Legal Executive Institute 23rd Annual Marketing Partner Forum – January 20-22 Orlando

Join Thomson Reuters’ Legal Executive Institute next January as Marketing Partner Forum heads to Orlando for a three day summit on transformative value in law firm profitability and business development. Set against the Tuscan luxury of the Loews Portofino Bay Hotel, Marketing Partner Forum will welcome law firm marketing partners, rainmakers, practice group heads, business development leaders and esteemed corporate counsel for a dynamic and vibrant conference designed for the industry’s elite.

For more information and to register, call 1-800-308-1700.

Why You Should Attend

  • Hear from venerable thought leaders both within and outside of the legal industry.
  • Network with colleagues and enjoy the family-friendly adventure of Universal Orlando®.
  • Broaden your horizons through a number of interactive seminars that ask participants to collaborate.
  • Participate in a number of compelling sessions designed for law firm partnership.
  • Interact with clients and network for new business.
  • Focus on global business development and the impact of “glocalization” on legal services.
  • Depart the event with practical takeaways to share with peers and firm leadership.

Who Should Attend

  • Law Firm Partners
  • Managing Partners
  • Marketing Partners
  • Practice Group Heads
  • Chief Marketing Officers
  • Senior Business Development Professionals

Evolution of Legal PR in 2016: Three Expert Opinions

Legal public relations has undergone a transformation as significant as any other aspect of law firm marketing has experienced over the past six to eight years. The economic downturn had an effect on law firm budgets, so the industry challenged itself to come up with more creative, yet less expensive, strategies that would still allow a firm’s thought leadership to reach critical audiences. Recognizing the benefits of public relations, including its wide reach and cost-effectiveness, law firms began leveraging the power of publicity even more, helping to fuel an evolution that has been dramatic and is still accelerating.

So as 2015 wraps up, what can we expect next year? I turned to three in-house legal PR professionals to ask for their opinions, examples and advice about what’s next for legal media relations. Meet Johanna Burkett, Public Relations Manager at Baker Donelson; Michelle McCormick, Director, Communication, at Bracewell & Giuliani LLP; and Michele Apostolos, Director, Marketing and Communications, JAMS.

Legal PR Is Evolving

Johanna Burkett Baker Donelson

When asked about the most important trend or shift in legal PR that has changed their PR strategy in 2015 or will do so in 2016, Ms. McCormick said, “The channels we use to tell our story are changing. A straightforward media campaign is no longer enough. We have to think about blogs, video, social media and how to get content into the hands of our clients and targets. We are all facing information overload. You need a tight, timely message to cut through the noise.”

Ms. Apostolos saw value in a strategy this past year that is reaping benefits, with plans to continue. “We increased our native advertising during 2015 and will likely double that activity next year,” she said. “Our PR and content manager, Tori Walsh, is responsible for the procurement of articles and managing the editorial calendars for these opportunities. Native is a key hybrid PR-advertising tool, which can be tracked and allows flexibility for content adjustments along the way.”

“PR is shifting toward playing a greater role in business development,” said Ms. Burkett. “By working with key practice areas to understand their business development goals, PR professionals can design a strategy that aligns with and can support business development initiatives. Making PR an integral part of the business development efforts adds to the value that PR brings.”

Marketing Will Continue to Integrate

All three recognize the importance of the convergence of media relations, content marketing and digital PR. Over the past year alone, more and more marketers are finding ways to align all marketing tactics via an integrated approach commonly referred to as “integrated marketing.”

“All these elements are essential to a comprehensive and integrated approach to PR,” said Ms. Burkett. “Oftentimes, when people think of PR, they likely think solely of the media relations aspect of PR. But PR is public relations, not just media relations, so an effective PR strategy should also encompass those channels outside traditional media that have the potential to shape public perception. And content marketing and digital PR typically allow for greater control of the message and offer a more direct channel to the audience. PR packs a bigger punch with a combination of earned, owned and shared media.”

Michelle McCormick Bracewell Giuliani

“This convergence is a positive trend because it allows us to be strategic and to coordinate our targeted messages across many mediums,” said Ms. Apostolos. “One unexpected result is that it has actually facilitated a closer working relationship among our communications team because people from different functions are collaborating more.”

Ms. McCormick said, “We don’t really have the luxury of focusing in one area anymore. We need to work across a variety of distribution channels. Media relations is still important, but it is not enough to get your message out. You need to be thinking broader. How can you use social media? How can you use video? We have been working hard over the last two years to incorporate more video into our efforts. It can be a bit of a challenge; you need to build champions.”

“We have been doing a lot of work on attorney bio videos and office videos, trying to show the personalities of our attorneys and each office, and they are all different,” Ms. McCormick continued. “Recently, we got a great piece of client feedback on our Dubai office video. The attorneys there were really pleased that people were responding favorably and that the video was helping them showcase more than just the one touch some clients might have with their lead attorney.”

JAMS also recognizes how effective video can be to the PR effort, and this year used video for its promotion of Mediation Week, an American Bar Association effort. “We used ‘#mediationworks’ in conjunction with a video campaign in which our mediators spoke about cases they resolved and the benefits of mediation,” said Ms. Apostolos. “Through this video initiative, we gained new Twitter followers and our LinkedIn analytics spiked during the month of October when the videos were shared.”

The Importance of Professional Development

Given the fast-paced changes occurring in the public relations field, continuing education is more important than ever. The three PR pros I spoke with had resources in common that prove to be helpful in their personal professional development and in helping to keep them on top of their game.

“The Public Relations Society of America (PRSA) is a tremendous resource that offers numerous ways to stay informed,” said Ms. Burkett. “Their regular ‘Issues & Trends’ emails feature the latest articles from a variety of publications, highlighting topics related not only to PR and digital media, but also leadership and general business trends. PRSA’s on-demand webinars cover a range of topics, and local chapters offer the opportunity to network, discuss challenges and share best practices with other PR professionals. And, of course, the Legal Marketing Association (LMA) is another invaluable resource. To be able to connect directly with other PR professionals who work in the legal field is very beneficial in helping to stay on top of issues that are specific to the legal profession.”

Michele Apostolos JAMS

“Ragan.com has a lot of good tips and articles, and I’ve greatly benefitted from Ragan’s trainings in the past,” added Ms. Apostolos.

Ms. McCormick echoed similar resources. “I am a member of PRSA and LMA, and I am ever hopeful that we can get our local LFMP [Law Firm Media Professionals] chapter back up and running. I follow a lot of great peers I have met through these groups online and learn a tremendous amount from what they post and share on social media. I also enjoy Ragan’s PR Daily.”

The Next Generation of Legal PR Pros

Young legal PR professionals continue to be attracted to the field, and the three experts offered advice about PR skills for the next generation.

“Strong writing and effective storytelling are essential and timeless skills. While the formats may change over time, these foundational skills are absolutely necessary to differentiate yourself,” said Ms. Apostolos.

Ms. Burkett also advocates for the importance of strong communication skills. “From being able to write – whether it’s a press release or an email – to being able to talk to and maintain strong relationships with your clients and media contacts, being a good communicator is vital. And these days, it is a skill that is scarcer than people may think.”

Ms. Burkett continued, “Another important skill is storytelling – not just knowing how to tell a good story, but knowing when there is a good story to tell, and sometimes knowing when there isn’t a story to tell. Being able to recognize the difference greatly improves your value to your clients and to the media you work with.”

Ms. McCormick recommends developing your psychic tendencies. “Try to think of the questions your attorneys are going to ask before they do, and give them the answers. And then think about the questions they should ask you – and maybe don’t – and answer those, too. Don’t be afraid to ask questions. You are the subject-area experts in communications, but you are not in your attorneys’ areas of practice. If you don’t know what they are talking about, ask. You look much more foolish pretending you know or assuming.”

Ms. Burkett imparted final words of wisdom about the state of legal PR. “It would be easy to just say that the only constant is change,” she said. “While change is inevitable and being able to adapt to change will always be important, there is another constant in PR: relationships. Building and maintaining relationships with media and creating relationships between your clients, the media and the public are the foundation of what we do. Strong relationships will always be an important part of PR, regardless of whatever changes the profession may experience.”

Article By Vivian Hood of Jaffe

© Copyright 2008-2015, Jaffe Associates

How to Be Better at Email Marketing

To succeed at email marketing, you need to catch prospects at the right time with the right message.  This is very difficult to do unless you automate the process. In fact, Emarketer research shows companies that connect with their customers via automated email marketing see conversion rates as high as 50%.

Here are some other email marketing automation stats, courtesy of myemma.com:

  • Companies that automate emails are 133% more likely to send messages that coincide with the purchase cycle of their customers.
  • Relevant emails drive 18x more revenue than broadcast emails.
  • Personalized emails generate up to 6x higher revenue than non-personalized emails.
  • The #1 reported benefit of email marketing automation is the creation of more and better leads.
  • Automated emails get 119% higher click rates than broadcast emails.

Using email marketing automation will increase your open and click-through rates, which will in turn increase your conversion rates.

And while automating the process is a critical key to email marketing success, you also need to know how to create great marketing emails that capture your prospect’s attention and encourage them to actually read it.

The folks at QuickSprout have created this infographic that details all the working parts of a great marketing email. Use it as a guide the next time you sit down to pound out your monthly e-newsletter:

email marketing

Article By Stephen Fairley of The Rainmaker Institute

© The Rainmaker Institute, All Rights Reserved

Sell-abrating Sensibly re: Social Media Campaigns

Sell-abrating Sensibly re: Social Media CampaignsThe holiday season is in full swing, which means brand owners and merchants are seizing the opportunity to capture cyber market share via social media campaigns.

While social media can be a great way to quickly generate brand buzz, you may want to take heed of the following seven tips to make sure your holiday social media campaign doesn’t turn into a big bah humbug:

  1. No Special Rules Apply – social media campaigns are not exempt from trademark infringement, false advertising, copyright, and right of publicity laws.  Do not say anything or use any images in a social media context that you wouldn’t put in print.
  2. Register company and key brand names as social media user names on popular social media sites such as Facebook, Twitter, and Instagram.
  3. Monitor social media sites for uses of confusingly similar names by third parties selling counterfeit goods, or using your trademarks in a way that creates negative publicity or a false association with your brand.
  4. Keep it Positive – Negative social media posts about a competitor often backfire, and rarely have the intended benefit of improving the poster’s own reputation.
  5. Hashtag #careful – Avoid making a social media faux pas; research and be sure you understand the meaning of viral hashtags before using them in your own social media postings.
  6. A Warning About Current Events  Avoid capitalizing on current events and/or tragedies. Instead, take time to thoroughly develop marketing campaigns that will speak to consumers regardless of timing.
  7. Not Always Sweet to Retweet – As tempting as it may be to retweet celebrities’ or politicians’ tweets, such seemingly innocuous tweets/retweets may have a polarizing effect on consumers/social media followers, or create potentially damaging false associations.

Article by Shana L. Olson & Lauriel F. Dalier of Sterne, Kessler, Goldstein & Fox P.L.L.C.

 © 2015 Sterne Kessler

Legal Executive Institute 23rd Annual Marketing Partner Forum – January 20-22 Orlando

Join Thomson Reuters’ Legal Executive Institute next January as Marketing Partner Forum heads to Orlando for a three day summit on transformative value in law firm profitability and business development. Set against the Tuscan luxury of the Loews Portofino Bay Hotel, Marketing Partner Forum will welcome law firm marketing partners, rainmakers, practice group heads, business development leaders and esteemed corporate counsel for a dynamic and vibrant conference designed for the industry’s elite.

For more information and to register, call 1-800-308-1700.

Why You Should Attend

  • Hear from venerable thought leaders both within and outside of the legal industry.
  • Network with colleagues and enjoy the family-friendly adventure of Universal Orlando®.
  • Broaden your horizons through a number of interactive seminars that ask participants to collaborate.
  • Participate in a number of compelling sessions designed for law firm partnership.
  • Interact with clients and network for new business.
  • Focus on global business development and the impact of “glocalization” on legal services.
  • Depart the event with practical takeaways to share with peers and firm leadership.

Who Should Attend

  • Law Firm Partners
  • Managing Partners
  • Marketing Partners
  • Practice Group Heads
  • Chief Marketing Officers
  • Senior Business Development Professionals

Best Practices for Creating Landing Pages That Convert

Landing pages — dedicated web pages that a visitor to your website, blog, social media post or e-newsletter is guided to after clicking on a link — are critical when it comes to converting those visitors into qualified leads.

landing pages internetIf you have been directing traffic to the home page of your website, you are missing a big opportunity to capture more leads. Landing pages have been proven to more than double conversion rates when compared with website home pages. This is because they are created specifically for converting leads, featuring specialized content and offers that appeal to a targeted audience.

To make your landing pages pay, you need to know the basics about how to create a highly effective landing page.  Here are 10 steps you need to take in developing landing pages for your law firm:

  1. Have a singular goal.  You want your landing page to do just one job for you — get the visitor to download that free report, sign up for a seminar, subscribe to your newsletter, etc.  Don’t clutter them up with multiple offers.  One page.  One job.

  2. Use a single, relevant visual.  Choose an illustration or photo that is relevant to your offer.

  3. No false endorsements.  Don’t create false endorsements for your offer.  Avoid cheesy endorsement copy that turns visitors off.

  4. Use simple design.  Keep your design simple with minimal, impactful copy that consists of a headline, subhead and bullet points that make the content easy to scan.

  5. Quick load.  Be sure your landing page loads quickly; you only have a few seconds for it to pop up or your visitor will lose interest and click off.

  6. Compelling copy.  The worse thing you can do is bore your visitor.  Your copy needs to be readable, believable and lead the visitor quickly to your ultimate goal.

  7. Eyes on the prize.  Write and design your land page with your singular goal in mind.  Do not clutter the content with irrelevant prose.

  8. Inform and educate.  Don’t waste the visitor’s time by not delivering anything of benefit.  And don’t ask for too much information — a name and an email address should be sufficient.

  9. Be truthful.  If you have actual testimonials that would be appropriate, use them but be sure you are not making any false promises or guarantees.

  10. Provide value.  Make it clear what the value and benefits of redeeming your offer will provide to your visitor.  If they are entrusting you with their information, you need to let them know it is a fair exchange for what you are providing with the offer.

© The Rainmaker Institute, All Rights Reserved

Part 2: Influencing the Client Experience – Takeaways from LMA Capital's Half Day Program

On October 29th, a record number of legal marketers attended LMA Capital’s half day program to discuss how to best influence the client experience. Part one discussed how marketers can address a few major concerns of clients: how the firm can add value to the representation, how a firm can build a strong client team to address issues like credit and succession planning, and how to grow client relationships through better scoping and budgeting. This part will wrap up the final three TED-style talks for the program.

Communication and Managing Expectations – Exceed Their Expectations Every Time: How to Communicate with Clients in Good Times and Bad

Mary Panetta, of Blank Rome LLP, took to the podium in her talk about managing client expectations. Understanding the goal of why you are at the table is crucial to understanding client’s expectations. Sometimes the goal of litigation isn’t always to win, sometimes it’s to acquire the client, or to settle. Ms. Panetta emphasized that it’s important to make no assumptions about what the clients goals are; always ask. If partners are not involved in connecting on a daily basis with the clients to find out what is going on at the company, the client is not going to feel like the firm understands their needs and they are not going to come back with return business. Another key point Ms. Panetta hit on is that it’s important to tell the truth about everything, including budgets. For the firm, it’s important to monitor the budget aggressively and if there is an issue or potential overage on the horizon, share the information with the client early and without alarm. Marketers can help the firm’s lawyers in the process as well by understanding what’s at stake and helping deliver the news to the client either by scripting a dialogue or being present when the call needs to be made. Clients are much more amenable to scope changes when they are appropriately notified and walked through what happened. Also, in this market, there is potential for the client to seek out other services that may cut into the work that the law firm does. Ms. Panetta advises firms to embrace these inevitable market disruptors and present them to your client as a collaborative process. This may be counterintuitive to the firm’s bottom line, however, partnering with a disruptor is a way the firm can bring value to the client and builds vast amounts of goodwill.

Affinity Group Initiatives – Developing Client Relationships Through Affinity Groups

When it comes to working with affinity groups in the firm, Dawn Afanador, of Gibbons P.C., reminded the audience that the groups are still client focused. The Women’s Initiative at her firm is focused on educating women and their clients, give back to the community and their client’s causes, mentor their women and their clients, and provide networking opportunities for women and their clients. Ms. Afanador has found that their women’s initiative to be one of their best client relationship building programs. Rather than focus on having bigger events with high attendance, her firm scaled back the size of the events and narrowly focused on areas of law that address their key client’s needs. The intimacy of the smaller programs, such as focused roundtables, succeeded in helping client engagement and presented opportunities for cross marketing. Firm groups also have an opportunity to help their clients with initiatives they may not be able to achieve on their own. For example, a company might want to get more involved in meaningful pro bono work, but has a small legal department and limited resources. The firm’s pro bono group would be able to collaborate with the client to help them further their pro bono initiative by providing them with support and training. Affinity groups can also add value to networking opportunities: people don’t have time to simply network anymore, so providing programs where your in-house team can learn something and network with others is invaluable. When starting an initiative, it’s important to have some small wins to generate excitement about the initiative. As the initiative grows, don’t be afraid to evolve the program based on client’s needs and feedback from folks internally.

Complacency and Responsiveness – Using Innovation to Motivate and Empower Attorneys and Connect with Clients

To round-out the TED-talks, Jennifer Castleberry of Davis Wright Tremaine LLP, discussed how her firm uses innovation to motivate and empower attorneys and connect with clients. Her firm has created an innovation initiative, DWT De Novo, that focuses on technology, process improvement and people. When they began the program in 2013, they started by first listening to the client’s pain points, which eventually led to the appointment of a chief innovation partner that promoted the initiative at all of their offices. On this roadshow, they worked with people in the firm to solicit their pain points so they can figure out how best to create an initiative that is focused on addressing everyone’s concerns. In response to these concerns, the firm was able to create several tools that are designed to help placate client concerns. For example, their team developed a template for attorneys to summarize, for the client, how the firm has added value, in some ways that aren’t apparent to them. Attorney’s customize this to their clients so they get a clear picture of their relationship with the firm. They also spent a lot of time listening to what client’s wanted in a client dashboard, and used their input to create a “dashboard of the future”. Their dashboard includes realtime matter tracking, financials, as well as curated pieces that are specific to the client using the dashboard. These tools were designed specifically to provide efficient, transparent, and cost-effective legal services for their clients.

Following the TED talks, the audience broke-out into discussion tables where each table was tasked with coming up with five action items specific to a particular TED talk, and we all came together in the end to share the action items.  Firms should rally their teams to create their own action items so that they are able to better address the myriad of client concerns. Considering these major areas of concern, adding value, credit, succession planning, billing and budgets, communication, managing expectations, and responsiveness, is crucial to creating a positive client experience.

Copyright ©2015 National Law Forum, LLC

Part 2: Influencing the Client Experience – Takeaways from LMA Capital’s Half Day Program

On October 29th, a record number of legal marketers attended LMA Capital’s half day program to discuss how to best influence the client experience. Part one discussed how marketers can address a few major concerns of clients: how the firm can add value to the representation, how a firm can build a strong client team to address issues like credit and succession planning, and how to grow client relationships through better scoping and budgeting. This part will wrap up the final three TED-style talks for the program.

Communication and Managing Expectations – Exceed Their Expectations Every Time: How to Communicate with Clients in Good Times and Bad

Mary Panetta, of Blank Rome LLP, took to the podium in her talk about managing client expectations. Understanding the goal of why you are at the table is crucial to understanding client’s expectations. Sometimes the goal of litigation isn’t always to win, sometimes it’s to acquire the client, or to settle. Ms. Panetta emphasized that it’s important to make no assumptions about what the clients goals are; always ask. If partners are not involved in connecting on a daily basis with the clients to find out what is going on at the company, the client is not going to feel like the firm understands their needs and they are not going to come back with return business. Another key point Ms. Panetta hit on is that it’s important to tell the truth about everything, including budgets. For the firm, it’s important to monitor the budget aggressively and if there is an issue or potential overage on the horizon, share the information with the client early and without alarm. Marketers can help the firm’s lawyers in the process as well by understanding what’s at stake and helping deliver the news to the client either by scripting a dialogue or being present when the call needs to be made. Clients are much more amenable to scope changes when they are appropriately notified and walked through what happened. Also, in this market, there is potential for the client to seek out other services that may cut into the work that the law firm does. Ms. Panetta advises firms to embrace these inevitable market disruptors and present them to your client as a collaborative process. This may be counterintuitive to the firm’s bottom line, however, partnering with a disruptor is a way the firm can bring value to the client and builds vast amounts of goodwill.

Affinity Group Initiatives – Developing Client Relationships Through Affinity Groups

When it comes to working with affinity groups in the firm, Dawn Afanador, of Gibbons P.C., reminded the audience that the groups are still client focused. The Women’s Initiative at her firm is focused on educating women and their clients, give back to the community and their client’s causes, mentor their women and their clients, and provide networking opportunities for women and their clients. Ms. Afanador has found that their women’s initiative to be one of their best client relationship building programs. Rather than focus on having bigger events with high attendance, her firm scaled back the size of the events and narrowly focused on areas of law that address their key client’s needs. The intimacy of the smaller programs, such as focused roundtables, succeeded in helping client engagement and presented opportunities for cross marketing. Firm groups also have an opportunity to help their clients with initiatives they may not be able to achieve on their own. For example, a company might want to get more involved in meaningful pro bono work, but has a small legal department and limited resources. The firm’s pro bono group would be able to collaborate with the client to help them further their pro bono initiative by providing them with support and training. Affinity groups can also add value to networking opportunities: people don’t have time to simply network anymore, so providing programs where your in-house team can learn something and network with others is invaluable. When starting an initiative, it’s important to have some small wins to generate excitement about the initiative. As the initiative grows, don’t be afraid to evolve the program based on client’s needs and feedback from folks internally.

Complacency and Responsiveness – Using Innovation to Motivate and Empower Attorneys and Connect with Clients

To round-out the TED-talks, Jennifer Castleberry of Davis Wright Tremaine LLP, discussed how her firm uses innovation to motivate and empower attorneys and connect with clients. Her firm has created an innovation initiative, DWT De Novo, that focuses on technology, process improvement and people. When they began the program in 2013, they started by first listening to the client’s pain points, which eventually led to the appointment of a chief innovation partner that promoted the initiative at all of their offices. On this roadshow, they worked with people in the firm to solicit their pain points so they can figure out how best to create an initiative that is focused on addressing everyone’s concerns. In response to these concerns, the firm was able to create several tools that are designed to help placate client concerns. For example, their team developed a template for attorneys to summarize, for the client, how the firm has added value, in some ways that aren’t apparent to them. Attorney’s customize this to their clients so they get a clear picture of their relationship with the firm. They also spent a lot of time listening to what client’s wanted in a client dashboard, and used their input to create a “dashboard of the future”. Their dashboard includes realtime matter tracking, financials, as well as curated pieces that are specific to the client using the dashboard. These tools were designed specifically to provide efficient, transparent, and cost-effective legal services for their clients.

Following the TED talks, the audience broke-out into discussion tables where each table was tasked with coming up with five action items specific to a particular TED talk, and we all came together in the end to share the action items.  Firms should rally their teams to create their own action items so that they are able to better address the myriad of client concerns. Considering these major areas of concern, adding value, credit, succession planning, billing and budgets, communication, managing expectations, and responsiveness, is crucial to creating a positive client experience.

Copyright ©2015 National Law Forum, LLC

Influencing the Client Experience – Takeaways from LMA Capital's Half Day Program Part 1

The LMA Capital group brought together a record number of legal marketers in the D.C. area on Wednesday, October 29th to discuss how best to positively influence the client experience and foster lasting relationships between their firms and clients. Tara Weintritt, partner at Wicker Park Group, kicked off the program by setting the scene for attendees. In the past, law firms focused on touting their experience and success in handling particular matters. However, Tara elaborated that smart, capable, intelligent lawyers are baseline characteristics. Clients want to know how you can help them and what it’s like to work with you. After speaking with over 1,500 in-house counsel, the folks at Wicker Park Group have been able to identify seven major areas of concern that are consistently at the forefront of these decision-makers’ minds: adding value, credit, succession planning, billing and budgets, communication, managing expectations, and responsiveness. Tara provided direct quotes from actual client interviews as an introduction to attendees, but six thought leaders in the legal marketing industry gave in-depth (but brief!) TED-style talks to really drill down to the heart of why these are concerns for clients, and what can be done to address these concerns.

Adding Value –  Creating a Culture of Strategic Business Intelligence

Gina Lynch, of Paul, Weiss, Rifkind, Wharton & Garrison, kicked off the first TED talk. Clients want to know how you can add value to the relationship that does not show up on the billing report. This is where competitive intelligence teams are valuable in influencing the client experience. Firms must go above and beyond the requisite skills required for establishing the business relationship, which are thorough writing and analysis skills. The firm counterpart must demonstrate that he or she can understand the complex research.  CI teams must fully understand the work the client does. Ms. Lynch elaborated, “they need to be able to talk like your client, act like your client”. It not enough to present a report to the client. They want to know how this is relevant to them, what their competitors are doing and what their long-term strategy might be. Ms. Lynch also advocates for the CI team to be outside of the marketing department so it can be involved in all aspects of the firm’s relationship with the client: intake/pitch, research, knowledge management and retention. This circles back to the notion that it’s critical to understand the work the client does. Finally, the relationship should be client-focused! This is a no-brainer as members of the team should be living in the client’s world so it can play offense when a problem comes up. If a CI team is strategically informed, it can spot opportunities for growth (or damage control) when a new situation arises.

Credit and Succession Planning – Creating Strong Client and Industry Teams for the Long Term

Ms. Weintritt, at the start, elaborated that a major concern clients have is not being involved in or more aware of transitions within the firm. Tara Derby, of Reed Smith LLP, in the next TED talk, discussed how to mitigate this concern, and ultimately develop a long-term, successful relationship with the client by creating strong client teams. A successful client team will be focused on leadership, collaboration, a proactive and intuitive approach, and strategic client engagement. There are two things that need to be accomplished in order to build a strong client team: 1) the right client relationship leader must be selected, and 2) he or she needs to work hand in hand with the key account manager, or client relationship driver. This leader needs to be organized, efficient, client-facing and engaging. It’s important that the correct leader and team be in place or else service provided to the client will be only mediocre. Teams are only effective when there is a high level of collaboration across the firm, but people that are part of the team need to make a positive impact on the client. Strong client teams are proactive, not reactive, and to do so requires the team to know the client’s needs, culture, and ultimately how they think. Clients will feel understood and listened too because the relationship is 100% centered around their needs.

Billing and Budgets – Doing Your Homework: Strengthening and Growing Client Relationships Through Better Scoping, Budgeting and Risk Assessment

Since the major shift if the legal industry a few years ago, clients have been more cost conscious. As Melissa Prince, of Ballard Spahr, elaborated in her TED talk, the quality of the work matters less than the value the work provides the client. In terms of cost-effectiveness, clients want transparency in the budgeting process and improved budget forecasting, more than the lowest cost. In terms of scoping, it’s important to develop the client relationship to understand the client’s goals and business objects. This means speaking to the client about their needs before the scoping process. The key thing is to put everything in writing: matter phases, tasks, expected deliverables, proposed timelines and deadlines, responsible time keepers, etc. It’s also key to identify assumptions, that is, to identify what is and what is not going to be included in the matter. In terms of budgeting, use historic financial data to identify ways to improve efficiency. The budget should also be documented in writing as specifically as possible. It should include metrics such as hours work, type of work, who will be completing the task, identifies different hourly rates, and outlines low and high estimates, as well as start and end dates. To preserve a positive client relationship, any overages that arise should be communicated as early as possible. Properly managing their expectations for the scope and budget of the representation will help improve the firm’s efficiency, but also deepen their relationship with the client.

Stay tuned for part 2 of LMA Capital’s Half Day Program.

Influencing the Client Experience – Takeaways from LMA Capital’s Half Day Program Part 1

The LMA Capital group brought together a record number of legal marketers in the D.C. area on Wednesday, October 29th to discuss how best to positively influence the client experience and foster lasting relationships between their firms and clients. Tara Weintritt, partner at Wicker Park Group, kicked off the program by setting the scene for attendees. In the past, law firms focused on touting their experience and success in handling particular matters. However, Tara elaborated that smart, capable, intelligent lawyers are baseline characteristics. Clients want to know how you can help them and what it’s like to work with you. After speaking with over 1,500 in-house counsel, the folks at Wicker Park Group have been able to identify seven major areas of concern that are consistently at the forefront of these decision-makers’ minds: adding value, credit, succession planning, billing and budgets, communication, managing expectations, and responsiveness. Tara provided direct quotes from actual client interviews as an introduction to attendees, but six thought leaders in the legal marketing industry gave in-depth (but brief!) TED-style talks to really drill down to the heart of why these are concerns for clients, and what can be done to address these concerns.

Adding Value –  Creating a Culture of Strategic Business Intelligence

Gina Lynch, of Paul, Weiss, Rifkind, Wharton & Garrison, kicked off the first TED talk. Clients want to know how you can add value to the relationship that does not show up on the billing report. This is where competitive intelligence teams are valuable in influencing the client experience. Firms must go above and beyond the requisite skills required for establishing the business relationship, which are thorough writing and analysis skills. The firm counterpart must demonstrate that he or she can understand the complex research.  CI teams must fully understand the work the client does. Ms. Lynch elaborated, “they need to be able to talk like your client, act like your client”. It not enough to present a report to the client. They want to know how this is relevant to them, what their competitors are doing and what their long-term strategy might be. Ms. Lynch also advocates for the CI team to be outside of the marketing department so it can be involved in all aspects of the firm’s relationship with the client: intake/pitch, research, knowledge management and retention. This circles back to the notion that it’s critical to understand the work the client does. Finally, the relationship should be client-focused! This is a no-brainer as members of the team should be living in the client’s world so it can play offense when a problem comes up. If a CI team is strategically informed, it can spot opportunities for growth (or damage control) when a new situation arises.

Credit and Succession Planning – Creating Strong Client and Industry Teams for the Long Term

Ms. Weintritt, at the start, elaborated that a major concern clients have is not being involved in or more aware of transitions within the firm. Tara Derby, of Reed Smith LLP, in the next TED talk, discussed how to mitigate this concern, and ultimately develop a long-term, successful relationship with the client by creating strong client teams. A successful client team will be focused on leadership, collaboration, a proactive and intuitive approach, and strategic client engagement. There are two things that need to be accomplished in order to build a strong client team: 1) the right client relationship leader must be selected, and 2) he or she needs to work hand in hand with the key account manager, or client relationship driver. This leader needs to be organized, efficient, client-facing and engaging. It’s important that the correct leader and team be in place or else service provided to the client will be only mediocre. Teams are only effective when there is a high level of collaboration across the firm, but people that are part of the team need to make a positive impact on the client. Strong client teams are proactive, not reactive, and to do so requires the team to know the client’s needs, culture, and ultimately how they think. Clients will feel understood and listened too because the relationship is 100% centered around their needs.

Billing and Budgets – Doing Your Homework: Strengthening and Growing Client Relationships Through Better Scoping, Budgeting and Risk Assessment

Since the major shift if the legal industry a few years ago, clients have been more cost conscious. As Melissa Prince, of Ballard Spahr, elaborated in her TED talk, the quality of the work matters less than the value the work provides the client. In terms of cost-effectiveness, clients want transparency in the budgeting process and improved budget forecasting, more than the lowest cost. In terms of scoping, it’s important to develop the client relationship to understand the client’s goals and business objects. This means speaking to the client about their needs before the scoping process. The key thing is to put everything in writing: matter phases, tasks, expected deliverables, proposed timelines and deadlines, responsible time keepers, etc. It’s also key to identify assumptions, that is, to identify what is and what is not going to be included in the matter. In terms of budgeting, use historic financial data to identify ways to improve efficiency. The budget should also be documented in writing as specifically as possible. It should include metrics such as hours work, type of work, who will be completing the task, identifies different hourly rates, and outlines low and high estimates, as well as start and end dates. To preserve a positive client relationship, any overages that arise should be communicated as early as possible. Properly managing their expectations for the scope and budget of the representation will help improve the firm’s efficiency, but also deepen their relationship with the client.

Stay tuned for part 2 of LMA Capital’s Half Day Program.