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

BTI Client Service A-Team: The Law Firms Best at Anticipating the Client’s Needs

Look 180 feet ahead instead of 90 feet ahead, and embrace proactive communication as a way of life. Anticipating Needs is all about staying one step—or more—ahead of your client.

In small doses over time you can: visualize, articulate, and share the range of client outcomes; bring out emerging and undefined needs; and provide answers to questions you know the clients will ask—before they ask. In doing so you ensure your client knows what to anticipate and when to anticipate it.

Corporate counsel rank the following firms as best at Anticipating the Client’s Needs 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 Anticipating the Client’s Needs:

  • Cooley
  • Dentons
  • DLA Piper
  • Jones Day
  • Skadden, Arps, Slate, Meagher & Flom

Leaders in Anticipating the Client’s Needs:

  • Gibson, Dunn & Crutcher
  • Kirkland & Ellis
  • Latham & Watkins
  • Ogletree, Deakins, Nash, Smoak & Stewart
  • Polsinelli
  • Reed Smith
  • Sidley Austin
  • Wachtell, Lipton, Rosen & Katz

BTI Client Service A-Team: The Law Firms Delivering the Best Legal Skills

Your Legal Skills are only interesting to clients if you can apply those skills to their unique situations and needs. Whether pitching a new client or responding to RFPs for new matters, talk about your skills in a client-focused manner by discussing key issues your client faces.

And don’t just demonstrate your Legal Skills. Show how your skills will drive value for the client and how your understanding of the client’s business makes your services far superior to competitors’.

Corporate counsel rank the following firms as delivering the best Legal Skills 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 Delivering Legal Skills:

  • Dentons
  • Jones Day
  • Skadden, Arps, Slate, Meagher & Flom

Leaders in Delivering Legal Skills:

  • Baker & McKenzie
  • Bryan Cave
  • Cleary Gottlieb Steen & Hamilton
  • Cooley
  • Cravath, Swaine & Moore
  • DLA Piper
  • Gibson, Dunn & Crutcher
  • Kirkland & Ellis
  • Latham & Watkins
  • Orrick, Herrington & Sutcliffe
  • Paul, Weiss
  • Sidley Austin
  • Wachtell, Lipton, Rosen & Katz

Why Your Client Service Matters More Than Your Brand

When clients are weighing one law firm's client service and another law firm's brand—which one is more likely to win out?

You can view the video below, or on YouTube directly here: https://youtu.be/WB1gUf4xTH4

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.

BTI Client Service A-Team: The Law Firms Best at Providing Value for the Dollar

Value is murky and often hard for top legal decision makers to spot. Or it is tremendously easy to see when clear, obvious, and well-articulated by the law firm delivering service. This phenomenon explains why firms delivering the best value talk to their clients more than others, include clients in their discussions about strategy, clearly outline the different directions a matter may take, and explain the solutions they have developed and deliver them in plain English. These firms have also made their clients’ lives easier.

Corporate counsel rank the following firms as best at Providing Value for the Dollar 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 Providing Value for the Dollar:

  • Cooley
  • Dentons
  • Jones Day
  • Reed Smith
  • Skadden, Arps, Slate, Meagher & Flom
  • Wachtell, Lipton, Rosen & Katz

Leaders in Providing Value for the Dollar:

  • Baker & McKenzie
  • BakerHostetler
  • Bryan Cave
  • Cravath, Swaine & Moore
  • DLA Piper
  • Fish & Richardson
  • Gibson, Dunn & Crutcher
  • K&L Gates
  • Latham & Watkins
  • McGuireWoods
  • Norton Rose Fulbright
  • Ogletree, Deakins, Nash, Smoak & Stewart
  • O’Melveny & Myers
  • Polsinelli

BTI Client Service A-Team: The Law Firms Best at Understanding the Client’s Business

Your ability to understand your client’s business is the single best differentiator in the legal market today. This understanding is also the single biggest reason clients pay a premium rate. Clients receive substantially more value when law firms see the risk and the issues from the client’s point of view.

Your firm also benefits from building a comprehensive understanding of your client’s business. A deep understanding positions you to be the first to tackle the defining issues your client faces, and provide more pointed, targeted, and relevant advice than competitors.

Corporate counsel rank the following law firms as best at Understanding Your Client’s Business 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 Understanding the Client’s Business

  • Cooley
  • Dentons
  • DLA Piper
  • Jones Day
  • Reed Smith
  • Skadden, Arps, Slate, Meagher & Flom

Leaders in Understanding the Client’s Business:

  • BakerHostetler
  • Bryan Cave
  • Cravath, Swaine & Moore
  • Dechert
  • Gibson, Dunn & Crutcher
  • Hogan Lovells
  • K&L Gates
  • Kirkland & Ellis
  • Latham & Watkins
  • Morgan Lewis
  • Ogletree, Deakins, Nash, Smoak & Stewart
  • Paul Hastings
  • Pillsbury Winthrop Shaw Pittman
  • Sidley Austin
  • Thompson Coburn
  • Wachtell, Lipton, Rosen & Katz
  • WilmerHale

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

15 years ago, Client Focus was about returning phone calls and getting documents back to clients. Those days are long gone. Top legal decision makers define Client Focus as the ability to understand their overall objectives, as well as the different objectives for each individual matter.

Corporate counsel report law firms can speak about the overall objectives but a select few work towards the different objectives needed for each individual matter.

Corporate counsel rank the following firms as best at Client Focus 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 Client Focus:

  • Cooley
  • Dentons
  • DLA Piper
  • Gibson, Dunn & Crutcher
  • Jones Day
  • Morgan Lewis
  • Reed Smith
  • Skadden, Arps, Slate, Meagher & Flom

Leaders in Client Focus:

  • Baker & McKenzie
  • BakerHostetler
  • Covington & Burling
  • Cravath, Swaine & Moore
  • Crowell & Moring
  • Dechert
  • K&L Gates
  • Kirkland & Ellis
  • Latham & Watkins
  • McGuireWoods
  • Norton Rose Fulbright
  • Ogletree, Deakins, Nash, Smoak & Stewart
  • Paul, Weiss
  • Polsinelli
  • Seyfarth Shaw
  • Sidley Austin
  • Thompson Coburn
  • Wachtell, Lipton, Rosen & Katz
  • White & Case

BTI Client Service A-Team: The Law Firms Best at Showing Commitment to Help

Commitment to Help is the most influential aspect of your client relationship. Clients judge your commitment based on their highly personal, subjective judgment of your effort and investment in the relationship. Commitment to Help is all about your behavior. You have to be the most committed to helping your client more so than the 41 other firms serving them.

Corporate counsel rank the following firms as best at showing Commitment to Help 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 Commitment to Help:

  • Cooley
  • Dentons
  • DLA Piper
  • Jones Day
  • Latham & Watkins
  • Reed Smith
  • Skadden, Arps, Slate, Meagher & Flom

Leaders in Commitment to Help:

  • Baker & McKenzie
  • BakerHostetler
  • Bryan Cave
  • Cleary Gottlieb Steen & Hamilton
  • Gibson, Dunn & Crutcher
  • K&L Gates
  • McDermott Will & Emery
  • McGuireWoods
  • Morgan Lewis
  • Ogletree, Deakins, Nash, Smoak & Stewart
  • Polsinelli
  • Sidley Austin
  • Wachtell, Lipton, Rosen & Katz

Global Firms and Prestige Brands Upset the Client Service Apple Cart

We saw the first clue pop up in 2014. BTI client interviews revealed global firms investing more in improving their client service performance. Next we found large law budgeting 1/3rd more in client development than other law firms. Now, we see global and prestige brands claiming more than their fair share of the elite BTI Client Service 30.

In each of the last 16 years The BTI Consulting Group conducted more than 300 in-depth interviews with top legal decision makers to probe all aspects of law firm client service. We designed one line of questioning and probes to identify the law firm absolutely best at each of the 17 activities driving superior client service. We provide no prompts, lists or suggestions—nor do we accept self-nominations or referrals. We heard about 295 law firms in total—45% of the law firms serving large companies (with more than $1B in revenue in the US). Of these 295: 30 standout as best—performing 5 to 15 times better than the typical law firm.

While all firms in The BTI Client Service 30 standout for superior client service the following performances warrant especially close attention:

  • Jones Day reclaims the number 1 spot in client service—becoming the only law firm ever to be ranked best of the best in all 17 activities driving superior client service. Jones Day is now making its 9th appearance in the top spot—3 times more often than any other law firm.
  • Dentons moves up to grab the number 2 position. The firm is being as aggressive with client service as it is with growth.
  • Cooley returns to The BTI Client Service 30 in the number 4 spot after a more than 10-year hiatus—leveraging widely respected Innovation into high-powered client service performance. 
  • Wachtell Lipton is ranked number 7 as top legal decision makers credit the firm’s ability to deliver the best value, while anticipating change and understanding their clients’ business.
  • Cravath, Cleary Gottlieb, Paul, Weiss, and Simpson Thacher all rejoined The BTI Client Service 30 this year as top legal decision makers tell us each firm improved their value proposition and was able to become more client-centric in their approach.

New to The BTI Client Service 30

Paul Hastings leveraged a new and deeper understanding of their client’s business while White & Case leveraged improved client focus to drive their inaugural showings in The BTI Client Service 30.

3 Firms Where Client Service Is Part of the Fabric of the Firm

Jones Day, Morgan Lewis, and Sidley Austin have been able to deliver superior client service in each of the 16 years BTI has conducted this analysis. Client service runs through the very fabric—and is embedded deep into the culture—of each firm.

The emergence of these global giants as client service goliaths demands all other law firms up their client service game. The race for clients and new business is far from over and almost any law firm has time to step up to the starting line. The most important step any firm can take is to boost client service with existing clients. The new (and returning) firms have all developed skills in execution and implementation. They bring no structural advantage—but instead bring executional advantage. There is no reason a law firm can’t find a way to execute. It's not easy, but can be done—which is how the next generation of leaders will ultimately emerge.

You can learn the client service strategies and tactics used by The BTI Client Service 30 here. You can see where your firm stands by ordering your copy of the BTI Client Service A-Team 2017: Survey of Law Firm Client Service Performance, which includes a custom comparison of your firm with up to 8 competitors of your choice. 

Targeting Clients With A Market of One Approach

This week's Mad Clientist Minute takes a look at how focusing your marketing and business development on a specific client can generate a greater rate of return on your efforts.

You can view the video below, or on YouTube directly here: https://youtu.be/7EDvf7Uzu3I

The previous video Jennifer Dezso references can be found here: https://youtu.be/Ru0xEDqKZ7E

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.