New Ways of Navigating Today’s Legal Market

Recent Business of Law guest blogger at the National Law Review Marcie L. Borgal Shunk of BTI Consulting Group posted some great tips for staying ahead of the legal business development curve.

Savvy law firm leaders can define new ways of navigating today’s legal market by drawing on a combination of proven tactics and innovative best practices including:

  1. Systematic client feedback every 18–24 months
  2. Quarterly in-person meetings with each attorney’s top 5 clients
  3. Client-specific profiles on the firm intranet, replete with preferences from communication-style to level of detail included in invoices
  4. Brief, relevant highlights of anticipated changes and how they impact your clients distributed online, by email or social media
  5. Draft invoices to share with clients before submitting them for payment
  6. Targeting precise areas of growth within your practice (e.g., Securities Litigation with Energy companies or opportunistic mergers in the Telecom industry — read BTI’s Litigation Outlook 2011 and BTI’s Premium Practices Forecast 2011 for more ideas)
  7. Monthly and event-driven client team meetings to discuss changes in client’s goals, objectives and business needs and identify at least one specific growth opportunity

©2011 The BTI Consulting Group Wellesley, MA

New Ways of Navigating Today’s Legal Market

Some more legal marketing best practices quick tips recently posted at the National Law Review by Marcie L. Borgal Shunk of

BTI Consulting Group:

Savvy law firm leaders can define new ways of navigating today’s legal market by drawing on a combination of proven tactics and innovative best practices including:

  1. Systematic client feedback every 18–24 months
  2. Quarterly in-person meetings with each attorney’s top 5 clients
  3. Client-specific profiles on the firm intranet, replete with preferences from communication-style to level of detail included in invoices
  4. Brief, relevant highlights of anticipated changes and how they impact your clients distributed online, by email or social media
  5. Draft invoices to share with clients before submitting them for payment
  6. Targeting precise areas of growth within your practice (e.g., Securities Litigation with Energy companies or opportunistic mergers in the Telecom industry — read BTI’s Litigation Outlook 2011 and BTI’s Premium Practices Forecast 2011 for more ideas)
  7. Monthly and event-driven client team meetings to discuss changes in client’s goals, objectives and business needs and identify at least one specific growth opportunity

©2011 The BTI Consulting Group Wellesley, MA

 

Gateway Practices Promise Premium Law Firm Rates for 2011 – and More

This week’s Business of Law Guest Blogger at the National Law Review is Marcie L. Borgal Shunk of  BTI Consulting Group. I recently had the pleasure of hearing Marcie speak at Dechert’s offices in Philadelphia at a Delaware Valley Law Firm Marketing Group event – and she ‘put a lot of meat on the bones’ concerning what differentiates law firms in the eyes of inside counsel and what forces drive business to one law firm or one lawyer over another.  The following is a  very brief  post by Marcie on what will be the premium rate legal work in 2011 and why legal consumers are willing to pay top dollar for some legal services and not others:

Gateway Practices are a law firm’s exclusive invitation into an elite club. They not only provide intimate insights into a client’s most sensitive, high-value needs, but also offer priority access to new business opportunities in other areas (such as high-rate, high-growth opportunities). Gateway Practices are, in essence, the equivalent of a hidden shortcut to the king’s treasures.

BTI Premium Practices Forecast 2011, based on input from more than 250 corporate counsel, predicts there are 4 Gateway Practices for 2011. These are:

  • Bet-the-Company Litigation
  • Investigations
  • Bankruptcy
  • IP Litigation

Opportunities in Gateway Practices, however, are not abundantly available. In terms of market size, they are smaller than most other practice areas. Fewer companies have existing matters—for example, just 24.2% of companies have an active bet-the-company litigation at any given time—and the growth prospects for Gateway Practices, most of which are negative, mean competition is intense.

The only way to win new business in a shrinking practice area is to (1) take work from a competitor, or (2) be first in line for new opportunities.

Three best practices to position your firm to capture—and keep—this high-powered, top-rate work are:

  1. Be the driving force behind new thinking in how to use legal strategy for business advantage
  2. Take a bullet for your client. Commitment to help is the single most powerful differentiator when hiring for Gateway Practices.
  3. Host regular online or live events which anticipate major risk factors in Gateway Practices

©2011 The BTI Consulting Group Wellesley, MA

 

 

 

 

The Economy has Changed – InHouse Law Departments are Changing – Law Firms You Need to Change Too. Exhibit A: Howrey LLP

Lead, Follow or Get Out of the Way.  attributed to Thomas Paine 

Lead Me, Follow Me, or Get Out of My Way.  General George S. Patton 

Much has been written lately about the demise of Howrey, LLP.  Reasons cited for the downfall include: alternative fee arrangements, discovery outsourcing and the decline in overall litigation.  As a former in-house counsel, I had a few cases with them and always found them to be very effective litigators. Howrey’s emphasis on litigation, according to some is the main reason of their demise.  From the Wall Street Journal’s Law Blog March 9th:

Howrey, which once employed as many as 750 attorneys and uses the slogan “In Court Every Day,” had built what many corporations described as “go-to” litigation and intellectual property practices in the U.S. and Europe.

A former general counsel highlighted the ‘over effectiveness’ of Howrey’s – In Court Every Day  motto, but  he may be missing a bigger business trend:

But here’s the problem: clients may want to hire lawyers with deep litigation experience. I am very confident, however of the following:

Clients do not want to be in court every day.

Sometime in the last five years or so, most general counsel came to a realization: all litigation is bad. Some is worse than others, and some necessary for a while, to be sure. A bottom line for litigation is emerging: you don’t want to be in court and if you are you want to get out fast.  .  Howrey 3: When is a Law Firm Brand Too Good?  – from John Wallbillich of Wired CG

Many general counsel have believed for some time that litigation is often a resource drain.  The change is that many C-Level Managers now understand the time, cost, and often slim chance of collecting on a judgment even if you win often involved with  litigation.  Blame the economy for this increased scrutiny by businesses on legal expenses vs. financial outcomes from litigation.   

Competitive businesses have to look closely at all major expenditures, including…Alert the Media legal costs.  Inside counsel have to explain their costs, perform cost benefit analyses, and provide detailed budgets to executives. Guess what happened along the way,  business demanded that the law firms they retain be run like …. businesses!

  • Businesses that had project mangers on staff for years began to wonder why their law firms didn’t.  
     
  • Businesses that had to devise thier own internal litigation budgets questioned why their litigators seemed reluctant to do so.  
     
  • Businesses that had to estimate costs and develop estimates for their clients began to wonder why law firms weren’t willing to shoulder some of the estimation risk too.

There will always be situations where companies need good litigators, maybe just not as many as they did before.  Which brings me back to the other reasons frequently mentioned for Howrey’s demise:  alternative fees and  the advent of third-party discovery vendors.  

Alternative Fees & the Advent of Third Party Discovery Vendors

Alternative fees and discovery vendors are just low hanging fruit.  In the aptly titled blog post:  A BS Detector’s Review of the Latest Howrey News, Patrick McKenna interprets:

Ooooooooo, here it comes……wait for it…….alternative fees and low cost service providers unexpectedly arose and killed a healthy, well run law firm!

So, although there may be less of a demand for litigators, a well run firm could adjust.  And although clients may want alternative fee arrangements (AFA) the tipping point for Howrey was the response to client pressure for a small percentage of cases to be converted to AFA?  Astutely noted by Patrick Lamb in his follow-up blog post: The BS of the “Howrey Story” :  

AHA. SO, the firm survived on overcharging clients for mundane administrative discovery service. And did not have the acumen to adjust its fundamental practice accordingly. That was certainly not anything that was foreseeable or addressable by management.

In the end, Howrey CEO Robert Ruyak, summed it up the best: 

What we found is that partners at major law firms have very little tolerance for change and very little tolerance for fluctuation in profits…. Wall Street Journal’s Law Blog March 9th


Change, Grow, Innovate – From Legal Advisor to Strategic Partner – also save  a $100 

InsideCounsel’s 11th Annual SuperConference – May 23-24 in Chicago is designed to provide senior legal professionals insights, ideas and solutions to help them meet their growing responsibilities and evolving needs.   Specific Topics addressed include: 

  • The Great Reset – From Legal to Strategic Business Partner
  • In-House vs. Outside Counsel – 5 Challenges & Solutions from Both Perspectives
  • Value Based Billing
  • Taking Control of Document Review – Strategies and Methods to Finishing Projects Faster while Keeping Costs Under Control and many, many more….

Earn up to 12 CLE Credits.  For More Information and to Register – CLICK HERE.   

Register Prior to April 1st and Enter Promo Code WBNLR2 & save $100 !

Copyright ©2011 National Law Forum, LLC

5 Ways to Focus a Law Firm Marketing Strategy

Recent  National Law Review Business of Law Guest Blogger Margaret Grisdela of Legal Expert Connections provides some quick tips on how to focus a law firm’s marketing strategy: 

Clearly targeting law firm clients is one of the key concepts of the Courting Your Clients legal marketing methodology. You will lower marketing costs, increase response rates, and build greater brand visibility with a narrowly defined market niche. Here are 5 ways to focus your law firm marketing strategy:

1. Geographically.

The majority of small to mid-sized law firms simply focus on developing new business located within a 50 to 100 mile radius of an office location. Proximity gives you the benefit of convenient face-to-face meeting opportunities, personal networking, and strong local referral sources.

2. Demographically.

Attorneys who serve a consumer audience in particular (like family law, trusts and estates, or immigration) can focus on known characteristics such as marital status, income, the presence of children, and/or zip codes.

3. By Industry.

Lawyers who serve a business clientele are likely to target specific industries that are well suited to their practice. Examples include intellectual property attorneys who work in the entertainment field, municipal lawyers who serve county officials, or corporate law firms who favor technology companies.

4. By Job Title.

A purchasing agent or key decision maker focus – like the HR Director for labor & employment lawyers or the General Counsel for corporate attorneys  – ensures that you target your business development efforts on the person who can sign your engagement letter and check.

5. By Trigger Events.

Transactional attorneys need to find clients with a highly defined need. This could be a personal injury attorney looking for car accident victims, or a corporate lawyer who helps business owners with mergers and acquisitions.

Marketing campaigns will be determined by the focus you bring to your law firm. Of course, there may be multiple parameters that are relevant to your marketing definition, like HR Directors within retail companies located in a specific metropolitan area.

Focus not only helps you to invest your marketing budget wisely, but it also enables attorneys and staff to refine their personal business development efforts in a way that aligns with the firm’s strategy.

© Legal Expert Connections, Inc.

Social Media Posts by a Third Party: Florida Bar Rules

From Business of Law Guest Blogger at the National Law Review Margaret Grisdela of  Legal Expert Connections – a great quick  overview of those tricky Florida State Bar rules concerning social media:  

Ethics in Blogging was the topic of a presentation I made this morning at the Broward County Bar Association, with co-presenter Alan Anthony Pascal, Esq. of The Florida Bar.

Posts to a lawyer’s social media page by a third party was one of the topics we covered. Below please find some highlights from the Florida Bar Guidelines for Networking Sites, which applies to Florida attorneys as well as lawyers from other states who are soliciting business in Florida.

Third Party Posts

“Although lawyers are responsible for all content that the lawyers post on their own pages, a lawyer is not responsible for information posted on the lawyer’s page by a third party, unless the lawyer prompts the third party to post the information or the lawyer uses the third party to circumvent the lawyer advertising rules.”

Removal of Non-Compliant Information from a Lawyer’s Page

“If a third party posts information on the lawyer’s page about the lawyer’s services that does not comply with the lawyer advertising rules, the lawyer must remove the information from the lawyer’s page.”

Request for Removal of Info on a Page Not Controlled by the Attorney

“If the lawyer becomes aware that a third party has posted information about the lawyer’s services on a page not controlled by the lawyer that does not comply with the lawyer advertising rules, the lawyer should ask the third party to remove the non-complying information. In such a situation, however, the lawyer is not responsible if the third party does not comply with the lawyer’s request.”

Lawyer Social Media Pages are Exempt from Filing

“Finally, the Standing Committee on Advertising is of the opinion that a page on a networking site is sufficiently similar to a website of a lawyer or law firm that pages on networking sites are not required to be filed with The Florida Bar for review.”

Page references in these guidelines can include a LinkedIn profile, a blog comment, Twitter profile, Facebook page, etc.

Read the Florida Bar Guidelines for Networking Sites here.

© Legal Expert Connections, Inc.

 

 

Feb. 25th Deadline Approaching for March Publication for the National Law Review Student Legal Writing Contest

Everybody’s talking about how abysmal the job market is for law students – why not build your resume while still in school?  Young lawyers are under increasing pressure to start thinking about business development activities earlier than ever in their careers.  One tried and true way of building one’s professional reputation is by publishing.  One sure way to get noticed and to help others is to write  in a style which is helpful and educational to prospective clients.  The National Law Review is one of the nation’s premier resources for secondary legal analysis for businesses and in the Spring & Fall we offer students the opportunity to submit consumer-friendly articles for publication

The winning articles will be published online starting March. The top article(s) chosen will be featured on the NLR home page and will remain in our searchable database for up to two years. 

Please note that although students are encouraged to submit articles addressing Intellectual Property Law for the March publication, you  may also submit entries covering current issues related to other areas of the law.  Please spread the word !!! Thanks!

Extreme Makeover: Arts Edition Paducah, Kentucky

A postive story about urban redvelopment sparked by the arts from Sheppard, Mullin, Richter & Hampton LLP recently posted at the National Law Review

The notion that the arts make our culture “richer” is commonplace in our vernacular, but an undeniable trend has emerged giving an entirely new meaning to the phrase: across the board, the country’s nonprofit arts and culture industry has grown by twenty-four percent over the past five years, generating over $166 billion in economic activity a year. Art can be big business, and not just in cosmopolitan meccas like New York and Los Angeles. Across the United States, small and midsized cities are harnessing their creative energy to jumpstart their local economies, often with striking results. Cities that have taken heed of this trend have been rewarded in multiple ways—from the rehabilitation and development of uninhabitable areas of the city to the welcoming of tourists, businesses, and well-heeled residents to those very areas. One seminal example is New York’s Soho and Tribecca neighborhoods, which now exceed the famed Upper East Side and Central Park West neighborhoods in rental and real estate prices. It is a reversal of the commonly held notion that artists drain resources, rather than attract them. Perhaps no city has been more successful in exploiting the economic potential of the arts than Paducah, Kentucky, a town of 27,000 which got the Extreme Makeover formula just right when it implemented what has come to be known as an Artist Relocation Program.
 

Ten years ago, artists were lured to the blighted downtown neighborhood of LowerTown by the prospect of free home ownership and creative autonomy in developing their properties. As a result, Paducah today has been transformed into a thriving community of galleries, shops, and cafes. It is just the kind of place that attracts visitors and tourism. Paducah’s tourist revenue has drastically increased from $66 million in 1991 to nearly $287 million in 2009. Since the Artist Relocation Program began, the city has attracted 234 new businesses, created over 1,000 jobs, raised over $52 million from private investors and invested nearly $50 million from public funds. Tom Barnett, Paducah’s former city planning director, boasted that for every dollar the city has put into the program, it has received $14 back—an extremely impressive return on its investment. Paducah has indeed become a national model for how a city can reinvent itself as a cultural destination.

Paducah is hardly different in its skeleton than countless cities across the country.  It suffered from both a loss of the economy that had helped it prosper (in this case, a uranium enrichment plant), and perhaps more substantially, from suburban flight.  LowerTown, which is the oldest neighborhood in the town, was once a thriving, self-contained neighborhood.  But as its older residents passed on, the next generation showed little interest in returning from their larger homes outside town.  LowerTown’s homes were gradually chopped up into apartments and largely neglected. It is a story repeated across the country. Now, many of these cities are mimicking the Paducah strategy.  Chattanooga, Tenn.Pawtucket, R.I., and Oil City, Pa., provide just three of many examples of smaller cities that are wholeheartedly embracing the idea of an Artist Relocation Program. 

When pursuing a rehabilitation process, city governments and planning committees begin by first consulting the current zoning laws and maps. Fortunately for Paducah, LowerTown was already designated as a mixed use zone, thus it did not have to drastically adjust the districts’ zoning laws. Mixed use zones accommodate multiple land uses in one zone, allowing a retail store to sit next to a single-family home or a restaurant to be housed on the first floor of a 100-unit condominium complex. On the other hand, conventional zoning, often referred to as Euclidean zoning, divides a city into specific and separate districts and assigns each district a permitted land use, such as residential, commercial, or industrial. To further complicate matters, Euclidean zoning also utilizes overlay zones to control land use, so for instance, a lot will be designated “commercial” and then in addition, the overlay rules will mandate that each lot be a minimum of 10,000 square feet. Zoning laws were originally written to be “as of right.” This means that by consulting the zoning ordinance governing their land, owners can determine what types of projects they are able to develop, subject only to the city’s verification that the owner’s plan complies with the applicable zoning laws. There has been a distinct trend over time to move towards discretionary zoning, which grants a city the right to review virtually all land use projects within a zone and determine whether the project will be approved, rejected or approved with additional conditions. Developers typically prefer ‘as of right’ zoning over discretionary zoning because discretionary zoning requires a public hearing, which often leads to increased costs and time. While most cities have employed discretionary zoning on mixed use zones, Paducah continued to utilize ‘as of right’ zoning in order to encourage growth and minimize expenditures for new developers.

Specifically tailored zoning ordinances allowed Paducah to effectively control both the aesthetic character of renovation projects and the intent of artists and businesses relocating to the city, in order to ensure the city’s rehabilitation project evolved into the community the city hoped to build. Further, Paducah took advantage of its mixed use zoning to enable artists to use their residences as both a home, studio, and sometimes even a gallery, leading to more affordable property values and rental costs. In addition, mixed use zones naturally lend themselves to more compact, close-knit communities that are organized to make walking and biking easier and more pleasant. This is helpful for an art community because it connects artists with the community while simultaneously providing the public easy access to artists’ works and galleries. It also leads to more “mom and pop” owned cafes and boutiques that serve as social hot spots for the local community.

In addition to offering mixed use real estate, Paducah provided qualifying artists with financial incentives to relocate to the city, as well as affordable properties to purchase in connection with a reimbursement program for artists who choose to restore their newly purchased property. For instance, Paducah offered relocating artists up to $2,500 in moving expenses, properties for $1 with an approved qualifying proposal, a $2,500 reimbursement for architectural and professional improvements and up to $5,000 for rehabilitation costs associated with the new property. In addition, the locally owned Paducah Bank offered artists long-term loans with generously fixed interest rates to finance the purchase and renovation costs of their homes. After approving these legislative measures, Paducah began actively seeking out artists via commercials and advertisements that portrayed Paducah as a quirky southern town which embraced the arts. The Artist Relocation Program and successful PR campaign have incentivized over 75 artists to relocate to LowerTown from across the country, helping to reduce the town’s crime rate and revive Paducah’s economy. 

Further, the significant twenty-four percent growth in the country’s nonprofit arts and culture industry can largely be attributed to the substantial amount of event-related spending by arts audiences. Art and cultural events generate economic activity for local businesses, including restaurants, hotels, retail stores and parking garages. Astutely realizing this potential, Paducah organizes large-scale events to entice tourists, such as the annual quilting convention that brings in nearly 40,000 tourists and the LowerTown music festival. During these events, the city’s “no vacancies” signs are lit, restaurants are hopping, and local boutiques are brimming with customers. In addition, Paducah plans local events to encourage residents to socialize and support one another. An example of this is Paducah’s “Live On Broadway” series that occurs every Saturday night in the summer. At these events, the city provides free live music, public art demonstrations, and horse-drawn carriage rides throughout the downtown district. Paducah residents are encouraged to support their community by shopping at local galleries and boutiques that remain open late into the evening exclusively for the event. Thus, Paducah effectively capitalizes on the arts’ economic potential by utilizing both large and small scale events to attract tourists and local residents.

Paducah’s future appears to be in good hands under the guidance of Mayor Bill Paxton, who explains, “As a Paducah native, I have watched the City grow and change. It’s always been known as a hub for river traffic and a regional destination for shopping, entertainment, employment, education, and medical facilities. But with the artist relocation program that revitalized LowerTown, the National Quilt Museum of the United States, and the Paducah School of Art, Paducah has become a nationally known cultural center. The City Commission and I are committed to making Paducah even better. We are working hard to bring new jobs to the area, revitalize more neighborhoods, and make the downtown and riverfront areas a destination for all. Everything we do is to improve the quality of life.”

As far as Extreme Makeovers go, one Paducah resident may have said it best when she stated that her city “makes you feel good to live here.” More importantly, Paducah and this overall national trend demonstrate how the arts can serve as an effective catalyst in reviving a community by paving the way for a richer city, both economically and culturally.

Copyright © 2011, Sheppard Mullin Richter & Hampton LLP. 

 

Got Klout? Measuring Your Law Firm Social Media Efforts

Many thanks to our Business of Law guest blogger Kevin Aschenbrenner of Jaffe PR who provided some truly useful information on how law firms can gauge the effectiveness of their social media programs.  Read on….

One of the most frustrating aspects of actively working on law firm social mediaefforts is the feeling that you’re in a vacuum. You often can’t tell if anyone is listening. And, posting, “Do you think I’m awesome?” just won’t cut it.

This is why influence is such a hot topic in social media. Essentially, the more influence you have online the more likely it is that people will not only pay attention to you but also act on what you post. I talk more about influence in this blog post. Go ahead and read it. I’ll wait.

Welcome back. So, influence. It’s a good concept, but it’s a bit of a vicious circle – you need influence to have an impact online but you need to know what your influence is to use it to assess your law firm social media efforts. It makes my head hurt, too.

Or, it used to. Now there’s an online tool that will measure your influence. It’s called Klout (www.klout.com) and it ranks your online influence with a number out of 100. For an example, here’s a link to my Klout Score:http://klout.com/kevinaschenbren. As Klout Scores go, I’m not up there with Brian Solis (85) or Chris Brogan (84), but it’s respectable and, I’m within kissing distance of 50, which is the Klout Score required by a few hotels in Las Vegas in order to qualify for free upgrades (http://adage.com/digitalnext/post?article_id=146189).

But I digress. I’ve found Klout very helpful as a sort of diagnostic tool for my social media efforts. It’s not perfect and I quibble with some of the other information you get in your report, but it’s not a bad guidepost.

To find out your Klout Score:

  • Go to www.klout.com and type in your Twitter handle.
     
  • To see your entire report, I suggest creating an account. It’s free and gives you access to additional data and it will also ensure your score is refreshed regularly.
     
  • You can increase the accuracy of your Klout Score by linking your Facebook and LinkedIn accounts.
     
  • Check back periodically to see how your Klout Score is doing.

And, if you really want to have fun with your online influence, check out Empire Avenue (www.empireavenue.com). I’ll leave you to explore that one on your own.

© Copyright 2008-2011, Jaffe PR

One of the most frustrating aspects of actively working on law firm social mediaefforts is the feeling that you’re in a vacuum. You often can’t tell if anyone is listening. And, posting, “Do you think I’m awesome?” just won’t cut it.

This is why influence is such a hot topic in social media. Essentially, the more influence you have online the more likely it is that people will not only pay attention to you but also act on what you post. I talk more about influence in this blog post. Go ahead and read it. I’ll wait.

Welcome back. So, influence. It’s a good concept, but it’s a bit of a vicious circle – you need influence to have an impact online but you need to know what your influence is to use it to assess your law firm social media efforts. It makes my head hurt, too.

Or, it used to. Now there’s an online tool that will measure your influence. It’s called Klout (www.klout.com) and it ranks your online influence with a number out of 100. For an example, here’s a link to my Klout Score:http://klout.com/kevinaschenbren. As Klout Scores go, I’m not up there with Brian Solis (85) or Chris Brogan (84), but it’s respectable and, I’m within kissing distance of 50, which is the Klout Score required by a few hotels in Las Vegas in order to qualify for free upgrades (http://adage.com/digitalnext/post?article_id=146189).

But I digress. I’ve found Klout very helpful as a sort of diagnostic tool for my social media efforts. It’s not perfect and I quibble with some of the other information you get in your report, but it’s not a bad guidepost.

To find out your Klout Score:

  • Go to www.klout.com and type in your Twitter handle.
     
  • To see your entire report, I suggest creating an account. It’s free and gives you access to additional data and it will also ensure your score is refreshed regularly.
     
  • You can increase the accuracy of your Klout Score by linking your Facebook and LinkedIn accounts.
     
  • Check back periodically to see how your Klout Score is doing.

And, if you really want to have fun with your online influence, check out Empire Avenue (www.empireavenue.com). I’ll leave you to explore that one on your own.

© Copyright 2008-2011, Jaffe PR

Is Your Law Firm Capitalizing on Legal Market Opportunities in China? US Firms & China: Managing Your Overseas Presence Mar 21-22 Chicago, IL

China’s rapid economic growth has created numerous opportunities for U.S. law firms to better serve existing and prospective clients. Is your firm well-informed on the challenges and risks associated with establishing an overseas presence?  

Attend This Conference and You Will:

  • Hear from leading U.S. and international experts who have practical experience working in China
  • Learn about the underlying economic, cultural and legal foundations that lead U.S. law firms to conduct business in China
  • Gain knowledge about issues related to revenue, collections, operations, strategic planning and more
  • Understand the business culture in China
  • Discover how to establish strategic alliances with Chinese firms
  • Network with managing partners and firm administrators, and meet with organizations that represent companies and individuals doing business in China
  • Click Here for a detailed agenda

Who Should Attend:

Managing Partners, Lawyers Specializing in International or Intellectual Property Law, and Firm Managers representing law firms of any size who:

  • Represent clients whose legal needs stretch between the U.S. and China, and vice versa
  • Need information and facts regarding doing business in China
  • Thinking about establishing a branch office in China

When & Where: