Advances in technology have given clients more information about the cost of legal services and where else that client might go looking for them, leading to increased demand for discounts and other alternative fee arrangements at a time when in-house legal departments are under rising pressure to cut costs. Here's how to use competitive intelligence.
A new survey of law firm leaders reveals that partners at a majority of the firms don't have enough work, and that demand for legal services is lagging behind pre-recession levels. Yet, despite this gloomy assessment, law firm leaders report that their partners are resistant to change.
For those of us in the communications industry, it has been mind-blowing to see how far Hillary Clinton and Donald Trump have gotten with all of the baggage they've brought along, outrageous statements they've made, and un-presidential things they've done. What can law firms learn from this?
This article explores Sullivan & Worcester's content development initiative experiment from the marketing and professional development perspectives. A group of about eight senior associates, were charged with developing the content.
Steven Covey identifies the importance of taking time to "sharpen the saw" in his famous book "7 Habits of Highly Effective People." Covey suggests that, to be effective, we must devote time to renewing ourselves. Continuous renewal allows us to synergistically increase our ability to practice each of the other six habits.
Given that the social media landscape of today is already drastically different than the social media landscape of three years ago, how should legal marketers invest their time and money in order to derive the greatest return on their investments? The answer starts with a thorough look at a law firm's social media goals.
When it comes to crises, businesses practically tie themselves in knots trying to avoid any potential conflict. But what are the best ways to control a crisis once it comes up?
Executive coaching has finally made contact with Big Law, big time. This paradigm shift has happened because research now proves there is a return on investment realized by organizations that invest in professionally developing human capital .
A new survey of law firm leaders reveals that partners at a majority of the firms don't have enough work, and that demand for legal services is lagging behind pre-recession levels. Yet, despite this gloomy assessment, law firm leaders report that their partners are resistant to change.
As firms strive to maximize operational efficiencies and increase the effectiveness of recruiting and retention across the talent spectrum, many are evaluating how to best align their talent function to the firm's values and business objectives, essentially with the common goal of delivering excellent client service and enhancing employee career satisfaction.
