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Your Name:
Monday 13th and Tuesday 14th May 2013
UIA Training Course
Paris
How to Manage a
Small/Medium-Sized Law Firm
Handout
By
José Antônio Miguel Neto
&
Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
Action Plan - Monday 13 May 2013
Action
2
José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
Action Plan - Tuesday 14 May 2013
Action
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
Day 1 – How to Manage a Small/Medium-Sized Law Firm
Challenges you face – list all
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
Objectives
Your firm
Vision
(get fit)
Goals
SMART targets
(Run a 4 minute
mile by
July 1st 2013)
Methods
(Go to gym 3
times a week)
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
The Legal Manager
Qualities
Firm 1 –
10
1 = lowest
10 = highest
Personal
Action to take
1- 10
1 = lowest
10 =
highest
1. Building strong
teams
2. Effective decisionmaking
3. Chairing and
participating in
productive
management
meetings
4. Project
management
5. Appraisals which
motivate
6. Giving productive
feedback
7. Communication
8. Delegation,
supervision,
motivation
9. Managing poor
performance
10. Managing difficult
people
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
11. Conflict
resolution
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
Flow chart symbols
Source: Improving Business Processes – Harvard Business Review Press,
2010, page 29
Symbol
Example
Take order
Meaning
An activity that a person or
technology performs
Box
Diamond
Arrow
A review or decision that a
person or technology must
conduct or make
The direction of the work
flow: arrows can appear
between any flowchart
symbols
Filing or storage of materials
or information
Triangle
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
How to standardise activities in your firm
1. Think of one activity you would like to standardise
2. List all the stages in this activity + time taken + who does it
Activity to be standardised:
Steps – who has input at each
step
Time
Who Responsible
1.
2.
3.
4.
5.
6.
7.
8.
3. Now make a flowchart for this in the space below
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
Manuals
1. Complete table below
2. Discuss on your table
3. Add to table below
4. Add to your Action Plan
What manuals do you have?
What should you have?
What should be included?
How can you ensure people use
them?
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
Overcoming the management and entrepreneurial challenges
Write down here one way in which you have gone “more than the extra mile”.
I have gone “more than the extra mile” by...
Discuss this on your table and add the ways in which others have gone the extra mile that
your clients might like:
1.
2.
3.
4.
5.
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
Is your firm or legal department “Old Normal” or “New Normal”?
Information
Old normal
New normal
Filing cabinet
“Cloud”
Action to take
location
First instinct
How often is
Make things more Make things
complex
more simple
Occasionally
Systematically
National
Global and
law relevant to
clients?
Geography
online
Orientation
Win-lost
Win-win
Cost
Expensive
Reasonable,
consistent with
other inputs
Effort
Maximum – any
less is unethical
Appropriate focus
on outcomes, not
inputs
Hours
Outcomes
Most common
metric
Organisational
assessment
Hierarchy
form
Distributed
authority based
on accountability
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
Rare and high
Old normal
New normal
“Ethical”
“Operationally
compliment
Action to take
excellent”
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
Overcoming the management and entrepreneurial challenges
Challenges you face as an
entrepreneur
How to overcome them and make
change happen
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
Developing your personal skills
Personal SWOT Analysis
Strengths
Weaknesses
Opportunities
Threats
Write down here 3 ways in which you...
A. Will capitalise on your strengths:
1.
2.
3.
B. Overcome/develop your weaknesses into strengths:
1.
2.
3.
C. Maximise the opportunities you have:
1.
2.
3.
D. Overcome the threats:
1.
2.
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
3.
Project Management
What problems do you have with
project management?
How can you overcome them?
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
Job Description
To achieve the best of your Human Resources everybody needs to know what is
expected of them:
1. Context of their role + where based
2. Objectives of the whole team
3. Personal objectives
4. Who he/she reports to
5. Who responsible for and extent of responsibility
6. Role in team (s) – maybe a member of multiple teams
7. Personal and individual responsibilities
8. Tasks to be achieved
9. Standards required –Key Performance Indicators
10. Resources to be given to achieve these
11. Skills required
12. Targets to be hit (SMART) + consequences if not
13. Measures of success
14. Regular, systematic and objective feedback
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
10 Rules for Delegating Effectively
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Give clear instructions. Inform anybody else who might be affected.
Ask the person to repeat your instructions back to you and listen to pick
up any misunderstandings. Ask for ideas to achieve the same objective
which may involve doing it differently. Always encourage questions.
People are scared of asking questions and need to be encouraged to do
so. Confirm in writing, if appropriate. Make sure the delegatee makes
notes and always carries a note-pad or book, and pen.
Give clear objectives for the work, adding, if relevant, who or what the
work is for, why it is important (and any consequences of mistakes or
failure, if appropriate) e.g. particularly with “boring jobs”. Give the
context of the work, so that each piece of work you delegate is part of
their development.
Give clear targets and deadlines. Do not give false deadlines. Have
agreed time, or stages in the matter, when to monitor progress.
Make any necessary resources available. Agree who the delegatee
should see if you are not available.
Clarify (in the same way as giving instructions) the range of
responsibilities, the limits of authority and any additional authority
which has been given.
Encourage the feeling of responsibility and their contribution to the
overall success of the matter of which it may form a part.
Encourage (if possible by example) methodical planning and the building
of patterns. Delegate a job in the way outlined in No. 3 above, and then
ask the delegatee to go away and plan its units; time required; problems
anticipated; etc. Ask him to bring it back and check with you, if
appropriate.
Give person the feeling that you have absolute trust and confidence in
him. Do not keep asking how things are going or hurrying him, outside
mutually agreed times. Resist the temptation to take it back. Tell
everybody who might be remotely affected, secretaries as well, if the
“goal-posts” have moved.
Give feedback. If there are mistakes, ask the person to explain their
approach. Do not just say it is wrong or that it is rubbish. Ask them first
why it might be wrong. Explain why it is wrong. Explain alternative
ways. Give praise and encouragement.
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
Day 2 – Legal Marketing: The Power of New Media
Reasons to be in touch: be helpful
Reason to be in touch
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
Write down four people
you could contact
after this or others
could contact
An article you have read which might be of interest
Business opportunities from another client, contact or
referrer
Opportunities for reciprocity
Changes at the top of client’s organisation
Changes in your firm
Changes and developments in what you can offer. You
are offering a new product
Meeting a mutual friend
Panel reduction or increase in size imminent. Current
lawyers are under review
You would like more of their panel work
Proprietary research you have done or which you are
doing
Seminars you are organising and/or speaking at
Seminars/conferences you are attending
Social events you are organising or attending
You have been promoted
You have worked on something recently which might be
interesting
Your contact has been promoted
Announcement of a company’s results. Watch the share
price.
Anticipated changes and current changes in political
regime
Changes in competition/competitors/industry of their
organisation
Changes in environment
Changes in their market
Current court cases
Downsizing
Legislation in other jurisdictions: e.g. US; Europe; with
implications for them
Legislation in your own jurisdiction
General press and/or media coverage of their
organisation
Organisation has reorganised
Recent events or activities in their organisation
Recent judgements
Recruitment drive
Rumour: “I have heard that …” (Be careful!)
Tax changes
Changes in regulatory framework
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
34. Anything which might affect their business
35. Anything you have heard about which might be of interest
in view of their interests or hobbies.
How to strengthen and deepen all relationships
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
Put in 5 contacts you
could use one of these
ideas for or others
coul
One-to-one meetings and/or smaller groups meetings.
Teach-ins or workshops or seminars: that you are giving or
tailored for the client or for the industry.
Send a personal, targeted email concerning something which
will help them.
Hold your own
seminars/presentations/workshops/events/drinks/receptions/
activities and invite other individuals in your firm – not as
‘fillers’ but personally and a formal invite.
Speak at conferences. These must be where your
clients/potential clients are or are likely to be.
You can use papers as a basis to write articles.
Chair conferences – where your clients, contacts or referrers
are likely to be
Comment to the media e.g. try to develop press relations so
that they will come to you for a comment, knowing that you
are easy to talk to, responsive and understand what they are
looking for. (Within firm policy)
In addition, publicise your successes. Within the bounds of
confidentiality, share your successes with your clients. Send
out press releases. Talk to journalists. (Within firm policy)
Analyse what those people with high profiles are doing and
plan a way of doing the same thing!
Make sure that each event and activity has three distinct
parts: planning before hand; your activity during an event or
activity; follow-up – systematic, informed, patient, personal,
persistent without being pushy or irritating.
Invite clients to present at seminars/conferences. Invite to
small, specific, targeted, imaginative events (originality may
count more than cost – clients do ask whose money you are
spending, if it is very extravagant.)
Invite to lunch – themed/targeted/with people the client would
particularly like to meet or with subjects that the client would
particularly like to discuss. The higher the people in the
organisation the less seminars appeal. They do not feel the
need to learn anything.
Invite to dinner/opera/concert.
Invite to sporting event e.g. golf, cricket, rugby, races, football,
hockey.
Secondment.
Send web-page – copy or reference or link highlighting why
relevant.
Activities with your peer groups, from University, school,
hobbies, clubs, activities, such as workshops, seminars,
dinks, networking events.
Wine-tasting
Cocktail making.
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
Fees and “added value”
So what?
Fact about you,
your firm and the
Who cares?
service you
provide
WIIFM?
(What’s In It
For Me?)
Benefits to internal clients,
external clients, contacts,
referrers, other lawyers
...
“ ... which
means that
you ...”
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
If you were a brand what would you be:
What
You
Why
How to project
this in business
relationships and
networking?
Car
Animal
Colour
Shoe
An object of your
choice
Where and how will you raise your profile:
Where will you raise your profile?
1.
How will you raise your profile?
2.
3.
4.
5.
6.
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
Preparing a Client Relationship Strategy
Sample Client Relationship Strategy
Name of Client:
Objectives with this client:
Where we are now:
Where we would like to be:
Review date:
Version No.:
Date
Objectives of
each activity
Activity
Who to be
involved from
your
organisation?
Budget?
Who from their
organisation?
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
Implementing the Programme
What are the key issues you face in
implementing all ideas
Solutions
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
Marketing Mix McDonalds
Marketing Mix – McDonalds - http://www.marketing91.com/marketing-mix-mcdonalds/
Accessed 5 April 2013
June 13, 2010 By Hitesh Bhasin 1 Comment
Marketing Mix of Mcdonalds
The marketing mix of a company consists of the various elements as follows which form the
core of a company’s marketing system and hence helps to achieve marketing objectives. The
Service marketing mix in the case of McDonald’s is as below
Product :- McDonald’s places considerable emphasis on developing a menu which
customers want. Market research establishes exactly what this is. However, customers’
requirements change over time. In order to meet these changes, McDonald’s has introduced
new products and phased out old ones, and will continue to do so. Care is taken not to
adversely affect the sales of one choice by introducing a new choice, which will cannibalise
sales from the existing one (trade off). McDonald’s knows that items on its menu will vary in
popularity. Their ability to generate profits will vary at different points in their cycle. In India
McDonalds has a diversified product range focussing more on the vegetarian products as
most consumers in India are primarily vegetarian. The happy meal for the children is a great
seller among others.
Price :- The customer’s perception of value is an important determinant of the price
charged. Customers draw their own mental picture of what a product is worth. A product is
more than a physical item, it also has psychological connotations for the customer. The
danger of using low price as a marketing tool is that the customer may feel that quality is
being compromised. It is important when deciding on price to be fully aware of the brand
and its integrity.
In India McDonalds classifies its products into 2 categories namely the branded affordability
(BA) and branded core value products (BCV). The BCV products mainly include the McVeggie
and McChicken burgers that cost Rs 50-60 and the BA products include McAloo tikki and
Chicken McGrill burgers which cost Rs20-3 This has been done to satisfy consumers which
different price perceptions.
Promotion :- The promotions aspect of the marketing mix covers all types of marketing
communications One of the methods employed is advertising, Advertising is conducted on
TV, radio, in cinema, online, using poster sites and in the press for example in newspapers
and magazines. Other promotional methods include sales promotions, point of sale display,
merchandising, direct mail, loyalty schemes, door drops, etc. The skill in marketing
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
communications is to develop a campaign which uses several of these methods in a way
that provides the most effective results. For example, TV advertising makes people aware of
a food item and press advertising provides more detail. This may be supported by in-store
promotions to get people to try the product and a collectable promotional device to
encourage them to keep on buying the item.
At McDonalds the prime focus is on targeting children. In happy meals too which are
targeted at children small toys are given along with the meal. Apart from this, various
schemes for winning prices by way of lucky draws and also scratch cards are given when an
order is placed on the various mean combos.
Place :- Place, as an element of the marketing mix, is not just about the physical location or
distribution points for products. It encompasses the management of a range of processes
involved in bringing products to the end consumer. McDonald’s outlets are very evenly
spread throughout the cities making them very accessible. Drive in and drive through
options make McDonald’s products further convenient to the consumers.
People :-The employees in Mc Donalds have a standard uniform and Mc Donalds specially
focuses on friendly and prompt service to its customers from their employees.
Process :-The food manufacturing process at Mc Donalds is completely transparent i.e. the
whole process is visible to the customers. In fact, the fast food joint allows its customers to
view and judge the hygienic standards at Mc Donalds by allowing them to enter the area
where the process takes place. The customers are invited to check the ingredients used in
food.
Physical evidence :- McDonalds focuses on clean and hygienic interiors of is outlets and at
the same time the interiors are attractive and the fast food joint maintains a proper
decorum at its joints.
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
Marketing Mix
How you can apply it to your firm
Product
Price
Promotion
Place
People
Process
Physical evidence
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José Antônio Miguel Neto & Pippa Blakemore
Managing Law Firms & Legal Marketing
th
th
13 and 14 May 2013
Time
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José Antônio Miguel Neto & Pippa Blakemore