Marketing

“Seamless”?

A few weeks ago reports surfaced about a motion seeking to compel Norton Rose Fulbright to withdraw from representation of its client Duke University in a case brought against the university by the estate of John Wayne, which wants the right to market alcoholic beverages branded with Wayne’s “Duke” nickname—a textbook trademark dispute. The Wayne
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Articles, Branding, Business Models, Client Relationships, Leadership, M&A, Marketing, Partnership Structures, Strategy

Give Credit Where Credit’s Due

Or, recognizing successful client relationship management. [This is another in our series by Janet Stanton, Partner, Adam Smith, Esq.] Winning a new client for the firm—there’s little that can match that for excitement, sense of accomplishment and visible contribution to the firm.  More so if the client is big or prestigious.  A pitch is often
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Articles, Client Relationships, Compensation, Marketing

The Power of Asking

Today we have a column by my partner in Adam Smith, Esq., Janet Stanton. Before joining Adam Smith, Esq., Janet had years  of experience leading highly profitable teams of professionals at a global communications agency for clients such as Pfizer and the US Department of Defense.  For the last several years of her tenure at
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Articles, Branding, Cultural Considerations, Marketing

“Entrepreneurial?” Really?

For years, I’ve been hearing firms describe their cultures as “entrepreneurial,” and I hardly paid the slightest attention. Like “collegial” or “collaborative,” it just seemed like so much white noise. Then finally I heard it once too often and had to face cold reality: I had absolutely no idea what these people—a lot of smart,
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Articles, Leadership, Marketing, Practice Group Management, Strategy

The Credo Card

If you’re like me, you travel a lot. and you almost certainly have your own views of, and preferences among, the familiar roster of hotel brands, Hilton, Marriott, and Sheraton, but also at the high end Fairmont, Four Seasons, J.W. Marriott, and Ritz Carlton. All of the latter are without fail lovely “properties” (as the
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Articles, Branding, Business Models, Cultural Considerations, Leadership, Marketing, Practice Group Management

Casualties of Discounting

Permit me to paraphrase, and hopefully not mutilate, the lead from a recent article on strategy + business, the Booz & Co. (nee Booz Allen & Hamilton) online magazine: It’s a tough world ….  New technologies … have permanently changed the [law firm selection ]experience. Meanwhile, a sluggish economy and rising competition are testing brand loyalty.
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Articles, Branding, Business Models, Compensation, Cultural Considerations, Finance, Marketing

Growth is Dead: Part 10-Clients

In Part 8 in this series, we talked about “Now What?” in terms of three particular approaches you could take that were all, essentially, inward-focused and things you can pretty much control inside the firm’s four walls: acknowledge you have competition; hire the best professional “C-suite” staff you can find; and articulate a non-generic strategy—and
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Articles, Compensation, Cultural Considerations, Finance, Leadership, Marketing, Practice Group Management, Strategy

Growth is Dead: Part 8-Now What?

If you’ve traveled this far in this series, you may be wondering what I think you actually ought to do. Recognizing that diagnosis is eaiser than prescription, the remaininig installments—starting with this one—will try to address that. One other caveat: Not all of what I’m going to suggest will be advisable, or even appliable, to all
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Articles, Business Models, Cultural Considerations, Finance, Globalization, Leadership, Marketing, Strategy, Technology strategy

Allen & Overy’s Annual Review: Compared to Yours?

From Allen & Overy’s 2011 Annual Review, which I happened to pick up in a visit to one of their offices last week, come some thoughtful essays you wouldn’t expect to find were it the usual firm’s “higher, faster, bigger, stronger, better, wider, longer, lower” sort of exercise in self-congratulatory high-gloss prose. A sampling. From Professor
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Articles, Branding, Business Models, Leadership, Marketing

Invitation to Take Law Firm Business Practices Survey

Adam Smith, Esq. and David Freeman Consulting Group are teaming up to conduct a unique survey of the legal profession’s business practices that you might find extremely valuable. If you’re reading Adam Smith, Esq., we don’t need to tell you that law firms today are navigating uncharted waters.  Fees are under intense pressure, the lateral
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Articles, Finance, Globalization, Marketing, Partnership Structures, Practice Group Management, Strategy