Buch, Englisch, 298 Seiten, Format (B × H): 156 mm x 234 mm, Gewicht: 566 g
A Management Guide for Law Firm Leadership
Buch, Englisch, 298 Seiten, Format (B × H): 156 mm x 234 mm, Gewicht: 566 g
ISBN: 978-1-83723-191-1
Verlag: Globe Law and Business Ltd
What does it take to develop and sustain a culture that values marketing, business development, and client care as shared responsibilities across the firm? Drawing on decades of experience advising law firm leaders, chief marketing officers, and partners, Building a Business Development Culture and Strategy provides senior management and practice leaders with actionable strategies for integrating business development into their organization's fabric.
Through practical frameworks, candid interviews with firm chairs and CMOs, and real-world examples, the book shows how to empower professionals at every level to contribute to the firm's brand and growth. Not only does it demystify how a strong marketing culture is built – from leadership vision and governance to talent development, systems, and incentives – it helps readers understand how to do this in the context of complex, partnership-based environments.
Now more than ever, firms are recognizing that isolated efforts, such as one-off trainings, CRM implementations, or inspirational retreats, won't transform behaviors. What's needed is a holistic approach driven from the top. This book fills that gap by offering managing partners, COOs, CMOs, and practice leaders a blueprint for building marketing cultures that align with firm strategy, reward collaboration, and sustain client loyalty.
Fachgebiete
Weitere Infos & Material
Executive summary xi
About the editor xix
About the contributors xxi
Introduction xxix
By Deborah B. Farone
Part 1: Core Marketing and Business Development
Chapter 1: Building a firmwide marketing strategy – a roadmap for law firms ready to grow 1
By Deborah B. Farone
Why you need a firmwide marketing strategy 2
What can go wrong without one 3
How to start – match it to the firm’s direction 4
How to get buy-in 6
Keeping everyone on target and aligned 7
The bottom line 10
Chapter 2: Brand positioning and differentiation – a practical framework 15
By Brandie Knox, principal and lead strategist, Knox Design Strategy
The process – a practical framework 16
1. Planning – setting the foundation 17
2. Discovery 18
3. Synthesis – making sense of what you heard 24
4. Strategy 25
Conclusion 27
Part 2: Getting into the Tactics
Chapter 3: Client relationships as strategic capital – how to build an enduring key client account program 29
By JeanMarie Campbell, chief marketing and business development officer, Jenner & Block
The new reality of client relationships in law firms 29
A practical framework to bring consistency to key client management – the RELATE model 31
How strong are your client relationships? 34
Case studies 37
Implementation is about making things stick 37
Chapter 4: Cross-selling to cross-investing – breaking silos to build enterprise value and win 39
By Julie Henson, chief growth officer, Decipher Investigative Intelligence
Why cross-selling fails in most law firms (and why that’s the wrong diagnosis) 39
From transactions to trust – the cultural foundation of cross-investing 41
The economics of individualism – how compensation and metrics undermine collaboration 44
Cross-investing defined – a growth strategy, not a courtesy 47
Lateral integration as the ultimate stress test for collaboration 48
Leadership’s role – what managing partners must model (and enforce) 49
Building the infrastructure for collaboration 50
The firms that cross-invest will win 52
Chapter 5: Smarter
