Douglas McPherson – författare

This book has visibility as its central theme. It will help you to establish where you need to be visible, how to achieve and maintain visibility with clients, and how to convert visibility into new work.It shares a variety of tried-and-tested approaches to boosting visibility, so you can choose those that suit you best. Every suggestion is designed to be put into practice around fee earning responsibilities. Features of this book:Chapters on how to create visibility and stay visible to clients as well as referrers, how to effectively network to get the best results, and intelligent marketing advice that will aid you and your firm in being more visible. Practical tips to manage your day-to-day marketing activities that can be implemented easily and without a huge requirement for time or budget. Highly practical advice you can put into immediate action, including a series of mini-masterclasses with step-by-step guidance and various templates that can be adapted for your own use.

The legal market is changing rapidly. But much of law firms’ marketing activity is based on what the firm is today, rather than what it needs to be tomorrow. The activity centres on `quick wins’ rather than addressing how the firm will need to be packaged, positioned, and perceived in the future in order to attract new purchases and the type of client it really wants.This book has been written to show you how to package and position your firm in a way that will allow you to profit from your efforts. We’ll cut through some of the marketing-speak that all-too-often either prevents or puts lawyers off getting to the heart of building a viable, relevant marketing strategy. We’ll also look at some practical examples of how best to design the right strategy for your firm and, most importantly, how you can implement those ideas easily so that they start delivering commercial success.If you are to pilot your firm, practice, or department through the next phase of the legal industry’s development, you need to be cannier in the way you take it to market. The good news is that if you get the packaging, positioning, and promotion right, you are well on the way to winning the work you want at the fee level you want, and that simply has to be the most direct route to profitable growth.

Why this report, why now?It is of course an understatement to say our lives have changed massively since the end of March 2020. The restrictions that have had to be brought in to control COVID-19 saw almost all of us forced to work from home, only connected to our colleagues and clients by Teams, Zoom, and Facetime.At the time it looked like this was going to be a six-month blip. We’d ride it out then things would start to go back to normal and we could carry on as we were. We all now know that is definitely not the case. As I started writing this book in late October 2020 we had started to see a slight return to the office - albeit in shifts to maintain the required social distancing - and face-to-face meetings over coffee or lunch were starting to creep back in. However, it now looks as though in the short-term at least the restrictions will get tighter before they relax again.But you know all this. What does it have to do with business development?Way back in March, a lot of law firms pushed business development to the bottom of their priorities. Work had to come first. And, as we can’t do business development the way we always have, there was no way to keep it going even if we wanted to.The only problem is, if you don’t do any business development, you are not going to generate the new work required to sustain your practice. You are also going to put yourself at high risk of losing the client relationships you have worked so hard to build. This meant we had to quickly come up with new ways to do business development from home. We had to adapt our approach by using the tools that were available to us. We had to replace physical business development with virtual business development. The Virtual Lawyer examines those new virtual ways of approaching marketing and business development, explaining how you can continue to strengthen your existing relationships, boost your visibility in the markets you serve, and generate the new introductions and new opportunities you’ll need to grow your practice whilst working remotely.The book uses a three-step model, designed to take us from where we are today to where we need to be in the future, whatever that future ends up looking like. These three steps are React, Refresh, and Return.

Why this report, why now?It is of course an understatement to say our lives have changed massively since the end of March 2020. The restrictions that have had to be brought in to control COVID-19 saw almost all of us forced to work from home, only connected to our colleagues and clients by Teams, Zoom, and Facetime.At the time it looked like this was going to be a six-month blip. We’d ride it out then things would start to go back to normal and we could carry on as we were. We all now know that is definitely not the case. As I started writing this book in late October 2020 we had started to see a slight return to the office - albeit in shifts to maintain the required social distancing - and face-to-face meetings over coffee or lunch were starting to creep back in. However, it now looks as though in the short-term at least the restrictions will get tighter before they relax again.But you know all this. What does it have to do with business development?Way back in March, a lot of law firms pushed business development to the bottom of their priorities. Work had to come first. And, as we can’t do business development the way we always have, there was no way to keep it going even if we wanted to.The only problem is, if you don’t do any business development, you are not going to generate the new work required to sustain your practice. You are also going to put yourself at high risk of losing the client relationships you have worked so hard to build. This meant we had to quickly come up with new ways to do business development from home. We had to adapt our approach by using the tools that were available to us. We had to replace physical business development with virtual business development. The Virtual Lawyer examines those new virtual ways of approaching marketing and business development, explaining how you can continue to strengthen your existing relationships, boost your visibility in the markets you serve, and generate the new introductions and new opportunities you’ll need to grow your practice whilst working remotely.The book uses a three-step model, designed to take us from where we are today to where we need to be in the future, whatever that future ends up looking like. These three steps are React, Refresh, and Return.

Why this report, why now?It is of course an understatement to say our lives have changed massively since the end of March 2020. The restrictions that have had to be brought in to control COVID-19 saw almost all of us forced to work from home, only connected to our colleagues and clients by Teams, Zoom, and Facetime.At the time it looked like this was going to be a six-month blip. We’d ride it out then things would start to go back to normal and we could carry on as we were. We all now know that is definitely not the case. As I started writing this book in late October 2020 we had started to see a slight return to the office - albeit in shifts to maintain the required social distancing - and face-to-face meetings over coffee or lunch were starting to creep back in. However, it now looks as though in the short-term at least the restrictions will get tighter before they relax again.But you know all this. What does it have to do with business development?Way back in March, a lot of law firms pushed business development to the bottom of their priorities. Work had to come first. And, as we can’t do business development the way we always have, there was no way to keep it going even if we wanted to.The only problem is, if you don’t do any business development, you are not going to generate the new work required to sustain your practice. You are also going to put yourself at high risk of losing the client relationships you have worked so hard to build. This meant we had to quickly come up with new ways to do business development from home. We had to adapt our approach by using the tools that were available to us. We had to replace physical business development with virtual business development. The Virtual Lawyer examines those new virtual ways of approaching marketing and business development, explaining how you can continue to strengthen your existing relationships, boost your visibility in the markets you serve, and generate the new introductions and new opportunities you’ll need to grow your practice whilst working remotely.The book uses a three-step model, designed to take us from where we are today to where we need to be in the future, whatever that future ends up looking like. These three steps are React, Refresh, and Return.

The legal sector is facing a period of major metamorphosis - disruptors are making waves in the structuring, process, and service-delivery models, and client''s needs are becoming more demanding and value-focused. As the landscape of law transforms many firms will be left facing a situation of, in John Alber''s words, change or die. How will law firms keep up with upcoming rapid and volatile changes to the legal sector, and what form will they take after the transformation? What will the law firm of the future be like, and what can firms do today to ensure they are properly future proofed? Lawscape 2025: Defining the law firm of tomorrow is an exploration of the biggest innovations, strategies, and disruptors that are set to change the face of legal practice. Featuring leading industry experts weighing in on topics such as future firm structures and leadership strategies, revolutionised compensation measures, and the growing prevalence of big data, analytics, and artificial intelligence, this title will serve as a trusty manual on surviving the changing landscape of the legal world.

The legal sector is facing a period of major metamorphosis - disruptors are making waves in the structuring, process, and service-delivery models, and client''s needs are becoming more demanding and value-focused. As the landscape of law transforms many firms will be left facing a situation of, in John Alber''s words, change or die. How will law firms keep up with upcoming rapid and volatile changes to the legal sector, and what form will they take after the transformation? What will the law firm of the future be like, and what can firms do today to ensure they are properly future proofed? Lawscape 2025: Defining the law firm of tomorrow is an exploration of the biggest innovations, strategies, and disruptors that are set to change the face of legal practice. Featuring leading industry experts weighing in on topics such as future firm structures and leadership strategies, revolutionised compensation measures, and the growing prevalence of big data, analytics, and artificial intelligence, this title will serve as a trusty manual on surviving the changing landscape of the legal world.

The legal market is changing rapidly. But much of law firms'' marketing activity is based on what the firm is today, rather than what it needs to be tomorrow. The activity centres on `quick wins'' rather than addressing how the firm will need to be packaged, positioned, and perceived in the future in order to attract new purchases and the type of client it really wants. This book has been written to show you how to package and position your firm in a way that will allow you to profit from your efforts. We''ll cut through some of the marketing-speak that all-too-often either prevents or puts lawyers off getting to the heart of building a viable, relevant marketing strategy. We''ll also look at some practical examples of how best to design the right strategy for your firm and, most importantly, how you can implement those ideas easily so that they start delivering commercial success. If you are to pilot your firm, practice, or department through the next phase of the legal industry''s development, you need to be cannier in the way you take it to market. The good news is that if you get the packaging, positioning, and promotion right, you are well on the way to winning the work you want at the fee level you want, and that simply has to be the most direct route to profitable growth.

The legal market is changing rapidly. But much of law firms'' marketing activity is based on what the firm is today, rather than what it needs to be tomorrow. The activity centres on `quick wins'' rather than addressing how the firm will need to be packaged, positioned, and perceived in the future in order to attract new purchases and the type of client it really wants. This book has been written to show you how to package and position your firm in a way that will allow you to profit from your efforts. We''ll cut through some of the marketing-speak that all-too-often either prevents or puts lawyers off getting to the heart of building a viable, relevant marketing strategy. We''ll also look at some practical examples of how best to design the right strategy for your firm and, most importantly, how you can implement those ideas easily so that they start delivering commercial success. If you are to pilot your firm, practice, or department through the next phase of the legal industry''s development, you need to be cannier in the way you take it to market. The good news is that if you get the packaging, positioning, and promotion right, you are well on the way to winning the work you want at the fee level you want, and that simply has to be the most direct route to profitable growth.

This book has visibility as its central theme. It will help you to establish where you need to be visible, how to achieve and maintain visibility with clients, and how to convert visibility into new work.It shares a variety of tried-and-tested approaches to boosting visibility, so you can choose those that suit you best. Every suggestion is designed to be put into practice around fee earning responsibilities. Features of this book:Chapters on how to create visibility and stay visible to clients as well as referrers, how to effectively network to get the best results, and intelligent marketing advice that will aid you and your firm in being more visible. Practical tips to manage your day-to-day marketing activities that can be implemented easily and without a huge requirement for time or budget. Highly practical advice you can put into immediate action, including a series of mini-masterclasses with step-by-step guidance and various templates that can be adapted for your own use.

This book has visibility as its central theme. It will help you to establish where you need to be visible, how to achieve and maintain visibility with clients, and how to convert visibility into new work.It shares a variety of tried-and-tested approaches to boosting visibility, so you can choose those that suit you best. Every suggestion is designed to be put into practice around fee earning responsibilities. Features of this book:Chapters on how to create visibility and stay visible to clients as well as referrers, how to effectively network to get the best results, and intelligent marketing advice that will aid you and your firm in being more visible. Practical tips to manage your day-to-day marketing activities that can be implemented easily and without a huge requirement for time or budget. Highly practical advice you can put into immediate action, including a series of mini-masterclasses with step-by-step guidance and various templates that can be adapted for your own use.

We all know that law is a people business. Clients buy from lawyers whom they like, respect, and trust, and they judge those lawyers and their firms on the quality of service that the firm provides, the results achieved, and whether they receive value for money. This applies to corporate, institutional, and private clients alike. For their business plans to be connected to reality, partners and law firm leaders must learn how they are perceived by their clients and adapt accordingly. They do this by listening to their clients. Historically this was through informal, fireside chats. In recent years, many firms have devised formal client listening programs and in recent years there has been an explosion of review sites and social media channels enabling clients to leave their unfiltered and public feedback, whether solicited or not. Forward-looking firms are adopting multi-channel approaches to taking feedback to maximize the intelligence they gather and to adapt to clients' own preferences. As ever, the most nimble and adaptable will reap the rewards.The Client Experience: How to Optimize Client Service and Deliver Value looks at the client experience from end-to-end, from client listening programs to journey mapping, from customer audits to how legal tech can help improve the way a client interacts with a law firm throughout its relationship. A client-centric business model is essential for future law firm success and the authors of this far-reaching title utilize their own experience and real-life case studies to drill down into the importance of maintaining the one thing no business can do without: its client.

We all know that law is a people business. Clients buy from lawyers whom they like, respect, and trust, and they judge those lawyers and their firms on the quality of service that the firm provides, the results achieved, and whether they receive value for money. This applies to corporate, institutional, and private clients alike. For their business plans to be connected to reality, partners and law firm leaders must learn how they are perceived by their clients and adapt accordingly. They do this by listening to their clients. Historically this was through informal, fireside chats. In recent years, many firms have devised formal client listening programs and in recent years there has been an explosion of review sites and social media channels enabling clients to leave their unfiltered and public feedback, whether solicited or not. Forward-looking firms are adopting multi-channel approaches to taking feedback to maximize the intelligence they gather and to adapt to clients’ own preferences. As ever, the most nimble and adaptable will reap the rewards.The Client Experience: How to Optimize Client Service and Deliver Value looks at the client experience from end-to-end, from client listening programs to journey mapping, from customer audits to how legal tech can help improve the way a client interacts with a law firm throughout its relationship. A client-centric business model is essential for future law firm success and the authors of this far-reaching title utilize their own experience and real-life case studies to drill down into the importance of maintaining the one thing no business can do without: its client.

We all know that law is a people business. Clients buy from lawyers whom they like, respect, and trust, and they judge those lawyers and their firms on the quality of service that the firm provides, the results achieved, and whether they receive value for money. This applies to corporate, institutional, and private clients alike. For their business plans to be connected to reality, partners and law firm leaders must learn how they are perceived by their clients and adapt accordingly. They do this by listening to their clients. Historically this was through informal, fireside chats. In recent years, many firms have devised formal client listening programs and in recent years there has been an explosion of review sites and social media channels enabling clients to leave their unfiltered and public feedback, whether solicited or not. Forward-looking firms are adopting multi-channel approaches to taking feedback to maximize the intelligence they gather and to adapt to clients’ own preferences. As ever, the most nimble and adaptable will reap the rewards.The Client Experience: How to Optimize Client Service and Deliver Value looks at the client experience from end-to-end, from client listening programs to journey mapping, from customer audits to how legal tech can help improve the way a client interacts with a law firm throughout its relationship. A client-centric business model is essential for future law firm success and the authors of this far-reaching title utilize their own experience and real-life case studies to drill down into the importance of maintaining the one thing no business can do without: its client.