GCs Say Dealing with Law Firms Tiring, Cumbersome

Your client’s time is way more valuable than money. Your clients will tolerate your higher rates and budgets much longer than you wasting their time. While clients don’t like to do it, they can rejigger budgets and apply more price pressure to future work to try to manage their overall budget. Not so with their time.

Clients tell us their time is finite. Top legal decision makers can rarely rearrange their workload and decisions to create more time—and if they could they would have already done it. Your clients are maxed out. This makes wasting clients' time an especially potent villain in destroying value. And almost every single top legal decision maker we talk to has their own take on exactly how law firms waste their time—and, it’s the little things clients think should be streamlined and easy.

Such a Slow Start

These clients talk about protracted negotiations to move from the decision to hire to starting the work, stilted communication between attorneys in the firm resulting in a multiplicity of meetings, new people joining the team who are wholly unprepared, and excessively long documents. 37% of clients see these behaviors as their biggest waste of time.

Incomprehensible Invoices

Dealing with law firm invoices is corporate counsel’s 2nd biggest time sink. 17.7% of clients think deciphering law firm bills is their biggest waste of time. These clients have little patience or sympathy for anything but a clear, easily understandable invoice. Most clients readily admit they take an indecipherable invoice and put it aside until the offending law firms call and ask about it. These same clients then ask for a detailed explanation—wasting even more time.

Errors and Mistakes

10% of clients find themselves correcting attorney work product. Few things destroy value and deflate a relationship more than errors. While clients see the raw cost—they are more concerned about the loss of their own time for what will be their scrutiny of the revised work product.

Helping the One Person with Less Time than You

With the exception of errors, you can turn each of these sink holes of client time into a value-added experience. Clients believe this time is wasted because they can’t see the value. You can reverse this perception by reversing the communication pattern. For example:

  • Tell clients about your internal meetings before they see the invoice
  • Share all the steps you will go through to start a matter—before starting the matter
  • Review anything resembling a complicated invoice with your client before sending it out
  • Use client friendly time entries so clients can see why you are doing what you are doing

If you think you don’t have the time to tell your clients what you are doing and why you are doing it—think of the only person in your life with less time than you—your client. 

MBR

*Based on in-depth BTI research conducted on a rolling basis between February 2016 and August 2016. BTI conducted more than 330 independent, individual interviews with CLOs and General Counsel at Fortune 1000 companies and large organizations.

Client Development: The Key to Dramatic Growth

This week The Mad Clientist discusses building your budget by separating out client-specific activities vs. broader initiatives to dramatically increase growth.

You can view the video below, or on YouTube directly here: https://youtu.be/wTIabDMcO9Q

We’ll be releasing videos here on The Mad Clientist blog every Tuesday. Subscribe today (in the box at the upper right of your screen) and be sure you don't miss a single one.

Understanding Your Client's Business = Higher Rates

The secret to large law winning more business and higher rates? Not as big a secret as you might think.

You can view the video below, or on YouTube directly here: https://youtu.be/beJXoKen1pI

We’ll be releasing videos here on The Mad Clientist blog every Tuesday. Subscribe today (in the box at the upper right of your screen) and be sure you don't miss a single one.

And later this week we'll be even delving deeper into how to understand your client's business.

GCs Name 319 Attorneys Absolutely Best at Client Service

All Stars 2017-01.png

319 attorneys from 160 law firms stand out as absolutely best at client service. Not just great—but head and shoulders above the rest as defined solely by clients. These are the BTI Client Service All-Stars 2017. This report celebrates these remarkable attorneys and their ability to rise above all others with the most demanding clients.

The class of 2017 BTI Client Service All-Stars is especially sought after by clients as their needs have shifted in response to the surge in complex work clients face. These attorneys take, and make, the time to understand their clients in-depth—their business, their objectives, and their goals. This elite group enjoys a clear cut advantage over the competition.

No attorney or firm can self-nominate, self-refer nor pay to be included. The only possible avenue for becoming a BTI Client Service All-Star is for corporate counsel to identify an attorney who stands out for delivering superior client service. BTI asked over 300 corporate counsel, in an unprompted manner, if there is an attorney who truly stands out as delivering the absolute best client service—by name. Only clients select and decide.

Highlights from the BTI Client Service All-Stars 2017 include:

All-Star MVPs—Named by Corporate Counsel in Consecutive Years

2 All-Stars have been named more than 5 consecutive years in a row:

  • Leslie A. Lanusse, Partner, Adams and Reese—7 years
  • Tom Clare, Partner, Clare Locke—5 years

In all, only 54 attorneys—a mere 17% of the All-Stars—are making repeat appearances. Corporate counsel applaud these MVPs for their skill and dedication to client service as client demands soar.

8 Super All-Stars Named in 2017

These 8 attorneys have been named by multiple clients this year:

  • William P. Aiken, Shareholder, Chambliss, Bahner & Stophel
  • James B. Manley, Jr., Partner, Dentons
  • Stephen Glover, Partner, Gibson, Dunn & Crutcher
  •  Randi C. Lesnick, Partner, Jones Day
  • Jeffrey J. Lederman, Partner, Joseph & Cohen
  • Deborah A. Gitomer, Partner, Norton Rose Fulbright
  • Peter Teare, Partner, Reed Smith
  • William G. Thomas, Senior Partner, Reed Smith

Cultivating Firm-wide Success

Only 16 law firms are home to 5 or more BTI Client Service All-Stars. These firms account for 109 BTI Client Service All-Stars—suggesting a strong culture of client service which is more dominant than at other firms. 13 of these law firms are also singled out by clients in the BTI Client Service A-Team 2017, appearing on this year’s BTI Client Service 30. These 16 firms are:

 9 BTI Client Service All-Stars:

  • Dentons
  • Reed Smith

8 BTI Client Service All-Stars:

  • BakerHostetler
  • Jones Day
  • Sidley Austin
  • Skadden

7 BTI Client Service All-Stars:

  • Gibson, Dunn & Crutcher
  • Hogan Lovells
  • Latham & Watkins

6 BTI Client Service All-Stars:

  • DLA Piper
  • Foley & Lardner
  • Ogletree Deakins

5 BTI Client Service All-Stars:

  • Cooley
  • Faegre Baker Daniels
  • Holland & Knight
  • Morgan Lewis

We congratulate each and every BTI Client Service All-Star on their ability to deliver the absolute best client service. Click here to see every attorney we celebrate for client service excellence as measured by the one source who matters most—clients.

MBR

How Clients Hire: Largest Legal Spenders Look for New Law Firms on LinkedIn

LinkedIn’s day has come. The most demanding and sophisticated Chief Legal Officers in the world are hiring new attorneys through LinkedIn.

Power Users Are the Power Spenders

Top CLOs’ hunger for new approaches leads them to LinkedIn—and to new attorneys. 21% of top legal decision makers are actively using LinkedIn to find new ideas, find new attorneys, network, and stay noticed themselves. But this is no ordinary 21%—these clients are the biggest spenders with the biggest needs. They spend twice as much on legal as other companies and 3 times the amount of those who don’t use LinkedIn.

Are you looking to get noticed? 15% of leading GCs are sharing knowledge and looking for knowledge in return. 1/3rd are looking for and reading articles. We expect these numbers to double in the next 3 years.

Firms can only attract the top decision makers with dynamic and original content—and spiffy attorney profiles. This compels law firms to beef up their content game. Attorneys can re-purpose content for LinkedIn but anything looking like an email alert is skipped over and gone forever. These decision makers only have time to scan headlines to select the articles worthy of their time.

Once read, your prospect now clicks on the attorney profile to check them out. These top clients expect to see a robust profile with lots of connections and something of interest to say. Sparse and stale profiles of an attorney not already known to them will stop these time-starved executives in their tracks. This should prompt every attorney spiff up their profile—now—and make it different from all others.   

More GCs on the Way to LinkedIn

Almost half of all GCs (48.4%) are using LinkedIn, just not to the extent of the power spenders/users discussed above. These early stage users rely on LinkedIn to research attorneys they plan to hire, and to maintain and grow their networks.

Leveraging the Growing Role of LinkedIn

LinkedIn started hitting GCs’ radars in 2015. The same recommendations apply today. Invite every single client you have worked with in the last 3 years to connect, and be sure to insert their name in the invitation to personalize the message. Send a LinkedIn invite to every potential client the same day you meet—not only will you be connected—you will appear committed, proactive, and responsive.

These connections give you the opportunity to go beyond networking to offering curated content—the tool of choice to reach the top decision makers. This alone is reason enough to handover all your contacts to your assistant and send invitations to connect with everyone you know or have met.

Showing You Have Your Finger on the Relevant Pulse

Start by posting short articles or thought pieces. All it takes is an insightful article or a connection to another respected CLO to come to the attention of these coveted potential clients.

No time? Comment on and share articles. Corporate counsel like connectors, too. Sharing articles rather than authoring them can also place you in the rarefied air of valued person to know—the first step in building a relationship.

Regular and continuous sharing will start you gaining traction. Over time, clients and potential clients will start to recognize you as having your finger on the relevant pulse and want to read the items you share. Then, and only then, will they reach out to learn more. 

MBR

*Based on in-depth BTI research conducted on a rolling basis between February 2016 and August 2016. BTI conducted more than 330 independent, individual interviews with CLOs and General Counsel at Fortune 1000 companies and large organizations.

What Clients Are Actually Using Your Website For

Your website plays 2 roles: 1 for your clients and 1 for everyone else. The Mad Clientist breaks down how large law is positioning their websites in today's marketplace.

You can view the video below, or on YouTube directly here: https://youtu.be/iy0O0jrJyXI

We’ll be releasing videos here on The Mad Clientist blog every Tuesday. Subscribe today (in the box at the upper right of your screen) and be sure you don't miss a single one.

And in case you missed it: The Client Relationship Lab: Webisodes with The Mad Clientist. Our first in-depth client relationship best practice covered billing: 7 Deadly Sins: Billing Practices Killing Client Relationships

The Worst of the Worst Pitches

The last we checked RFPs issued by clients were at an all-time high. This means a peak in presentations by law firms. A small number were truly excellent—blowing clients away and gaining new work for these law firms. Clients describe most as between acceptable and numbing. But, these potential clients saw a number of law firms embarrass themselves. You can understand why based on the experiences these top legal decision makers shared with BTI:

“In the middle of the presentation a slide appeared out of nowhere; it took me a minute to get oriented, but the slide showed the view of a football field—which they then told me is from the firm’s box. They told me at least one playoff game would come with these seats if I hired them.”

— General Counsel, Large Healthcare System

“They (the law firm) showed us another client’s actual work product.”

— Chief Legal Officer, Large Financial Services Firm

“On one of the first few slides they made reference to our company being ‘founded many years ago.’ They couldn’t look this up? Is this the thoroughness I should expect in litigation?”

— Division Head, Global Professional Services Powerhouse

“They started naming the judges they play golf with.”

— General Counsel, Rapidly Growing High Tech Company

“Somebody came in with 12 white men, when most of my people at the time were women and minorities. Obviously they hadn’t done their homework. I asked if we could get a more diverse team. The asked me if I wanted to win or be diverse. I told them: this is something you say to each other after you leave. Not to me.”

— EVP, Very Large Manufacturing Company

“As they were presenting, I was following along looking at their proposal; they announced a fee which was substantially higher than the fee in the proposal. I immediately asked why there was a difference, to which they responded, there was no difference. I elected not to pursue the issue.”

— VP and General Counsel, Global Industrial Equipment Company

Giving a bad pitch is dangerously easy. Success demands you not only understand core needs, but also understand the culture and chemistry of your potential client. As we discuss when identifying the law firms with the Most Marketing Mojo, the winning firms over-prepare and over-understand. In addition, the pitches going badly remind us of the safety and wisdom in talking about nothing but clients and their needs—before, during, and after the pitch.  

MBR

7 Deadly Sins: Billing Practices Killing Client Relationships

Your bill: the one communication clients are going to be invested in reviewing and understanding thoroughly.

Bills are the only factor every attorney has in common when delivering work to clients—regardless of which clients you are serving and what practice areas you are in. 

In the first installment of BTI's newest video feature—Client Relationship Lab: Webisodes with The Mad Clientist—we take an in-depth look at how to perfect billing practices to help set the right tone for the future of your client relationships.

You can view the video below, or on YouTube directly here: https://youtu.be/3gSQq-rEtB4

With this series we’ll be taking an in-depth look at a wide range of client relationship best practices. We’ll be releasing Client Relationship Lab webisodes on our blog every month—subscribe today (in the box at the upper right of your screen) and be sure you don't miss a single one.

Attorneys Pose Biggest Obstacle to Law Firm Growth

“We have met the enemy and he is us.”
POGO, April 20, 1970
Walt Kelly, Creator and Author

Market forces pale in comparison to attorneys as the biggest obstacle to growth at law firms. Law firm marketing leaders believe no-growth markets and ever more demanding clients have less impact than attorney resistance.

25.2% of CMOs and law firm marketing leaders name their lawyers as holding their firm back during more than 150 far-reaching interviews BTI conducted with them. This is up from 18.6% in 2014. We are in the 9th year of no growth. The pressure to develop business grows as the market becomes tougher. The attorneys who resist are fighting an increasingly uphill battle and it is the firm’s responsibility to provide the tools and training to overcome the resistance.

Much of the resistance comes from attorneys having limited to no business development experience. They are concerned about how to initiate the process, questions they might be asked, and not knowing how the process is likely to unfold if they do reach out to clients. In addition, the resisters don’t realize delivering superior client service is a potent form of business development.

The only proven tactic to remove the attorneys as obstacles to growth is to train them. We recommend training in 3 tiers:

Tier 1 – Advanced Business Development Skills for only the high-potential business developers. This training focuses on the art and science of developing large chunks of business and developing new clients.

Tier 2 – Core Business Development for the attorneys who show an inclination or interest in business development. This training introduces the tools and practicalities of developing business—including mock client meetings for conducting initial meetings and how to follow up.

Tier 3 – Client Service Training teaches all client-facing partners the skills and provides the tools to deliver superior client service—with the understanding superior client service is a potent form of business development. There are few partners who would not benefit from this training.

Your use of staggering the training by skill and inclination enables you to drive success with the attorneys most likely to be successful. It also changes the culture of the firm as the leadership illustrates how they invest in business development. Finally, the tiered approach to business development training creates incentive to become good enough to reach the most advanced training—creating a clear path to rainmaker and creating more rainmakers in the process.

The Silver Lining

We are the enemy and we are the solution. Every law firm has the power to change and overcome the obstacles in their way. And no one understands the problem better than the firms themselves. Now, every law firm can overcome these obstacles. 

MBR

Building Business Development Superstars

A proven tactic for taking share from your competitors – no matter your size: Build the business development skills of partners willing and able to deliver. And don't miss this week's Thursday post, where we'll break down the process for building business development across your firm.

You can view the video below, or on YouTube directly here: https://youtu.be/phx2vFlfSEo

You can also find the Market of One video referenced in the above video here: https://youtu.be/7EDvf7Uzu3I

We’ll be releasing videos here on The Mad Clientist blog every Tuesday. Subscribe today (in the box at the upper right of your screen) and be sure you don't miss a single one.

Coming soon: The Client Relationship Lab: Webisodes with The Mad Clientist
In-depth client relationship best practices on a wide range of topics including: Talking Rates with Clients, Post-Matter Follow-Up Plans, Billing Practices, and much more…

4 Reasons Law Firms Lose Their Coveted Spot on The BTI Client Service 30

“How could we have changed? We have done so much.”

“Our score dropped and we haven’t changed a single thing in our program.”

“What made our score drop, we have made client service a real priority?”

2017 saw 53% of The BTI Client Service 30 drop off the list and be replaced by other firms who are on the rise. This change—the biggest in 10 years—prompted a wave of questions from law firms (see the samples above) to BTI when we released The 2017 BTI Client Service 30 along with the BTI Client Service A-Team 2017. These firms want to know how their performance, or any client service performance, can change when they have been working so hard to develop a client service culture at their firms. The answers come in 4 major categories:

Changing Client Needs

Your clients’ needs change every 18 to 24 months—like clockwork. Law firms fall in and out of alignment with client goals on a regular basis. The law firms who align themselves with and support client goals will see client service improve. Law firms who don’t align themselves see their client service performance decline when client goals change and the law firm becomes out of step. The only tool available to learn clients’ ever-changing goals is to ask once and confirm often.

Competitor Behavior

Competitor law firms have a large impact on your client service ranking and performance. Numerous law firms serving your clients will initiate and invest in client service programs. These investments tend to boost scores and rankings for the firm making the changes and push rankings of competitors down. However, many law firms will not maintain this investment and will see their scores drop when the client service program loses steam—therefore leading a new round of competitors to rank higher.

Sporadic versus Enduring Client Service Initiatives

A select number of law firms start client service initiatives every year. They treat these programs as annual initiatives instead of an ongoing part of the business. This temporary investment results in surges in client service which garner high rankings in the year implemented and much lower rankings when the program ends and firm partners no longer show the same enthusiasm for client service.

Rising Client Expectations—The Better You Get the More Clients Expect

Clients have high expectations for law firm client service. And, they only get higher. Once a client experiences their law firm’s improved client service they expect improvement to accelerate. Law firms who do not continually improve their client service delivery will see their rankings drop as they no longer meet client expectations. This makes you look like your performance has dropped and makes competitors look better by comparison.

You can increase your client service strength through well-designed client feedback. “Feel good” client feedback where firms ask how they are doing won’t give you a clue. The feedback which probes performance against competitors—both quantitatively and qualitatively—will tell you exactly where you stand, what you need to do, and brings the added benefit of motivating the daylights out of attorneys. You will also be using the same type of feedback used by the long-term best-performing firms.

We discussed how and why client service changes and what the long-term leaders do differently during our annual webinar—BTI’s Market Outlook and Client Service Review 2017—which you can view here: https://youtu.be/GLFliIZhGtk. If you would like to discuss how to integrate this kind of high-powered client feedback into your firm to drive new business and improve client service contact me here.

MBR

Reallocating Your Marketing and Business Development Budget

The Mad Clientist discusses ways your firm can keep up with Big Law marketing and business development budgets in today's Mad Clientist Minute.

And don't miss an extended discussion of law firm marketing and business development budgets, client service tactics, and our annual overview of today's market in BTI's Market Outlook and Client Service Review 2017 this Thursday, January 12. Register here.

You can view the video below, or on YouTube directly here: https://youtu.be/XTE_Wp_wzLU

We’ll be releasing videos here on The Mad Clientist blog every Tuesday. Subscribe today (in the box at the upper right of your screen) and be sure you don't miss a single one.

Resolutions Rot on the Vine—Do This Instead

AlexeyVis/iSTockPhoto.com

AlexeyVis/iSTockPhoto.com

Just after Christmas, knights of medieval times would gather together and, one by one, take an oath. Each knight would place their hand on a live (or sometimes roasted) peacock and recommit themselves to the ideals of chivalry for the next 12 months. The peacock was placed in an ornate, specially crafted gold container and was chosen because its plumage was considered the most beautiful and powerful gift the Royals could offer, alongside crowns and jewels. Some knights would be given ceremonial helmets adorned with plumage.

The ceremony became known as The Vow of the Peacock.

Knights would recommit year after year—they viewed this as stronger than a resolution. The knights were making a public pledge to others and could not break it, as this would be unworthy. The public recommitment helped keep chivalry alive in the kingdom.

The knights viewed a resolution as more of an inward promise—something others may not know about or understand. Better to outwardly commit, continue to drive chivalry, and be proud as a peacock.

Instead of making inward resolutions, we recommend each firm’s executive committee perform their own version of The Vow of the Peacock ceremony—and then ask the partners in each practice group to do the same. As a firm, you will be recommitting to the ideals of chivalry toward clients.

The noblest firms in the legal kingdom will perform The Vow of the Peacock in front of their clients. This means sharing your client service commitments in an outward manner. It can take the form of firmwide client service standards; making individual commitments to each of your major clients around how and when you will communicate progress; learning about their business; providing formal updates; or informing clients of changes.

Use The Vow of the Peacock to recommit yourselves and your partners to clients, as well as to superior client service. And you, too, will be proud as a peacock.

Wishing you a happy, healthy, and prosperous 2017.

MBR

14 Best Opportunities and Trends for 2017

Good cheer and optimism abound. This year The Mad Clientist has examined more than 300 in-depth interviews with corporate counsel and 150 in-depth interviews with law firm marketing leaders. There is one goal: spot the opportunities and trends which will have the most impact on law firms in the new year. The top 14 for 2017 are:

  1. Clients with bet-the-company work have quadrupled over the last 3 years.
     
  2. Top legal decision makers report a bevy of new complex matters coming in the door but almost no new budget to accommodate these bigger, more complex cases.

  3. Corporate counsel spending at large companies hit a record in 2016 but was driven by in-house spending.

  4. The largest law firms will continue to spend 1/3 more on client development than other firms and use this tactic as a tool to gain share.

  5. Employment Litigation, IP Litigation, and Class Actions will get more of the legal budget in 2017 than in prior years.
     
  6. Banking, Financial Services and Pharmaceuticals have the biggest need for complex work.

  7. Rates are becoming polarized—clients are paying higher rates for more complex work and putting more price pressure on routine work to help fund the new complex needs.

  8. The overall flat to sluggish market is masking enormous opportunity in the rise in demand for complex and bet-the-company work.

  9. Pharmaceuticals shows strong demand in 8 areas of legal practice.

  10. Corporate counsel are hiring new law firms at a pace not seen in 10 years.

  11. More law firms will conduct large-scale client feedback initiatives.

  12. New generation General Counsel will continue to take over for retiring baby boomers and will be more demanding of law firms and less forgiving.

  13. Banking has strong demand for 7 areas of legal practice.
     
  14. Law firm marketing leaders will face unprecedented workloads as RFPs increase, new generation GCs continue to take over, and pressure to drive revenue increases.

The nature of these opportunities is more client specific than prior years. The broad trends are being driven by client behavior instead of economic trends. Success demands more individual understanding of client thinking and less focus on macro trends. The law firms with a client-centric approach will have a clear advantage.

We will be discussing these opportunities and much more in our upcoming Market Outlook and Client Service Review webinar on January 12 at Noon Eastern. You can learn more or register here.

MBR

Breaking Through Social Media For Law Firms

This week The Mad Clientist shares the characteristics of law firm and attorney social media accounts breaking through and getting traction with General Counsel. 

You can view the video below, or on YouTube directly here: https://youtu.be/dv47X50Qsyk

We’ll be releasing videos here on The Mad Clientist blog every Tuesday. Subscribe today (in the box at the upper right of your screen) and be sure you don't miss a single one.

The BTI Client Service A-Team: Your 2017 Client Service Leaders

Relationship Bliss: also known as your law firm’s goal for every client relationship. Relationship Bliss is also created by the 4 client service activities most important to corporate counsel, while providing the highest levels of differentiation for your firm.

BTI’s research shows the law firms able to deliver best-in-class levels of service in these 4 activities will outpace competitors not performing at peak levels with:

  • 30% higher profits
  • 7% rate premiums across all staffing levels
  • Double the fees from a single client
  • 35% higher client retention

The BTI Client Service A-Team 2017 includes the law firms best at these 4 Relationship Bliss Activities:

While the 4 activities above have the strongest statistical correlation to financial benefit, every one of the 17 Activities has a crucial role in the development, maintenance, and ultimate growth of your client relationships.

Price of Admission: Without these 6 activities—including Legal Skills—clients won’t even consider hiring you. These activities are of high importance but are also widely available. Clients expect you to deliver these activities in order to win work, but they are not the sole deciding factor.

The BTI Client Service A-Team 2017 includes the law firms best at the following Price of Admission Activity:

Business Magnets: These 2 activities are an anomaly. They are of lower importance and are less differentiating with most clients. BUT—and this is an important but— these activities attract the type of work most law firms are seeking:  the largest-spending, least price-sensitive clients with a large number of complex needs.

These activities attract new business and new clients. However, once a legal decision maker finds a firm excelling in these activities, the ongoing relationship is driven by the firm’s performance in the Relationship Bliss activities.

The BTI Client Service A-Team 2017 includes the law firms best at the Business Magnet Activities:

You can learn about all of the 17 Activities, including the 10 not mentioned above, which drive client service—as well as where your firm stands and how you can improve in each of the 17 Activities—by ordering your copy of the BTI Client Service A-Team 2017: Survey of Law Firm Client Service Performance. Your order includes a custom comparison of your firm’s performance in each of the 17 Activities with up to 8 competitors of your choice. 

The 17 Activities are also discussed in greater detail in Michael’s book: Clientelligence: How Superior Client Relationships Fuel Growth and Profits. Based on 14,000 in-depth interviews with clients, this consistent and systematic approach to developing superior client service skills gives you unparalleled access to your clients' most complex—and premium-rate—work.

BTI’s Market Outlook and Client Service Review 2017

Join BTI as we discuss the best new opportunities for 2017, how new client service leaders make it to the top, and how to get ahead of the market in both share and profitability.

The legal market finally is getting exciting again with new and complex work flowing into the market. The hunt for the new opportunities is on. You can find opportunities in practices, industries, and changes in outside counsel management strategies—firms who learn how to find the new work will outperform all others. BTI’s Market Outlook and Client Service Review will help you find—and grab—them before anyone else.

We’ll delve into powerful findings from more than 320 brand new, in-depth interviews with General Counsel—and 16 years of research and experience—to offer a new perspective on what’s in store for 2017. You’ll learn: 

• The legal spending outlook for 16 industries and 17 practice areas
• BTI’s exclusive analysis of law firms’ market share gains and losses—expanded for 2017
• With over 50% turnover this year see who makes the brand new BTI Client Service 30—and why
• The new business for the taking—even as corporate counsel shift spending in-house
• The law firms reinventing how legal services are delivered—by name
• What it will take to gain new clients and grow the major clients you have
• And much more… 

View the webinar here: https://youtu.be/GLFliIZhGtk

BTI Client Service A-Team: The Law Firms Best at Innovative Approaches

Innovation doesn’t come from technology. It comes from being able to bring new, creative thinking to solve your clients’ issues and in ways others don’t—and add substantial value. If technology is involved, it is an enabler to innovation—not the source.

Leading legal decision makers report the top sources of innovation from law firms include:

  • Scenario planning with clients for upcoming or large matters
  • Developing customizable risk evaluation tools
  • Delivering in-depth, client-specific CLE sessions onsite with multiple partners

Corporate counsel rank the following firms with the best Innovative Approaches in the just-released BTI Client Service A-Team 2017. Please join us congratulating these firms on this well-earned honor:

Best of the Best in Innovative Approaches:

  • Jones Day

Leaders in Innovative Approaches:

  • Baker & McKenzie
  • Cooley
  • Cravath, Swaine & Moore
  • Dechert
  • Dentons
  • DLA Piper
  • Gibson, Dunn & Crutcher
  • Hogan Lovells
  • Kirkland & Ellis
  • Latham & Watkins
  • McGuireWoods
  • Polsinelli
  • Reed Smith
  • Skadden, Arps, Slate, Meagher & Flom
  • Wachtell, Lipton, Rosen & Katz