Toby Brown - Böcker

Key report features In-depth advice on the need, impact, and profitability of hiring a pricing director Detailed insight into the function and skills of a pricing director Clear definition of the strategic position of pricing within a firm How to evaluate the benefit of a pricing director for your firm and its clients Real-world scenarios. The new path to profitability is paved with pricing directors. That's the trend we're seeing, with more than 50 pricing positions created for Am Law 200 firms in 2012. Put the 'ah!' in RFP The push is on for law firms and clients to focus on their pricing and matter management strategies. By hiring a pricing director with skills in analytics, technology, commerce, and communications, you're set to create effective pricing strategies and support your firm's competitive advantage. Who's in the hot seat? Your pricing director is the budget builder, the profit modeller, the counsellor, the monitor, and the approver: you want to make sure that those already in this role are comfortable with its evolution, or that a new hire can confidently take on the challenge. Brown and Cordo's Law Firm Pricing: Strategies, Roles, and Responsibilities clearly defines the skills and remit of the person required to fill this demanding and responsive role. It provides practical guidance into hiring and developing a strategic pricing role within your law firm that drives successful relationships and profitability.

Could you benefit from expert guidance on how to stay competitive and streamlined in a legal marketplace that is increasingly competitive? Law firms are finding it harder to adapt quickly to a legal landscape that is constantly evolving. That's why it's imperative for law firm leaders to recognise and respond to this change in order to stay competitive. While the economy has improved, key challenges from the recession remain. Clients are more demanding, reducing cost is as important as it ever was, and firms realise that operational efficiency is crucial to gaining small but important margins. In this market, those small margins can be game-changers for large and small firm alike. This new and updated edition of The Lawyer's Guide to Strategic Practice Management equips law firm leaders with the very latest guidance and market knowledge on how to improve and refine current management strategies in order to thrive and compete in today's legal marketplace. From the latest developments in technology and AI, how to improve your firm's coverage on LinkedIn to increasing motivation to act on cross-selling opportunities, this guide is an amalgamation of guidance from the most talked-about thought leaders in the legal sphere. The second edition contains 7 new chapters covering strategy; market and client development; people and talent management; finance and pricing and optimisation and technology. Key features of this updated guide 33 chapters covering six key areas of law firm management Contains valuable material such as diagnostic questionnaires, how-to guides, case studies and action-planning worksheets Hear from a range of thought leaders and experts in the law firm management sphere including: Viv Williams (CEO of 360 Legal Group) Patrick J. McKenna (strategist and advisor to premier law firms) Chrissie Lightfoot (CEO of EntrepreneurLawyer Ltd) Geoff Coughlin (co-founder of Emphasis on Skills Ltd) Order your copy of this guide to: Review revenue and profit models, profitability strategies and law firm profit drivers Examine the various alternatives to the traditional billing hour Measure and manage the performance of your lawyers Find market niches and develop individual business development strategies Learn about the adoption of client listening programmes Use big data for billing and cost and forecasting analysis Build the business case for legal project management Improve client and staff communication, connectivity and collaboration strategies Inform your management strategy with the very latest market insights and find solutions to your management challenge. Order your copy of this updated guide.

How can knowledge management (KM) help your firm exceed your clients' expectations and differentiate you from your closest competitors? This guide written by senior figures in legal KM in the US and UK will show how you can achieve this and more, drawing upon case studies from some of the most innovative firms using KM to their advantage. KM is helping law firms adapt to an evolving legal landscape. Increasingly, firms like yours are seeing knowledge management and its potential as an "organisational capability" for leveraging the firm's experience, data and intellectual capital as a strategic resource. Many firms have a KM function in place. But has this function evolved to become a key business unit recognised by the rest of the firm, focused on achieving business outcomes measurable goals important to a firm's overall success? Perhaps you're finding it challenging persuading your fee earners to spare billable time to embed knowledge into your firm's systems, to the overall benefit of your firm. Or perhaps you're having trouble proving ROI on certain initiatives. Whatever the KM challenge you're facing, Law Firm KM: Driving Practice Innovation and Redefining Service Delivery will help you solve key challenges and ensure you can take advantage of opportunities that arise after using KM as a strategic tool. Written by some of the best minds in legal and business consulting, this guide is split into two sections: *Part One examines how KM professionals can support law firm and in-house needs, while considering some of the challenges they face. *Part Two is made up of practical guidance in the form of case studies from UK and US law firms who are trailblazing in legal KM and who have integrated vital KM principles into their overall firm strategy. In today's evolving competitive market, firms must be looking to not only please their clients, but to find ways that go beyond the level of service they expect. More and more firms are turning to KM to help them do this. Are you? Why buy this guide? *Read case studies from firms who are actively integrating KM principles into their firm strategy with success, so you can understand how this is done in practice *Gain insight on how to use KM to inform new service models and pricing structure, innovation and efficiency to please your clients and exceed their expectations of your firm *Discover how to measure the success of KM strategy to prove ROI and make it easy for your firm to invest in future KM initiatives *Learn how to embed KM within your firm's culture to ensure stress-free adoption and adaptation. Hear from firms trailblazing in the KM space including: *Littler Mendelson *BLM *Donelson, Bearman, Caldwell & Berkowitz *Samuel Phillips Law Firm You'll love this guide if you're a... *Knowledge management officer *Information officer *Professional Support Lawyer (PSL) *Managing partner *C-suite professional, looking for new strategic inspiration *Head of Department/Practice Group *Partner

Many law firms today are far too focused on increasing market share; they should be paying attention to what makes them a more profitable business. Market share doesn’t matter much if you’re not profitable, and firms cannot simply grow their way to prosperity by undercutting the competition. Instead, firms must focus on value creation and increasing clients’ willingness to pay for their services. The question should be: “What can your firm do better, or more efficiently, and more profitably than anyone else?”The Mechanics of Law Firm Profitability: People, Process, and Technology examines why a focus on profitability and metrics is reshaping law firm operations and matter management; how to define the bottom line and to distinguish between “good” revenue and “bad”; and how to change the dialogue from “hours and revenue” to “revenue and profit”, while changing the mindset from increasing market share to simply running a profitable business.The Mechanics of Law Firm Profitability covers topics including:+ The “every dollar is a good dollar” fallacy: The difference between good and bad revenue+ Increasing profitability by improving client intake + Using KM to increase firm profitability + Pricing, profitability, and compensation+ Measuring different practice groups, differently+ Four challenges in managing law firm profitability+ Strategy and culture driving effective use of people, process, and technology+ Profitability and the Concept of `Managing on the Edge’ – Why It Is Important to Regional Law FirmsAnd brings together the sought-after advice of a wide variety of experts including:+ Toby Brown, chief practice management officer, Perkins Coie+ Mike Roster, co-chair ACC Value Challenge and former managing partner of Morrison and Foerster’s LA office+ Jack Bostelman, president KM/JD Consulting LLC+ Chris Boyd, senior director of professional services, Wilson Sonsini Goodrich & Rosati+ Jim Hassett, founder of LegalBizDev+ Wendy Wen Yun Chang, partner, Hinshaw & Culbertson LLP+ Keith Maziarek senior director of client value, Perkins Coie+ James G. Perkins, chief operating officer and chief compliance officer, Procopio+ Mark Voigtmann, partner; Steve Petrie, chief strategy officer; Vanessa Savoie, senior strategic analyst & pricing analyst; and Tom Snavely, manager legal process improvement & project management, Faegre Baker DanielsThe Mechanics of Law Firm Profitability: People, Process, and Technology provides practical and proven tips for all law firm leader on adjusting current processes and identifying opportunities for future profitability within their firms.