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Sometimes, we over-engineer solutions. And most often, we don't need to.
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With the intense competition for new legal work, demands on lawyers' available time and the increasing discounts clients demand, it's getting harder for law firms operating under a billable-hour business model to support the consistent development of new legal work by investing in and maintaining a marketing department alone.
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It's not enough these days to simply react to clients, the best attorneys are those who can anticipate a legal need before it happens and be proactive in reaching out to clients. To be first to a client, lawyers need a keen understanding of how business indicators connect to legal needs and have a strategy to track and analyze the path as it unfolds.
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How Law Firm Marketers Can Assume a Leadership Role The marketing director needs to gain "a seat at the table" in order to have a voice in planning, and to be viewed as an integral member of the firm's management team. How do you go about earning that seat?
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Firms are embracing new technologies to help drive marketing efforts and reach new audiences, but doing so may require some uncomfortable changes to the ways that attorneys have traditionally thought about building their brands.
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The best way to make the most of your initiatives? Track them, and adjust according to the data. But that's easier said than done
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Six Pillars of a Successful Bus-Dev Program For firms wanting to thrive through the next economic downturn and beyond, mastery of business development fundamentals is as essential as mastering legal skills. Yet training and coaching — whether done internally or through outside consultants — requires an investment in time and resources.
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In this era of social media and a 24-hour news cycle, each day seems to bring a fresh story of PR missteps, whether it be a brand, organization or high-profile individual. Although you may feel you've read enough about these latest public relations nightmares, one area on which you might want to focus is the importance of an apology.
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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 because the "just do it" attitude, does not work. 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.
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Due to a law firm's team-oriented approach to business development and client service efforts, it is not always clear who should logically and most efficiently serve as the billing partner for a client or a particular client matter. A person should only be a billing partner if he or she is or will be performing the functions outline herein.