’t be done in this effort, there are some universal strategies I think work well.
By Jim Jarrell
Until recently, most law firms operated with a cadre of legacy operating systems, financial platforms and reporting technologies from different manufacturers that have no mechanism for connecting with each other, let alone automatically extracting and updating data points between systems. The disparate nature of these technologies has exacerbated the struggle to leverage data and display results in a reporting mechanism that helps direct the firm’s decision-making.
By Silvia Coulter
Law firms have many leaders. Yet in many cases, no formal leadership training takes place, leaving others in their groups or offices performing at less than optimal levels and on their own to get the job done often feeling pressured and stressed. Here are some tips to help partners who lead operational teams, offices, practices, departments, or the firm itself, to implement for leadership impact that books and professors don’t seem to directly address.
By Ari Kaplan
The most popular justification for avoiding business-development activities is a lack of time. There are, however, a number of strategies that will allow you to execute and produce results in minutes — or even seconds.