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Law firms can look to a growing trend, however, among their corporate brethren as a model to solve the business development training challenge. It's called Sales Enablement.
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There's simply no better time than these early days of 2022 to take the time to consider and prioritize some essential first steps you can promptly execute to ensure your law practice is on the right path to being even more successful in January 2023 than it is today.
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If you want to want to drive real revenue growth in an environment manipulated by a global pandemic, then you must find new ways to think about, study and prepare to meet the needs of the new legal services buyer.
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While the rapid ascent of home offices may have initially come as a shock to more than a few corporate cultures, the truth is that business leaders who embrace long-term remote working can yield significant cost savings and boost employee morale.
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Demonstrating client service before the engagement serves attorneys well into the ongoing relationship. This checklist can help professionals discuss important topics with new clients and demonstrates their skills in quality client service.
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There was no shortage of COVID-related PR opportunities having an impact on practice groups across the board, from real estate to bankruptcy to employment and more. This wave started in 2020 and continued well into 2021. Once the pandemic does finally fade from our lives, what will the new normal for legal PR look like?
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Selling doesn't cause buying. Buying is an internal business process and that process is fast becoming out of sync with the sales training we often push on our lawyers. Our buyers know more than we do about what is really important inside companies when they are looking to hire outside counsel. We must get better at that lest many of our practices become even more commoditized.
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The law firm office cannot remain unchanged, as if frozen in time set to some date prior to the onset of pandemic, when the terms and meaning have all changed. In fact, the office must now provide benefits or an experience the lawyers and staff cannot get at home.
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The law firm office cannot remain unchanged, therefore, as if frozen in time set to some date prior to the onset of pandemic, when all the terms and meaning have all changed. In fact, the office must now provide benefits or an experience the lawyers and staff cannot get at home.
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Perhaps it was not surprising that when the pandemic hit last year, chief marketing officers and their teams were among the first included in layoffs and budget cuts. But over the last several months, a new narrative has emerged: Law firms have turned bullish toward investments in marketing and technology.