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LAW FIRM MERGERS - THE ROLLOUT is the final chapter in maximizing the input of marketing leadership. Tell your business targets what they actually need and want to hear. Don't wait until after the merger to think about the similarities and differences in the marketing cultures of the two firms. They are as potentially decisive to business development as your respective financials are to the individual partners.…
LAW FIRM MERGERS - SHOWING ALL is the third chapter on law firm mergers and the importance of early involvement of marketing leadership. The next question is: How do you show - not tell- the marketplace that your intellectul and professional platform is indeed broader and deeper? New subspecializations can be defined and marketed. Articles on legal or client industry issues should be co-bylined by lawyers from both merging firms. Talk about mergers in general, using…
LAW FIRM MERGERS - WHO CARES? is the second in our series on law firm mergers and the importance of integrating the marketing leadership from both firms as early in the process as possible. Since clients and internal stakeholders will be the most impacted,how should a firm get more people to care? Well, what do people care about? While marketing in a merger situation is not conceptually unique, it is exponentially more complicated because now…
LAW FIRM MERGERS - WHO SHOULD CARE? - We begin a new series on why most underachieving law firm mergers share one fundamental deficiency. Over the next several columns I'll identify a checklist to be used by the negotiating partners and marketing leadership to deal with it. The failure is to work a practicable marketing strategy into the very soul of the merger - before it happens, while it happens and after it happens. Keep in…
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Today, marketing and business development professionals need to understand law firm finance and economics. Likewise, law firm chief financial officers need a better understanding and appreciation of marketing strategies. The success of your firm will depend on how well these two disciplines work together.
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It's not a secret that a strong summer associate program is essential to attracting and retaining talent. This article provides an overview of some easy steps for creating an effective program.
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Few firms evaluate the long-term growth of competitive intelligence (CI) in firm business development, and even fewer have sought to build systematically on current efforts to create an intelligence function that can predict opportunities. This article seeks to illustrate how a law firm can build a robust intelligence function ' gathering both competitive and business intelligence ' that will provide the greatest strategic benefit over the short and long terms.
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With the ever-increasing focus on security, wage and hour class actions create potential liability for a variety of employers, from airport vendors to power plants to retailers. Fortunately for these employers and others, the recent, yet limited, case law has held that such time is not compensable. Moreover, general wage and hour principles support this conclusion.
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In December 2007, Lucent Technologies Inc. secured a non-prosecution agreement from the Department of Justice and settled an enforcement action with the SEC for conduct related to travel and entertainment expenses incurred on behalf of Chinese government officials and for the manner in which these expenses were booked. The Lucent settlement adds to a number of existing guideposts regarding permissible interactions with foreign officials under the Foreign Corrupt Practices Act. This article examines the Lucent settlement, prior FCPA enforcement activity related to travel and lodging, and offers some practical advice for compliance counsel.