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Over the past 20 years, I have sat in various sales/BD/marketing positions helping to coach consultants, auditors, and for the last 10 years, attorneys in developing their books of business. While many of the “normative behaviors” in the industry tend to mean well, there are numerous subtleties to business development and sales that are often overlooked — an issue inferred from numerous pitch selection, feedback and review processes. Below are nine ways you may be hindering your efforts to win new legal business, and a few ideas on how subtle improvements can maximize both success and overall win rates for firms and attorneys.
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By Doug Stansfield
Data mining is a relatively new practice in the legal space and the data profiles of firms are highly variable from one organization to another, so identifying the right tools and prioritizing initiatives can be challenging.
By Sharon Meit Abrahams
All lawyers want to be wanted and valued by their firms. It has become apparent that tomorrow’s legal talent requires even more hand-holding than previous generations. They want to understand why and what’s the payoff of their efforts. By creating a firm culture that addresses these concerns you will heighten your firm’s ability to retain precious talent.
By Timothy B. Corcoran
Smart business leaders compete by constantly seeking cost advantages. Yet law firm leaders compete by perpetually increasing associate compensation. As always, this will not end well.
By John F. Hollway
It’s Not the Number of Hours We’re Billing or the Number of Hours We’re Working; It’s the Way We Feel About How We Spend Those Hours That Matters
Working long hours, tracking those hours and feeling that we have to grind all year to hit a specific number of hours to meet a profitability target can make us feel like fungible, dehumanized automatons rather than highly trained providers of specific and thoughtful solutions to complex legal challenges.