Developing a Thriving Client Team Program
September 29, 2006
Get yourself comfortable and spend a few moments with a fellow warrior in the battle to build and maintain a thriving law firm client team program. Thrive is used purposely to emphasize a point. Programs and initiatives come and go, often without meaningful impact, but to thrive is to make steady progress. To prosper, flourish, and grow vigorously (courtesy of dictionary.com, for this purpose). Client teams need to thrive to succeed because anything less will not produce the revenue and relationship goals the program promises to deliver. Success will depend on continuous support from many sources, motivated teaming, rigorous processes and probably fundamental cultural change. That would be tough enough if it was the absolute top priority of any business. Would you be surprised to learn that client teams have not yet reached this exalted status in most law firms?
<b>Sales & Service Strategies:</b> Same Rules Apply
September 29, 2006
Marketing and business-development professionals perform many jobs, including the vital undertaking of helping attorneys stay in touch and expand their network. We spend tremendous amounts of time, energy and money, day in and day out ' on CRM systems, training programs, one-on-one coaching, sports and entertainment programs, seminars, and reminder e-mails ' to help attorneys stay top of mind. <br>If we spend time every week preaching this, why don't we follow our own advice? It's what we call 'Cobbler's Syndrome.' We are the cobbler's children and we have no shoes.
<b>Practice Building Skills:</b> Cross Selling: Finding Hidden Opportunities to Grow Your Practice
September 29, 2006
When working with law firms, the first question that we always get asked is: 'How do we increase our business?' In our experience in working with firms, we have found that they are willing to pay thousands and thousands of dollars in marketing, spend countless hours trying to identify new opportunities, and are always looking for an edge or new strategy to develop more business. We have found that most firms overlook the fact that the most cost-effective and easiest way to develop more business is to utilize the assets they already possess ' by cross-marketing and cross-selling within their own firm.
Media & Communications Corner
September 29, 2006
Meet Nicole Quigley, Assistant Director of Media, Public Relations and Communication with Crowell & Moring LLP.
<b>Technology in Marketing:</b> New Tools for Effective Proposal Generation
September 29, 2006
According to a 2006 benchmarking survey by Chicago-based Hubbard One, a Thomson Elite company, 51% of the survey respondents said that they respond to more than 10 proposals a month, often with minimal advance notice. Some indicated close to 30 per month. As the demand increases and marketing is more involved in the business development process, 62% of marketers have indicated they are not satisfied with their current proposal process.
A New Generation of Legal Marketing
September 29, 2006
The BTI Consulting Group's brand new research with law firm marketing leaders reveals three powerful shifts in the world of legal marketing:<ul>1. Marketing spending per attorney climbs more than 20%;</ul><ul>2. Marketing staffs expand by nearly 15%; and</ul><ul>3. Business development takes center stage as a key objective.</ul>
Eliminating the E-discovery Headache with E-mail Intelligence
September 29, 2006
Juries don't always believe what people say, but they do tend to believe what is on paper. The difference that thorough e-mail review and analysis can make in the outcome of litigation is dramatic, and attorneys cannot risk overlooking key evidence that can make or break a client's case.
Mapping Law Firm Capabilities
September 29, 2006
Not so many years ago, running a law firm was a simpler process. If you were good at legal research, drafting documents, arguing cases and attracting and advising clients, the business took care of itself. But today, managing a legal practice, particularly for large firms, is more like running a large, sophisticated, multinational business.
Blogging and the Workplace
September 29, 2006
You may not know about it, but it is happening: At least one, and probably more, of your business' employees has entered the 'blogosphere.' The world of blogs, or interactive diaries posted on the Internet, has expanded exponentially over the past 3 years, and 'bloggers' cannot seem to resist the urge to talk about their jobs. These sometimes quasi-journalistic postings raise a host of concerns for employers, such as protecting a hard-won public image, safeguarding confidential information, and preventing defamation of managers and co-workers. Such concerns arise because blogs can reach millions of readers long before the employer even learns about the posting. No laws specifically regulate 'blogging,' and there is virtually no case law to provide guidance. Consequently, employers need to look elsewhere for guidance on the balance between their employees' interest in having a life away from work and ensuring that employees' activities in the blogosphere do not damage business interests ' a blogging policy.
