BUSINESS DEVELOPMENT ROADMAP - Sometimes we need to take our own advice. At the Closers Group, when we work with our attorney marketing clients, we often recommend that they review all of their assets. this creates an opportunity to see what's working, to refresh tactics that have become a bit stale, and to develop strategies to activate those that could perform better. Recently, we did take our own advice. We looked at our tools and talked…
In collecting and analyzing massive amounts of legal helpdesk ticketing data, including more than 600,000 helpdesk tickets within a recent nine-month time frame, legal-specific outsourcers and internal helpdesks alike pinpointed a noticeable, albeit predictable trend: More than 50% of all tickets resolved by the helpdesk relate to Microsoft Office products, with Word and Outlook leading the charge.
It is during this time of great upheaval that the need for leadership is greatest.
In 2010, law firms received on average three times the number of RFPs than they received in 2007. This means much more work for high-level partners and law firm marketers.
It's a brand new year. What are law firms doing to develop the next generation of successful lawyers and rainmakers in 2011 and beyond?
We have all heard about the ACC Value Challenge and much has been done to help in-house counsel close the gap between legal budgets and value received from law firms.
A Note from the new Editor-in-Chief of Marketing the Law Firm
In the 2009 Fulbright & Jaworski L.L.P. Litigation Trends Survey, 42% of U.S. corporate counsel reported they expected an increase in the volume of legal disputes over the coming 12 months. The 2010 survey has proved them right.
Many firms that were formed in the late 1960s through the early 1990s are now facing a transition from their founding leadership to a younger generation. There are many problems and benefits that will be associated with this transition. This article discusses the issues and the approaches that a firm may take to make the transition effective and efficient with minimal disruption.
Too many lawyers in private practice are frustrated as they attempt to achieve both their personal and professional objectives due to the absence of sound management and administration of their firms.
