How Are You Marketing Your Firm? - GLA, ALA...In GLA ALA’s continual quest to bring our members...
Transcript of How Are You Marketing Your Firm? - GLA, ALA...In GLA ALA’s continual quest to bring our members...
January 2006Volume 4 • Issue 2
THE RESOURCE FOR LEGAL ADMINISTRATORS
How Are You Marketing Your Firm?
Greater Los Angeles Leadership Exchange • www.glaala.org January 20062
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January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 3
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Greater Los Angeles Leadership Exchange • www.glaala.org January 20064
MARKETING — WHO’S ON FIRST? by Brian Robbins, CLM .................................................................6
President’s Message
Page Directory
QUICK TIPS FOR CREATING SUCCESSFUL ANNOUNCEMENTS. by Paula Ryplewski .....................................................................12
What Do You Want On Your Tombstone?
LAW FIRM DIVORCESDEPARTING PARTNERS - ECONOMICS & ETHICSby Jan Christensen ......................................................................10
Human Resource Challenges
LAW FIRM MARKETINGby Steven Jones ..............................................................................7
Editors’ Note
MAKING WEB WORDS PAY OFF by Amy Spach ..............................................................................14
Web Site Content
Publication Information ................................................... 5
Calendar ............................................................................. 8
SOS - Succeed Over Stress .............................................. 16
Holiday Luncheon ....................................... 22-23 & 26-27
Board of Directors .................................................. 24 & 25
Member Information ...................................................... 29
Technology Tip ................................................................ 34
National News .................................................................. 37
Office Leasing .................................................................. 38
Vendor Spotlight ............................................................. 44
Wellness Zone .................................................................. 46
Monthly Features
LEGAL MARKETING 101 – EDUCATIONAL SEMINARby Teresa Cherman ......................................................................40
Legal Marketing
Aflac .................................................................................. 20
CalToner ........................................................................... 43
City National Bank ........................................... Back Cover
Crowther Consulting Corp. ............................................ 35
Davidson Legal Staffing .................................................. 13
eFax Corporate ................................................................. 45
ESP...The IT Candidate People ....................................... 16
HIRECounsel ................................................................... 17
HOK Interiors .................................................................. 33
Hutchings Court Reporters ............................................... 3
Innovative Computing Systems ..................................... 31
Legal Option Group ......................................................... 15
Matura Farrington Staffing Services ................................. 39
Merrill Corp. ....................................................................... 3
Robert Millard Photography ........................................... 38
Narver Associates .............................................................. 3
Osmio ............................................................................... 19
Overnite Express .............................................................. 29
Praxis .................................................................................. 2
Providus ............................................................................ 41
Robert Half Legal ............................................................. 47
Tra-Co Graphics ............................................................... 43
Typecraft Wood & Jones .................................................. 41
United Document Storage .............................................. 11
WAMS ................................................................................. 9
Vendor Partners
ATTRACTING BUSINESS THROUGH STRATEGIC MARKETING by Sharon Berman ......................................................................18
Your Brand Is Your Promise
SETTING OBJECTIVES IN A MERCURIAL WORLDby Bruce W. Marcus .....................................................................32
Where Are We Going And How Do We Get There?
INFORMATION TECHNOLOGY CAN BE A POWER-FUL TOOL IN YOUR MARKETING EFFORTS by John Simons ............................................................................20
How Do You Do IT?
ALA MEMBER GAIL C. IVEY TALKS ABOUT BEING AN ADMINISTRATORby Gail C. Ivey ..............................................................................28
Member Spotlight
by Charles A. Maddock ...............................................................42
Is Your Firm Really Marketing?
January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 5
Publication InfoLeadership ExchangeThe monthly magazine of the Greater Los Angeles Chapter
of the Association of Legal Administrators
Copyright © 2005—All Rights Reserved
www.glaala.org
Steven Jones, Managing EditorLister Martin & Thompson LLP
T: 818-551-6444 • F: [email protected]
Karen Wilson, Publication TeamIrell & Manella LLP
T: 310-203-7540 • F: [email protected]
Michelle Liffman, Vendor LiaisonO’Melveny & Myers, LLP
T: 213-430-8353 • F: [email protected]
Tracy Dragoo, Layout & [email protected]
Typecraft Wood & Jones, PrintingT: 626-795-8093
The GREATER LOS ANGELES LEADERSHIP
EXCHANGE is published monthly to provide
information for the education and benefit of legal
administrators, law office managers, managing
partners of law firms and of corporate law
departments, and others interested in law firm
management. The Greater Los Angeles Chapter
of the Association of Legal Administrators is
not engaged in rendering legal, financial or
tax counseling through this publication. No
statement in this monthly magazine should be
interpreted as legal, financial or tax advice.
Any article, letter or advertisement published
in The GREATER LOS ANGELES LEADERSHIP
EXCHANGE should not be considered an
endorsement by the Greater Los Angeles Chapter
of the Association of Legal Administrators of the
opinions expressed therein or any product(s)
advertised. Contributing authors are requested
and expected to disclose financial and/or
professional interests and affiliations which may
influence their writing position. All advertising
is subject to approval by the Editor. Advertisers
assume liability for all content of advertisements
printed and assume responsibility for any claims
based upon subject matter.
WE WANT TO KNOW!It is important to us that we provide valuable articles and features for you, our
readers. Please take a minute to let us know your thoughts.
Thank you for taking the time to send your comments and thank you for reading!!
• What would you like to see in future issues?
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Greater Los Angeles Leadership Exchange • www.glaala.org January 20066
Dear GLA ALA Members:I hope everyone had a great December holiday season. We
had a fantastic turnout for the Holiday Luncheon on December
13, 2005 at the Park Hyatt Hotel in Century City. Sorry I was not
able to say hello to everyone personally but it seemed that a
good time was had by all. Thank you to our Programs Team for
arranging this event and the Vendor Team for coordinating with
our multiple sponsors.
While I mentioned the following in my column last month, it
is worth mentioning again. This Chapter of ALA, your Chapter,
like all Chapters, is dependent upon its members to provide
the creativity, talent, perspective, energy, relationships, insight,
and labor required to deliver the highest level educational and
networking opportunities which are at the core of the Chapter’s
mission. Each year members of the Chapter volunteer to run
the Chapter by serving on the Chapter’s Board of Directors.
Participation on the Board is completely open, the only pre-
requisite is having been a member of ALA for at least one year and
being a current member of the Chapter — that makes well over
300 of you eligible!
As you read this we are actively recruiting members for the
2006-2007 Board (April ‘05 – March ‘06). We would like you to
participate. Even if you have never participated on a Board
before, please consider volunteering for the 2006-2007 term.
You may contact any member of the Nominating Committee (or
any Board member) to express your interest or to answer any
questions you may have. See the Chapter’s website home page for
more information, www.glaala.org.
Our topic this month – MarketingWhat distinguishes your firm from another? How do clients
“find” you? How do you measure success? Who pays for the
investment and who reaps the rewards? What is the objective:
keeping existing clients; cross selling existing clients; landing new
clients? Is everyone in the firm involved? Do you need a new
website or is that a waste of money? What works? What doesn’t?
In GLA ALA’s continual quest to bring our members relevant
and useful information on topics of interest, the GLA ALA Seminars
Team organized a meeting on November 16, 2005 to discuss the
kinds of questions noted above. For this seminar, GLA reached
out to members of the Legal Marketing Association to share their
expertise. A summary of this seminar is included later in this
issue of Leadership Exchange.
Roughly 50% of GLA ALA members are with firms of 29 or
fewer attorneys. The marketing resources and approach for these
firms may well be different than for larger firms. Let me suggest
that there are, however, a few things that all firms should hold in
common when looking at their marketing efforts:
* Integrity and Accountability — It is very easy (too easy) to
talk about Marketing. While a little theory is nice, you have to get
beyond that and Just-Do-It. Less talk, more action. For everyone
involved in the process, they need to do what they say they are
going to do (integrity). There also has to be accountability built
into the system. Accountability as used here is not for purposes of
“gotcha” in case an idea does not work out, but rather is a critical
component of a feedback system that enables real debriefing to
take place so the firm can learn from its actions — what works,
what doesn’t. The Keynote speakers at the recent Region 5/6
conference in Las Vegas, Afterburner™, helped drive that point
home using the military’s operational model - Plan, Brief, Execute
and then Debrief. I suspect most firms do a poor job of debriefing
as it is easier to chase the next project than self critique. If not
already done at your firm, consider implementing a debrief
process.
* You can’t do everything well. Pick a few activities that make
sense for your firm and do them, well. Build from the successes.
* Invest where the return is greatest. High yield activities need
not be the most costly. Review all the marketing initiatives in your
firm and then rank them on their likely return on investment. g
New and Upcoming Attractions:• GLAALA Website – the Chapter’s new website (2005 update)
is up and running. Take a look (www.glaala.org)– we think you will love it. If you have already seen it, go back again and explore – there is more there than you might think! Note: Many GLA members (you ?) have still not logged into the “Member Services” section and are, therefore, missing useful features like the Library and the online member directory. If you need any assistance with user identification (i.e., your ALA identification number) or password (i.e., first initial then last name) please contact Debbie Mogren, webmaster, ([email protected]) or Brian Robbins, CLM ([email protected]).
• Annual Labor Law Seminar - January 28, 2005 – Beverly Hills Hotel – This is one of those “don’t miss” events to start the year off with the latest news on the ever evolving world of employment law. The registration materials were mailed in December 2005. See the website for more details.
Brian Robbins, [email protected]
MARKETING – WHO’S ON FIRST?
President’s Message
January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 7
I’m writing this article at the
eleventh hour. Usually, an idea hits
me rather early in the month on
what to write regarding the monthly
theme. However, this month’s
theme “Law Firm Marketing” eludes
me. Faced with writing an editor’s
note and sharing my experience
with regard to the theme, leads me to depend upon a trusted and
sure-fi re source. Well folks, this month’s writer’s block points
me in one direction…tapping into ALA’s national Legal Resource
Management Center (LRMC) at www.alanet.org.
Legal Resources Management CenterLet me just say that typing in the word “marketing” in the
LRMC search section produced over 1100 articles and tips starting
from the basics of Marketing 101 to the more complicated issues of
strategy and planning in the marketing
arena. I’ve got a lot of reading to do this
year. Usually I don’t make a New Year’s
resolution, but I think it would be a good
idea to start taking advantage of what
the Learning Resource Management
Center offers. An Outlook reminder
once a week will keep me on track. Plus
I like to read whenever I can take a lunch. So, by this time next
year I fi gure I’ll be a little bit more knowledgeable about marketing
including the other areas that fall under the heading of Legal
Administration – Facilities and Operations; General and Financial
Management; Human Resources; Technology and Information;
and Training & Development.
That’s a lot of information
and honestly, I’m very excited and
appreciative that our national
organization provides for us the
resources to effectively manage our
fi rms. And if any of you have had
one of your partners approach you to
work on a project which you were unfamiliar, the Legal Resource
Management Center is the place to go. Not only does the site
provide you with informative articles, but the center also gives
you access to vendors and consultants who are experts in their
fi elds. Just a thought…but this article and the rest of the issue,
presented to your managing partners,
can be a sedge way into highlighting
the importance and benefi ts of our
organization by asking them to support
you in becoming a more effective and
productive manager. It ultimately benefi ts the fi rm when they
allow you to participate and attend in the local, regional
and national events. And yes, that was a little piece of ALA
marketing.
A Crash Course In Marketing
Just this past year, I have had the opportunity to supervise
the revision of my fi rm’s new website; prepare multiple Power
Point presentations for the fi rm’s new
and existing clients; produce a fi rm
brochure; and prepare a package
involving a comprehensive industry
update…and yes, this was all done in
one year. So, needless to say I’ve had
my crash course in marketing all the
while still managing the fi rm. Some of the marketing basics came
back to me from my courses I took in college. And the vendors
(where would I be without them), they were very helpful in
providing me with valuable information and guiding me along the
way to producing a very nice product. But ultimately, I credit the
organization – ALA – for providing me with the ideas and resources
to make this happen.
In this issue we’ve got quite a few vendors who graciously
provided us with articles on the topic of law fi rm marketing.
Take a moment to peruse the issue and consider contacting one
of the ALA consultants or vendors. Who knows, one telephone
call can be the key to helping you contribute something valuable
to your fi rm’s marketing plan. g
Editors’ NoteSteven Jones
LAW FIRM MARKETING
“ My greatest strength as a consultant is to
be ignorant and ask a few questions. ”
— Peter F. Drucker
Greater Los Angeles Leadership Exchange • www.glaala.org January 20068
DATE EVENT TIME & LOCATION CONTACT
2 New Years Observance — ALA Headquarters Closed
5 Board Meeting5:00 pm – 9:00 pm Downtown
Allen Matkins
Brian [email protected]
626-440-5200
12Corporate Counsel’s
Demand for Diversity
12:00 p.m. Los Angeles Athletic Club
431 W. 7th Street Los Angeles, CA
Brian [email protected]
626-440-5200
13 Magazine Deadline for January Issue
17 Finance Section Meeting
11:45 a.m.Weston Benshoof
333 S. Hope Street 16th Flr.,Los Angeles, CA
Wayne [email protected]
(213) 576-1159
24 HR Section Meeting
12:00 p.m. Morrison & Forester, LLP
555 W. Fifth Street, Ste. 3500 Los Angeles, CA
Kim Robinson [email protected]
(213) 892-5661
25 Multi-Office Section Meeting
11:45 a.m. Milbank, Tweed, Hadley & McCloy
601 S. Figueroa St., 30th Flr., Los Angeles, CA
Susan [email protected]
(213) 633-6800
26
ALA TeleseminarGet a Grip! TM
Overcoming Stress & Thriving in the Workplace
1:00 p.m. CST www.alanet.org
28 Annual Labor Law Seminar
8:00 a.m. Beverly Hills Hotel (The Pink One)
9641 Sunset Boulevard, Beverly Hills, California 90210
Teresa [email protected]
(213) 892-4967
FOR MORE INFORMATION ON THESE AND FUTURE EVENTS SEE WWW.GLAALA.ORG AND WWW.ALANET.ORG
January Calendar
Don’t forget to attend ALA’s upcoming
Annual Labor Law Seminar January 28th
at the Beverly Hills Hotel
Speakers — BETH A. SCHROEDER, ESQ. & ANDREW B. KAPLAN, ESQ.Partners – Employment & Labor Practice Group, Silver & Freedman, APLC
January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 9
CLM Study Group
Are you interested in becoming a Certified Legal Manager?
A study group is now forming.
Contact Susan Seales ([email protected])
or
Martha Bernard ([email protected])
Save The Date
Your full service systems
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(800) 421-7151 • www.wamsinc.comContact: Kevin Haight • [email protected](800) 421-7151 • www.wamsinc.comContact: Kevin Haight • [email protected]
colorhalfpage.qxd 12/27/04 1:03 PM Page 1
Your full service systems
integrator installing and
maintaining computer
systems for law firms
and businesses since
1974. Call us, let’s talk
about your firm’s IT
needs – we get IT.
(800) 421-7151 • www.wamsinc.comContact: Kevin Haight • [email protected](800) 421-7151 • www.wamsinc.comContact: Kevin Haight • [email protected]
colorhalfpage.qxd 12/27/04 1:03 PM Page 1
Your full service systems
integrator installing and
maintaining computer
systems for law firms
and businesses since
1974. Call us, let’s talk
about your firm’s IT
needs – we get IT.
(800) 421-7151 • www.wamsinc.comContact: Kevin Haight • [email protected](800) 421-7151 • www.wamsinc.comContact: Kevin Haight • [email protected]
colorhalfpage.qxd 12/27/04 1:03 PM Page 1
Your full service systems
integrator installing and
maintaining computer
systems for law firms
and businesses since
1974. Call us, let’s talk
about your firm’s IT
needs – we get IT.
(800) 421-7151 • www.wamsinc.comContact: Kevin Haight • [email protected](800) 421-7151 • www.wamsinc.comContact: Kevin Haight • [email protected]
colorhalfpage.qxd 12/27/04 1:03 PM Page 1
Your full service systems
integrator installing and
maintaining computer
systems for law firms
and businesses since
1974. Call us, let’s talk
about your firm’s IT
needs – we get IT.
(800) 421-7151 • www.wamsinc.comContact: Kevin Haight • [email protected](800) 421-7151 • www.wamsinc.comContact: Kevin Haight • [email protected]
colorhalfpage.qxd 12/27/04 1:03 PM Page 1
Your full service systems
integrator installing and
maintaining computer
systems for law firms
and businesses since
1974. Call us, let’s talk
about your firm’s IT
needs – we get IT.
(800) 421-7151 • www.wamsinc.comContact: Kevin Haight • [email protected](800) 421-7151 • www.wamsinc.comContact: Kevin Haight • [email protected]
colorhalfpage.qxd 12/27/04 1:03 PM Page 1
Your full service systems
integrator installing and
maintaining computer
systems for law firms
and businesses since
1974. Call us, let’s talk
about your firm’s IT
needs – we get IT.
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colorhalfpage.qxd 12/27/04 1:03 PM Page 1
Greater Los Angeles Leadership Exchange • www.glaala.org January 200610
Human Resource Challenges
Remember the old adage, “when all else fails, read the
instructions”? Clearly that advice applies when partners or
shareholders announce their intended withdrawal from the
law firm. The legal community has become increasingly more
mobile, and it is very common today in firms large and small for
partners, shareholders or even entire practice groups to change
their affiliations overnight.
A firm’s partnership agreement and/or the buy-sell agreement
will generally detail the governing standards regarding the duties
of the firm to the departing attorney as well as the duties of the
departing attorney to the firm. However, it is the ethics rules
of the ABA, state and local Bar Associations which govern the
protection of the clients’ interest such as: (1) undisturbed follow-
through on existing representations; (2) attorneys’ self-promotion
and client solicitation; or (3) transfer of client property and files.
ECONOMICS — PARTNERSHIP AGREEMENTThe law firm’s partnership agreement, the law corporation’s
buy/sell agreement and/or employment agreements will typically
separately address the financial issues under several departure
scenarios: death, disability, judicial appointment, expulsion or
withdrawal. It is the attorney making a lateral move to continue
the practice of law who presents the greatest economic risk to the
firm.
The partnership agreement, buy/sell agreement or other
management documents should provide specific guidance
regarding:
1. Timing and method of returning capital contributions
of the withdrawing partner, or the method of calculation of the
repurchase price of shares held by the shareholder.
2. Any limitations on amounts payable to departing and
former partners during specific periods.
3. Departing partner’s entitlement to funded or unfunded
deferred compensation.
4. The terms and conditions of the departing partner’s
entitlement to any share of WIP, AR, and continuing draws,
salaries or bonuses.
5. Departing partner’s liability for a pro rata share of current
and long term obligations such as office lease, bank guarantees,
etc.
6. Any existing indemnification agreements dealing with
post-withdrawal liabilities incurred by the firm or the individual
partner, malpractice insurance deductibles for claims made
against the departing partner after the departure, or direct and
indirect cost arising from the withdrawal. (LA County Bar
Association Professional Responsibility and Ethics Committee
Formal opinion number 480 provides that “…a law partnership
agreement may impose a reasonable cost on departing partners
who compete with the law firm in a limited geographical area…”)
7. All covenants concerning firm property including trade
secrets (firm financial statements, computer files, client lists,
form files, etc.)
In the case of involuntary termination of a partner or
shareholder, other documentation should also be carefully
reviewed to ensure that firm policies regarding disciplinary
procedures and established precedents are being followed. As
is true with other “employees”, compensation, in exchange for
a general release (employment related issues), should also be
considered for the terminated partner or shareholder.
Management personnel should be assigned to thoroughly
review WIP and AR of the departing attorney. Schedules to bill-
out all WIP should be developed, and a detailed time schedule for
the collection of outstanding bills should be prepared. Procedures
should be established for resolution of future client disputes of AR.
For clients transferring their matters to the departing attorney, a
clear agreement should be reached regarding application of
future client payment to the oldest AR before the departing
attorney accepts payments for services performed after the file
has been transferred.
Partners in a general partnership have always been considered
“fiduciaries” to each other and as such have the duty of loyalty,
the duty of care, and the duty of good faith and fair dealings. It
is often the perceived violation of these “duties” by a departing
partner that has given rise to many recent civil actions against
withdrawing partners who spirited away major firm clients,
associates and staff.
ETHICSThe client’s absolute right to change counsel at any time with
or without cause is considered virtually sacred. Since the practice
of law is about relationships and trust, it is the rule rather than
the exception that clients of a departing attorney will generally
want their files to leave the firm with the withdrawing partner. It
is the client’s right to choose counsel which prevents negotiations
LAW FIRM DIVORCESDEPARTING PARTNERS - ECONOMICS & ETHICS
continued on page 30
January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 11
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What Do You Want On Your Tombstone?
Professional announcements are often referred to as
“tombstone” ads because they are small, rectangular and brief.
Those confines, therefore, require law firms to adhere to some
strict rules: clarity, brevity and a dose of creativity.
Tombstone ads are meant to inform current and potential
clients — as well as announce to friends, colleagues and
competitors — of changes or outstanding successes within your
firm. Internally, announcements can boost morale and help
retain valuable employees. Externally, they inform the public
about new skills, strengths or achievements.
Pay attention to the details. Design and word choice can mean
the difference between an ad that elevates your firm’s profile and
one that is ignored.
Here are ways to ensure an eye-catching tombstone.
Consistency Is Key. When designing the announcement, it is helpful to have a
brand development plan to guide the design. If the firm has not
yet created a marketing strategy (a logo, style-book, etc.), relying
on the design of previous announcements can be useful so that
people who see your announcements start recognizing your firm
and its successes.
Your firm’s brand is no different than recalling the name of an
acquaintance — it may take a few meetings before you quickly
associate their name. Consistency of design allows you to give the
public as many reminders as possible about who you are.
Less Means More. You don’t want the important elements of an announcement to
be buried six feet beneath an attorney’s biography or description
of the firm’s various practice areas. Fewer words in an aesthetically
pleasing layout will attract more attention than a novel about the
firm’s capabilities.
For example, in a recent tombstone ad announcing a firm’s
relocation, the designer chose a picture of the new building’s
address plaque as the background. The firm could have used a
photo of the new building, but that would likely have diluted the
ad’s message. The announcement was clear: We’ve moved. The
design elements were strong. The result? A clear, concise and
powerful message.
Use a Logo. If your firm does not have a logo, a professional announcement
is a great opportunity to start a conversation about the importance
of creating one. Logos help clients and potential clients and staff
quickly identify your firm.
Include Essential Details. Your firm’s Website address and phone number should
always be included. A street address is not as important
because this information can be found on the Web or by
calling. A physical address should only be included if
promoting office locations is part of the firm’s overall strategy or
you are announcing a move. For example, if you are interested
in showing that you offer statewide coverage, you might include
the names, but not the addresses, of the cities where you have
offices.
For new partner announcements, include the lawyer’s
practice areas. Potential clients will learn what work is handled
at the firm and that those particular areas are growing or being
strengthened.
A short biography of the attorney should be included if you are
announcing a lateral hire or someone new to the firm. But limit
the biography to only a couple of sentences.
By keeping tombstone ads brief, consistent and clear, you
ensure maximum impact and lay down a template for future an-
nouncements.
At many small firms, tombstones are their sole form of
advertising. Make them count. g
About the Author: Paula Ryplewski is a Law Firm Marketing
Consultant for The Recorder & Cal Law, a division of ALM based in
San Francisco. She can be reached at [email protected]
QUICK TIPS FOR CREATING SUCCESSFUL ANNOUNCEMENTS.
Paula [email protected]
Greater Los Angeles Leadership Exchange • www.glaala.org January 200612
is pleased to announce that
John J. Jingelheimersmith&
Toni Chestnuthave joined the firm as associates.
Mr. Jingelheimersmith formerly partner atPeacock, Mustard & White joins our
group of Employment Experts.
Ms. Chestnut brings over 20 years experience to our Business Litigation team.
Employment • Business Insurance • Environmental
415-555-5555 •www.smithsmithlaw.com
Smith &Smith LLP
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Smith & Smith LLPis pleased to announce that
Mr. John J. Jingelheimersmith&
Ms. Toni Chestnuthave joined the firm as associates.
Mr. Jingelheimersmith formerly partner at Peacock, Mustard &White, received his J.D. in 1984 from Williamette College of Law.He worked in employment law for the law firm of Red Riding &Hood before joining Peacock, Mustard & White in 1990 where he
continued his work in employment matters.
Ms. Chestnut has over 20 years experience in BusinessLitigation matters. She started her career in-house with Widgets
Co. in 1990 before starting her own business litigation firm, Chestnut Law Offices in 1995. Ms. Chestnut will
continue to work in business law.
Smith & Smith continues to practice Employment Law, Business Litigation, Insurance Defense,
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January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 13
No lawyer will dispute the power of a well-chosen word. On
Web sites, the importance of written words increases to the tenth
degree. Online information is instantaneous and a law fi rm’s
content has mere seconds to attract potential clients. Choose
your words wisely.
Bad law fi rm Web copy reads like legal litany. Good copy
encourages people to return to the site and to contact the fi rm. It
can generate revenue and offset the expense of overhauling a site.
The following are suggestions for developing strategic Web
content. The focus is not on split infi nitives and other crimes
against grammar. Language guides and style manuals, such as
“The Associated Press Stylebook”, can help on that front. Instead,
consider:
What Not To Write Sometimes knowing what not to do, much like those bossy
women on television who tell you what not to wear, can help clear
the path for good content.
1. Consider Your Web Site an Online Brochure Wrong. Online content differs from its print cousin.
Websites are personal, active, multi-layered and immediate.
Readers scroll, scan and surf simultaneously. Content
should not appear in long, single-colored, static blocks. Ideas
should be easy to locate, eye-catchingly laid out and encourage
site exploration through the use of clickable key words and
colors.
Tip: Headlines, bullet points and white space create
distinctive sections and aid the reader. These clarifi ers
cost nothing and greatly support a site’s navigation
guides.
2. Thus, Keep It Formal Web sites deliver your information to someone’s personal
belonging — their computer screen. Leverage this invitation
into a potential client’s “space” by adopting a less formal, more
personable approach.
Over-capitalization, distancing third person viewpoints
and sentences that meander into paragraphs make the reader
sorry they met you. Speak to people, not at them. Which
description makes you feel as if there are actual people in the
law fi rm?
A. The Firm is fully committed to exemplary service to
its Clientele throughout all its various and distinguished
Practice Areas, which include, but are not limited to,
Banking, Intellectual Property, Labor and Employment,
Mergers and Acquisitions, Business Advice and Counsel,
Bankruptcy (including Insolvency and Creditors’ Committee
representation) and Estate and Tax Planning Matters, before
local, state and federal authorities.
or
B. Whether defending a sexual discrimination suit,
prosecuting a copyright infringement, or forming a
corporation, our fi rm provides complete legal counsel to
business clients. Among our practice areas are:
Banking Intellectual property
Bankruptcy Labor and employment
Corporate Tax
Estate planning
Version B is more personal and encourages people to
delve into the practice areas and site. Cutting parentheses
eliminates visual barriers. Bring parenthetical information
into its own sentence or deeper into a subject-specifi c area.
Tip: Reinventing proper nouns by capitalizing
everything strains eyes and diminishes meaning.
If every thing is of Capital Importance Then Soon
Nothing Appears Important.
3. Superlatives Stink The Most Outstanding service, exceptional results, unparalleled
achievements.
Sound familiar? Leave unsubstantiated puffery for others.
Bombastic boasting distracts and ultimately repels readers.
A few well-chosen case examples are a better illustration
of your fi rm’s excellence. Signifi cant verdicts, precedent-
setting decisions, awards and published articles depict a
fi rm’s abilities more impressively than self-administered chest
beating.
Tip: To determine what is worth boasting about, make
sure the achievement demonstrates a result that a
client needs to know.
4. Hide Behind Generalities If your attorneys excel at litigation, transactional, or
bankruptcy cases don’t just dump that thought on your readers.
And don’t expect them to believe it just because you said so.
continued on page 30
Greater Los Angeles Leadership Exchange • www.glaala.org January 200614
Web Site Content
MAKING WEB WORDS PAY OFF
Amy Spach AS Written Communications [email protected]
January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 15
Greater Los Angeles Leadership Exchange • www.glaala.org January 200616
Gloria Albert, Director of [email protected]
SOS - Succeed Over Stress
Welcome to 2006! This is the time of year when we think
about all those things we want to accomplish, change, do
differently, add, subtract, etc. It’s the time of dieting, exercising,
organizing, saving, relaxing, de-stressing, spending more time
with friends, spending more time on ourselves, spending more
time with our kids. We all say we want a resolution but are you
willing to stick to it? Or are you going to fall off the wagon by mid-
January? Realistic goals are key, experts say. Most resolutions
are trashed in four months. Here are some tips for keeping your
resolutions:
Don’t expect miracles. Breaking habits is hard. We need to learn to layer change, a
little at a time, rather than a one time shot. Start slow and build.
You’re looking at life-style changes rather than a quick fix and that
may take some time.
Keep it interesting. Varying your routine is better for the mind and body. It’s so
easy to get bored doing the same thing day after day after day. Be
creative. Do something different each day. You’ll stay a lot longer
if you do.
Keep it honest. Keep of journal of your goals and what you’re doing to get
there. Keep it up to date. It will help motivate you.
Avoid extremes. Extreme diets and excessive exercise can trigger a panic
response in your body. Slow, moderate, regular changes are best.
Set goals - in baby-step increments. You’ll have a lot more success if you do. Write them down and
remember to look at them on a regular basis.
Share your resolutions with a supportive, nuturing friend. If you lose a bit of ground, don’t despair and don’t give up.
Look at it as another chance. Be gentle with yourself. Change is
never easy. Good luck. g
So remember, slow down, find gratitude in what you have, take
care of yourself.....and remember to BREATHE.
See you in February.
Gloria Albert, Director of WellnessWorks, has been a health
consultant for over 20 years. Her approach to reducing stress and
adding wellness to one’s life is practical, hands-on, pro-active
and fun. To find out more information, request a brochure or
schedule a class please contact Gloria at (phone) 310.393.6078,
(E-mail) [email protected], or visit our website at
http://www.WellnessWorksUSA.com. Please feel free to pass this
information along to co-workers, friends, family. To be deleted
from this SOS tip, just ask
WELCOME TO 2006!
“People become really quite remarkable when they start thinking that they can do things. When they believe in themselves
they have the first secret of success.” — Norman Vincent Peale
January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 17
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Your Brand Is Your Promise
If you talk marketing with any attorney or practice group
head today, you will most certainly hear the word “brand” early in
the conversation. It’s unlikely that they learned about branding
in law school, although the notion of teaching marketing to law
students is becoming more acceptable. Even more unlikely is the
notion of a bar exam question such as “Define the term ‘brand’
and describe how a firm might brand itself.” Thus, while the
term is bandied about when talking marketing, lawyers and other
professionals are usually at a loss for words when asked to define
it. While most know a brand when they see one, giving a specific
definition is quite challenging.
Branding is currently experiencing a resurgence. Twenty-five
years ago, marketers talked about and taught branding. Then,
the term left the limelight, replaced for a while by other buzz
words and pursuits such as an emerging emphasis on client
satisfaction or pursuit of the Malcolm Baldrige award. Then the
term came back into the spotlight in a big way a decade ago. It’s
not that marketers weren’t branding in the meantime; they were
just not referring to it as such.
So what is a brand and why should a lawyer care about it?
And, even more importantly, how can you use branding to grow
your business?
A brand is comprised of three distinct aspects, which may be
part of the reason why it is difficult to define. The first aspect is
the one that professionals usually think of first when asked to
define the word — that is, the logo or corporate identity. Although
this is a component of a brand, it is really just the graphic identity
that transmits a message.
The message it is transmitting is the core component of the
brand — the brand’s promise to the client or consumer. Your
brand is your promise. When you see the logo, it is communicating
that the firm behind it stands for a promise. The promise may
be — to have specific expertise in a particular industry, to care
about clients or similar commitments. Without this promise, the
graphic is just a pretty picture.
The third aspect is the brand equity, which refers to the brand’s
economic aspect. It represents the difference that people are
willing to pay to get a brand compared to an unbranded product.
It is the reason why there is a business buying and selling well-
known brand names and is literally the bottom line of why we
brand. We brand our firms and ourselves to differentiate us from
the competition in order to attract clients and new business and
to validate our current clients’ decision to do business with us.
So, where do you start to grow your business through branding?
Your first step is to address the core: delineate your promise to
your clients. This should be as specific as possible and can be
a challenging undertaking. Cross the word “responsive,” and
others that you hear over and over, off your list. Think like a
lawyer. If you want to say that you offer responsive service, state
your case and support it. How are you responsive? Calls returned
within how long? On call 24/7? If you offer “proactive” service,
what is it and how do you provide it?
The promise must be one on which you can deliver. If you
cannot do so consistently, you are punching holes in your brand
and damaging your firm’s business. Make only the promises you
can keep, and make sure that everyone in your firm knows what
those promises are.
In order to establish your promise you need to answer several
questions. First, to whom are you marketing today? A fairly
obvious and basic question, but the answers change over time.
Who is your end user? Who does the “buying” — the end user
or referral source? Where are they located? What are their
“buyer” values, in other words, on what criteria do they base
their decision? Occasionally, price is the driving factor, but rarely
so. That’s one of the reasons you brand — to differentiate your
practice enough that it sets you apart from the pack and any price
war. Here, industry expertise often plays a decisive role. And of
course, there’s always “chemistry” and trust.
Also answer the following questions: What are the trends in
your markets? Are clients looking for success billing? Do they
care about whether you are the first on the block with the newest
technology? Or, are they looking for a service “package”?
The more specific the answers you can provide to these
questions, the greater the potential for a return on investment.
Your answers will not only help you brand yourself, but will
focus your marketing to avoid diffusing your efforts. It’s always
tempting to spring into action without a firm foundation, but
building a solid program on a firm footing and strategy can make
your marketing much more powerful.
Before you get too far, you also need to consider how you will
measure your results. It’s important to separate your marketing
measurement from that of sales. Why? In professional services,
marketing brings you the opportunity to be in front of a prospect.
Once in front of them, other skills come into play. You can
generate a great number of qualified leads, but still not see any
increase in revenue if your people fail in the sales process.
ATTRACTING BUSINESS THROUGH STRATEGIC MARKETING
Sharon [email protected]
continued on page 33
Greater Los Angeles Leadership Exchange • www.glaala.org January 200618
January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 19
How Do You Do IT?
Information Technology can be a powerful tool in your
marketing efforts. In order to take advantage of this tool, you
need to understand its capabilities and application, as well as
its limitations. Using IT in your marketing campaign falls into a
couple of applications: presentations/seminars to current and
prospective clients, electronic bulletins and other correspondence,
and a dynamic web presence.
The utilization of Microsoft© PowerPoint and other
presentation software packages has revolutionized seminars
as well as the courtroom. The ability to integrate graphics and
video into a presentation has given fi rms the ability to provide
exciting, informative, and compelling experiences to their
audiences. Progressive fi rms will focus on customer retention as
well as attracting new clients by providing educational seminars
in their area of specialization to existing as well as prospective
clients. A well-designed presentation with the appropriate mix
of pithy content and fi rm promotion will go along way to make
existing clients feel appreciated and informed as well as attract
new clients. A wireless-equipped laptop computer with a bright
video projector can be set up in any location in minutes. The key
is designing the presentation with the right balance of content
and promotion, and not making it too long!
Electronic bulletins, e-letters, and newsgroup subscriptions
are also excellent ways to keep your existing clients informed
and market to new prospects. Like with the presentation, the
pieces should be designed to give existing and prospective clients
pertinent information that they can use along with some low-key
fi rm promotion. You want to make sure that anything you send
out will be in a form that will get past the spam fi lters of the e-
mail servers at a client. Also, be sure that existing and prospective
clients register their interest in receiving the transmissions on
your fi rm’s website. This way, you can avoid your e-mails being
tossed out with the spam that attacks us every day.
Your biggest marketing tool today is the fi rm’s website. A well-
designed, informative website will be the most effective means
of marketing the fi rm. The fi rm’s website should be attractive
and dynamic, but not assault the senses. Spend the money to
hire a professional web-site design fi rm with experience in the
legal market. Also, choose a hosting company that is reputable
and has redundant Internet connections in case of a service
failure. If the fi rm could utilize it, consider the development of an
‘extranet’ on the site to allow for more secure, detailed interaction
with existing clients. With the immense scale of the Internet and
the competition with other fi rms for clients, you will need to
promote your website so prospective clients know who you are
and where to fi nd you. There are several methods of optimizing
search engine placement as well as pay-per-click advertising
campaigns that can be customized for your budget. Without
some sort of website promotion, your fi rm’s incredible website
will be buried on page 89 (or higher) of the search engine. Be sure
to budget some funds for a promotional campaign.
A dynamic website, informative seminars, and e-newsletters
are all powerful ways to utilize IT resources in marketing your
fi rm. With an effective promotion campaign, your website will
help bring in new clients as well as keep existing clients informed
and connected. g
About the Author: John Simons has operated Simons Computer
Services in the greater Los Angeles area since 1987. The company
specializes in network integration services to the small to medium
sized businesses. Our goal is to provide the most responsive and
highest quality IT support so that you can rest assured that your
network is secure and effi cient. If you have further questions, please
e-mail [email protected]
INFORMATION TECHNOLOGY CAN BE A POWERFUL TOOL IN YOUR MARKETING EFFORTS
Greater Los Angeles Leadership Exchange • www.glaala.org January 200620
John [email protected]
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ALA’s Legal Management Resource Center Answers are just a click away.
The LMRC is one of the prime resources youneed for the many responsibilities that makeup your role in legal management.
ALA’s unique online resource focuses specificallyon your profession. The information compiledin the LMRC is from hundreds of Web sites,associations, businesses, libraries and yourinquiries. Always timely, the LMRC is continuallyupdated and enriched to make the process offinding information more effective and efficientfor you and your staff.
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Greater Los Angeles Leadership Exchange • www.glaala.org January 200622 Greater Los Angeles Leadership Exchange • www.glaala.org January 200622
The Greater Los Angeles Chapter ALA Holiday Luncheon
Michael Steiner, CLM and Joan Fraser Angela Moskalenko of Hutchings Court Reporters and Pamela Toro of Davidson Legal Staffi ng
Pat Greene and Elaine Van Rensburg Debra Grey, Michael Steiner, CLM and Joanne Stillwagon
Joel Mendelsohn of Legal Option Group Claudia Galati, Madlen Moris and Dora Barrantes Mary McDonnell, Michael Morales and Brian Robbins, CLM
Mark Verbecken, Morry Schorr, CLM, David Henri and Jim VanDusen, CLM
Michelle Liffman And Teresa Cherman Carlos Garcia of Pitney Bowes and Rosela Marin Kimitra Robinson and Luci Hamilton Viviane Abraham and Don Hoefnagel of First Legal Support Services
January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 23January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 23
Janet Shaw and Michael Kosiba Connie Kislow, Susan Woodward, Erin Walsh and Mary McDonnell
Norma Ayala Gail Wilson and Tanya Russell
Isabel Warner, Janan Kleiser Pitta, CLM, and Joel Mendelsohn of Legal Option Group
Vivien Karp and Naomi Haver
Barbara Wood and Wendy Sweet, CLM Checking ID’s at the registration table Harpist - Alfredo Rolando Ortiz
Janette Vella mingling with guests Joan Fraser and Peggy Jo Tashima Iris Stein and Gary Maxwell Susan Seales, Ernie Casas and Jim VanDusen, CLM
Ilona Reddick and Luci Hamilton Rosemary Orrico, Paris de LaRosa of Helping Families First Foundation, Inc. and Bella Serrano
Brian Robbins, CLM, John Bailey and Alison Bodigheimer of HomeAid LA/Ventura
Kimitra Robinson and Steven Jones
Greater Los Angeles Leadership Exchange • www.glaala.org January 200624
Board of Directors
Seminars Co-ChairTanya M. Russell Tyre Kamins Katz Granof & [email protected]
Programs Co-ChairViviane A. Abraham Herzfeld & Rubin [email protected]
Programs Co-ChairMary Holland Jeffer, Mangels, Butler & Marmaro [email protected]
Seminars Co-ChairTeresa ChermanLuce, Forward, Hamilton & Scripps [email protected]
Membership Co-ChairRosela MarinKamine Ungerer [email protected]
SecretaryKelly ShultzParker, Milliken, Clark, O’Hara & [email protected]
Membership Co-ChairMaureen Varnes, CLMRodi, Pollock, Pettker, Galbraith & Cahill [email protected]
President-Elect Wendy Sweet, CLMJackson Lewis [email protected]
HospitalityAngela Ungurean Hennelly & Grossfeld, [email protected]
PresidentBrian Robbins, CLMHunt, Ortmann, Blasco, Palffy & Rossell, [email protected]
TreasurerJanet Shaw, CLMWickwire Gavin [email protected]
Managing EditorSteven JonesLister Martin & [email protected]
Past-PresidentLuci Hamilton 310-629-0206 [email protected]
Vice PresidentMichael Steiner, CLMFrandzel Robins Bloom & Csato, [email protected]
Seminars Co-ChairJanet I. Krause, CLM Weinstock, Manion, Reisman, Shore & Neumann, [email protected]
WebmasterDebbie MogrenErvin, Cohen & Jessup LLP 310-281-6358, ext 261 [email protected]
CLM Program Co-ChairMulti-Office Section ChairSusan SealesDavis Wright Tremaine [email protected]
CLM Program Co-ChairMartha Bernard Allen Matkins Leck Gamble & Mallory [email protected]
Chapter HistorianW. James Van Dusen, CLMGursey, Schneider & Co. LLP 310-552-0960 [email protected]
Job Referral ServicesIlona ReddickSilver & Freedman, PLC [email protected]
Technology Section Co-ChairRobert F. Santos Manning & Marder, Kass, Ellrod, Ramirez [email protected]
January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 25
Region 6 Director Erica TamblynMilbank, Tweed, Hadley & [email protected]
Region 6 Projects Offi cerJoyce Patrick-BaiSchmeiser, Olsen & Watts [email protected]
Region 6 Communications Offi cerMark VerbeckenJeffer, Mangels, Butler & Marmaro LLP310-201-3565 E-mail: [email protected]
Region 6 Education Offi cerDeborah Piker SandersRehon & Roberts, APC [email protected]
Vendor Liaison Co-Chair Michelle Liffman, PHR O’Melveny & [email protected]
Vendor Liaison Co-ChairNorma AyalaGipson Hoffman & [email protected]
Small Firm Section ChairMary McDonnellClark & [email protected]
Human Resources Section Co-Chair Kelly C. McGehee Reish Luftman Reicher & [email protected]
Corporate/GovernmentSection Co-ChairBella D. SerranoDepartment of [email protected]
GLA ALA MISSION STATEMENTThe Association of Legal Administrators’ mission is to improve the quality of management in legal services organizations; promote
and enhance the competence and professionalism of legal administrators and all members of the management team; and represent professional legal management and managers to the legal community and to the community at large.
Corporate/Government Section Co-ChairIris Stein City Attorney’s Offi [email protected]
Human Resources Section Co-Chair Kim Robinson Morrison & Foerster LLP213-892-5661 [email protected]
Finance Networking Group ChairG. Wayne Mitchell Weston Benshoof Rochefort Rubalcava & MacCuish [email protected]
Region 6 OfficersRegion 6 Officers
Ventura County Section Chair June I. Hilton [email protected]
San Fernando Valley SectionCarolin Eiliya Spile & Siegal, [email protected]
Greater Los Angeles Leadership Exchange • www.glaala.org January 200626 Greater Los Angeles Leadership Exchange • www.glaala.org January 200626
Joel Mendelsohn of Legal Option GroupTim Sheehan of Merrill Corporation Carlos Garcia of Pitney Bowes
GLAALA Vendor Liaison Michelle LiffmanParis de LaRosa of Helping Families First Foundation, Inc. John Bailey of HomeAid LA/Ventura
Raffl e winnerRaffl e winnerRaffl e winner
Rosela Marin and Viviane Abraham hosting the raffl e eventViviane Abraham hosting the raffl e eventRaffl e winner
January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 27January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 27
Pamela Toro of Davidson Legal Staffi ng Don Hoefnagel of First Legal Support ServicesAngela Moskalenko of Hutchings Court Reporters
Robert Santos and Viviane AbrahamTracy Dragoo of TraCo Graphics and Alison Bodigheimer of HomeAid LA/Ventura
Host Brian Robbins, CLM - President GLAALA
Holiday Luncheon AttendeesHoliday Luncheon AttendeesHoliday Luncheon Attendees
Holiday luncheon attendees Brian Robbins, CLM passes out great big Holiday Hugs!
Greater Los Angeles Leadership Exchange • www.glaala.org January 200628
Member Spotlight
My main responsibilities are: overall administrative and
financial management of the firm — including accounting, human
resources, facilities management and information systems.
The things I like best about being a legal administrator are: working with intelligent and talented professionals.
The thing I like least about being a legal administrator is: having to deal with some of the more complex personnel
problems. Smaller firms are more like extended family
environments. When a “family” member has an issue and a bad
attitude, it is like having a dysfunctional family. The “cure” is
often a long process for the entire family, yet rewarding when
resolved.
The most difficult situation I have had to deal with was: 1) within months after joining a new firm, having to replace
nearly an entire information technology infrastructure (hardware
and software); and
2) the challenge of learning a firm’s culture, in addition to
taking on new responsibilities.
A major issue facing legal administrators today is: the need
to continually stay abreast of new technology and synchronize
that technology with the demands of the firm’s clients.
To be successful, legal administrators have to: have the
ability to work with all types of personalities and with “keep
abreast of current technology trends.
As a legal administrator, I never thought I’d have to :disassemble, move and reassemble computer equipment. In an
emergency, you have to be to pitch in and do just about anything
to keep the firm running smoothly.
The best advice I’ve received from a fellow legal administrator was: lease scanning hardware and software that
integrates well with a document management system. You have
to be able to search and find all documents that are scanned.
Finding scanned documents in a timely manner is extremely
important to an attorney in the middle of a depostion or trial.
Equally as important is finding software that is user friendly.
I think legal administrators are important to the legal industry because: they focus their efforts on the constantly
changing operational needs of the firm on a daily basis as well as
planning for the future.
I knew I was in the right profession when: the computer
network systems that were installed worked well together.
In the office I try to set an example by: smiling during my
daily office round. Greeting staff regularly and listening to their
problems, personal or firm related, keeps them in touch and
creates a bond of loyalty with the firm.
I try to encourage my staff to report problems as soon as they
become an issue and recommend any solutions that they can
suggest.
If I weren’t a legal administrator I would like to be: running
a worthy charitable organization.
In my spare time I like to: coordinate events with family,
friends, and charitable organizations.
I joined ALA because: it is an excellent resource for meeting
people and provides the opportunity to network with other
professionals who have similar work challenges and needs for
continuing education in legal administration.
I use my membership in ALA by: attending meetings
and talking with and emailing my colleagues for their
recommendations and suggestions regarding various issues.
Activities (other than work) that I’m involved in: My
husband is a National Director of the Navy League of the United
States. We enjoy volunteering time to coordinate, prepare and
entertain sailors during Navy ship port visits to thank them for
their continual efforts to protect our freedom. Additionally, the
USNL fund raises for ships enhancements such as computers for
the sailors to communicate with their families while deployed
at sea.
Three words that best describe me: positive, professional,
and efficient. g
ALA MEMBER GAIL C. IVEY TALKS ABOUT BEING AN ADMINISTRATOR
Gail C. [email protected]
January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 29
In Between Jobs? You may want to join in on the networking group Carol Leemon has put together to assist out of work members.
Feel free to contact Carol at [email protected] or 213-617-5248
Retired? Retiring Soon? Contact Maureen Varnes, Rosela Marin or Robin D. Thomas-Miles …there are some continuing ALA benefits of which you may not be aware.
Where Are You Now?Has your contact information changed?
Call or e-mail Maureen Varnes [email protected] Marin [email protected] D. Thomas-Miles [email protected]
and remember to notify National at www.alanet.org
Member Information
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Greater Los Angeles Leadership Exchange • www.glaala.org January 200630
Instead, show them.
Did your firm secure a record verdict or save a business from
considerable financial risk? Mentioning a few specifics of how your
attorneys accomplished a great outcome will personalize the firm
and intrigue clients into contacting them.
Everyone likes a good story, and attorneys have an abundance
of great ones. Concerns about revealing a client’s name or violating
confidentiality can be worked around by selecting the right words.
For example, “prevailing at summary judgment for a widget
maker facing a major personal injury lawsuit” can become: “Our
attorneys discovered and presented evidence in a personal injury
lawsuit that cleared a leading industrial manufacturer of all liability.
The company avoided expensive litigation, revised its employment
policies and returned its attention back to making widgets.” This
descriptive phrasing emphasizes helping the client, not a lawyer
winning a motion.
Tip: Lawyers love setting a precedent. And when they do, it’s
an ideal time to be specific. When relating the landmark,
make sure to bring the explanation out of the law books and
explain how it really affects clients
5. Blend in the CrowdIf the business of practicing law wasn’t competitive, Web sites
wouldn’t be necessary. If all your firm needs is an online placeholder
for contact information, don’t worry about writing good copy.
But, if you want to distinguish yourself from the pack, get a
message. It’s more than a tag line, it injects personality in a firm.
Your firm may be distinctive because of its location, the diversity
of its lawyers, or for the amount of trademark violation victories it has
secured.
Whatever distinguishes your firm, say it in your message. Well-
crafted copy should weave your message throughout the content
to persuade clients that you are who you say you are. From the
Homepage and About Us sections to areas covering attorneys,
recruiting and practice groups, all the site content should further and
strengthen your message.
Tip: When developing your firm’s message, conduct research
and talk to some trusted clients about their impression of
your firm. Their responses will likely provide a useful view of
your attorneys and their practice.
One of the best aspects of creating online content is how easy it is
to change, correct or adapt. In fact, the best sites frequently provide
fresh content — you give people a reason to keep returning. Much
like the writing process itself, developing meaningful copy is a fluid
and ongoing activity. Knowing some pitfalls to avoid can make the
effort more enjoyable and effective, and you all the wiser.
About the Author: Amy Spach, principal of As Written
Communication, writes custom Web site content, articles and marketing
copy for law firms. She is communications chair of the LA Chapter
of the Legal Marketing Association. Contact her at 323.876.6374 or
Web Site Content continued from page 14
or agreements, either prospectively or at the time of withdrawal, to
divide up client files.
The California Code of Professional Responsibility strictly limits
the attorneys’ solicitation of persons known to be represented by
counsel. Under certain circumstances, the courts have found that
taking a case from another lawyer may constitute a tort. [Rosenfeld,
Meyer & Susman v. Cohen (1983) 146CA3d200,221-222, 194 CR180,
193] However, there is no solicitation limitation when the departing
attorney has an existing relationship or former relationship [working
attorney] with the client. In other instances, the courts have
found that appropriating active matters from a firm by a departing
attorney constituted a breach of fiduciary duty to that firm.
When a client employs a law firm, the client actually engages the
services of all members of the firm. Thus, for a departing attorney
to take his/her “book of business” to a new firm, the client must
terminate the relationship with the existing firm.
The State Bar of California Standing Committee on Professional
Responsibility and Conduct’s Formal Opinion 1985-6 provides:
“When possible and appropriate, a law firm and withdrawing
partner should cooperate to the end of providing joint notice of the
withdrawal to clients.” Whether the client notification of attorney
departure is a joint endeavor or separate, statements to solicit a
client to stay with a firm or to transfer their matters to a new firm
must be truthful, not misleading or vexatious.
Upon notification by a client of termination of the firm’s
representation, the firm has several ethical obligations to the client
including:
• Duty to PROMPTLY sign substitution of counsel (the firm
remains obligated to act competently to protect the client’s interest
until the substitution has been filed with the court.)
• Duty to PROMPTLY release all property and files related to
the client. Generally the file includes pleadings, correspondence
to and from firm attorneys, investigation and research reports, and
even firm attorneys’ work product if such information might avoid
prejudice to the client’s rights. (NOTE: the client can only be charged
with copying the files if specified in the fee agreement.)
• Duty to PROMPTLY return any unearned fees except “true”
retainers.
Until a client terminates a representation, the firm has the
responsibility to ensure that the client’s interest are protected. The
status of existing cases should be analyzed, and the department
head or a billing partner, other that the departing attorney, should
be assigned to oversee the representation. The assigned partner
should be introduced to the client and information regarding the
assignment circulated to legal and administrative personnel within
the firm. Since un-profitable matters are generally undesirable
to both the departing attorney and the firm, care must be taken
that small or unprofitable matters are also reassigned with clear
communication to the client regarding both matter status and
relationships.
Human Resource Challenges continued from page 10
January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 31
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It would seem to be a given that no strategic plan — nor
any marketing plan — can be developed without a clear view of
objectives. After all, if you don’t know where you’re going, how do
you know how to get there?
The problem is that too many objectives are flawed by being
unrealistic, unachievable, or just plain wishful thinking. Too
often, the programs that stem from the stated objectives bear
no relationship to the objectives themselves. And strategic and
marketing plans, remember, are really the same thing, simply
because you can’t have a strategic plan except in terms of the
market you serve.
Absent clear goals, efforts to develop a practice become
random, diverse and expensive. But with clearly delineated
objectives, strategic plans and marketing programs become
relevant and focused. They offer a test against which all activities
are measured. If a firm activity doesn’t ultimately serve to meet
a specific objective, it’s usually wasteful, inept, and not cost-
effective. Setting objectives, then, even for the smallest firms, is
not an abstract exercise.
At the same time, it’s important to recognize that objectives are
a context and a direction, rather than a finite measure. They are
not cast in concrete — they are dynamic. Circumstances change,
and if the objectives aren’t able to be responsive to change, they
become unattainable and unrealistic.
In setting objectives, the primary consideration is your vision
of the nature of your practice. What kind of firm do you want
to be? How do you mean the firm to serve the personal and
professional needs of you and your partners (and not to be
overlooked, your staff)? How do you mean to be perceived by
your clientele? And most significantly, how do you mean to serve
the needs of your marketplace?
Setting Firm ObjectivesIn defining firm or practice objectives, two specific elements
are paramount…
• Firm Environment. Nothing — not even profitability
— is more important than the kind of firm you are or want to be.
Without a firm environment that’s satisfying and fulfilling to its
partners and staff, there will be no growth or profitability.
• Market. There are three aspects of a market that must
be considered — its needs, its size, and its location — and all
three must be viewed carefully in formulating objectives. What
are the parameters of the market’s needs — and opportunities
— that you’re prepared to serve effectively? Where is the market
going, and are you in tune with it? How large a market can you
realistically serve? What geographical limitations are realistic?
With these two elements defined, consider, then …
• Size. Businesses rarely grow substantially by accident. It’s
almost invariably a conscious decision by its partners or owners,
who then take steps to implement that decision. However, some
accounting and law firms, fully cognizant of the implications of
growing, may feel that they want to limit or define their growth.
But it should be recognized that in order to plan to contain
growth, or to grow larger, determining size must be a conscious
decision.
• Profitability. Profitability, of course, is as much a function
of margins as it is of volume, and so it’s useful to know your
costs as precisely as possible — a particularly difficult task in a
professional firm. It becomes, as well, a function of the kind of
service you’re offering, and the kind of market you want to reach.
• Time Frame. The ability of a firm to meet its objectives
must be defined within a realistic time frame.
• Pricing. Pricing is as important an element of defining a
practice as is advertising or promotion. Pricing affects revenues
and profitability, but it also affects positioning. For example,
do you charge less and go for volume, or do you charge more
and go for a more affluent clientele. What are your prices based
on? Costs? Competition? Custom? Value added? In today’s
competitive climate, pricing has become a tool of marketing. As
in other forms of marketing, pricing is often set by competition,
where it had once been relatively arbitrary.
• Share of market. When a firm is in a rapidly growing
market, or functioning in an era of rapid growth, share of market
is not primarily significant. Growth will come with the market. But
when that market or industry slows its growth, and competition
for existing business is the only possibility for growth, then share
of market is crucial. If the only way to grow is to capture your
competitor’s clients, then obviously, your share of market grows
as your competitor’s diminishes.
• Service concept. As a professional service, your relations
with your clients dictate that they are served personally. But even
within that function, there are degrees and options. A firm may
decide to give impersonal service to each client, particularly those
not on retainer, or it may decide to devote a considerable amount
of time and effort to client relations. It may be a 9-to-5 operation,
Bruce W. [email protected]
SETTING OBJECTIVES IN A MERCURIAL WORLD
Where Are We Going And How Do We Get There?
continued on page 36
Greater Los Angeles Leadership Exchange • www.glaala.org January 200632
At this stage of the game, the key is to think of your measurement
in marketing terms. This is challenging, but cannot be ignored.
For instance, are you getting more at-bats in front of qualified
prospects? Are referral sources and prospects commenting on your
marketing? Are you getting more articles placed in industry-specific
publications? The point is that your game plan has to incorporate
how you will capture and measure results.
Once you have identified your promise and answered the
questions above, you can provide effective direction to the
department or company that is creating your firm identity. Keep
in mind that branding is an investment, just as any other form of
marketing. If your image and any vehicle that carries it, such as
your business card, do not scream high quality (e.g., by being on a
solid paper stock), you are communicating that you don’t think of
your firm as a worthwhile investment. Why then should anyone else
believe it is?
As you create your marketing program, keep in mind that your
brand is your promise. You must continuously communicate your
promise to your markets, as well as continuously deliver on it. g
About the Author: Sharon Berman is principal of Berbay Corp., a
marketing consulting firm that specializes in working with law firms.
Your Brand Is Your Promise continued from page 18
ADMINISTRATIVEWhen attorney departures are announced, the associated
administrative tasks can be varied and complex. An attorney
departure could dramatically impact the stability of the firm and may
even necessitate a reduction in associates and/or staff.
Administrative issues to be addressed may include:
• Internal and external notifications of the departure and
addressing resulting firm morale;
• Remove departing attorney as authorized check signer on
firm bank accounts;
• Cancel or transfer subscriptions or publications unique to the
departing attorney;
• Reassign firm administrative responsibilities of the departing
attorney.
• Prepare standard documents related to employment
termination including COBRA notifications, employee benefit
conversion options, etc.
• Inventory personal property being removed from the firm;
• After move-out, cancel building access card, passwords and
parking space;
• Restrict computer access, cancel voice-mail, e-mail electronic
research accounts. Collect office keys, credit cards, notebooks,
Dictaphones and other personal property belonging to the firm;
• Remove departing attorney name from building directory,
websites, letterhead, marketing collateral, etc. Notify Martindale-
Hubbell, the phone company directory listing, state and local bar
associations.
• Supervise the timely review, copying and transfer of client files
on receipt of client instructions. Obtain signed receipt on delivery of
files.
• Instruct reception and office services how to handle incoming
telephone calls mail, and deliveries.
For a whole host of reasons, facilitating a positive departure of
an attorney is extremely important and can have a significant long-
term effect for a firm. This is not always easy. Like domestic relations
“divorces,” partner departures can bring a multitude of emotions to
the surface. After the economic, ethical and administrative tasks
of the departure are addressed, the wise firm elicits frank feedback
from the departing attorney and evaluates the departure causes and
effects with an eye to the future. g
The author is not engaged in rendering legal, financial or tax
counseling through this publication. No statement in this article
should be interpreted as legal, financial or tax advice.
Human Resource Challenges continued from page 30
January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 33
Greater Los Angeles Leadership Exchange • www.glaala.org January 200634
Technology TipDodie Edelstein Legal Information Systems Training • 707-776-4695 [email protected] • www.aboutlist.com
A CALCULATING TABLE — (All Versions of Word)
Have you ever typed a column of numbers in a table and
then wanted to total that column? Do you reach for the calcu-
lator and punch in all those numbers again? If so, this might
be the solution for you:
Using the Formula Field
Instead of typing in the sum of your column, you can ask
Word to help. Say you need to add a column of numbers:
In your Totals row, where you would normally type in the
sum of that column, click on Table, Formula instead. You’ll
see this screen:
Word automatically wants to add all the numbers above
your cursor (so the formula says “=SUM(ABOVE)” as a default.
The only part you’ll have to change is the Number format or
you’ll get a plain number with no dollar sign or decimal.
Click in the drop down box and choose the 3rd one from
the top (the one that looks like my example above). That
will format the number with dollars, commas and decimals,
just like you want. Repeat this for every column you need to
total.
Now your table looks like this:
Careful! Whenever you add new rows or change the num-
bers, Word does not automatically calculate the new totals.
You’ll have to click in the totals and press F9 (or select the
whole document and press F9 to get the formula to update.
Extra Special Note: If you turn on a feature in Word’s set-
tings that says “Update Fields when Printing” – then your for-
mulas will automatically recalculate each time you print. This
way, you’re never left with a printout that’s incorrect. To turn
on this feature, go to Tools, Options, Print and check the box
that reads Update Fields as shown below: g
Dodie Edelstein is the owner of Legal Information
Systems Training (LIST), which specializes in help-
ing you get the most from the software you have.
She provides customized legal-specific training and
support services for document processing, e-mail and docu-
ment management software. Dodie can be reached through E-
Mail at [email protected], by telephone at 707-776-4695
and on her web page at www.aboutlist.com.
January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 35
Greater Los Angeles Leadership Exchange • www.glaala.org January 200636
or it may express a willingness to function around the clock. The
service option is the firm’s, but it should be made a specific choice.
• Skills and staffing. The decision to add or develop staff and
skills is a function of both the firm’s partners’ own vision, and the
needs of the marketplace. The decision should be a specific element
of defining objectives. There’s always the danger, too, of successfully
achieving marketing objectives too soon, and thereby outrunning
your ability to serve a new or growing clientele. It makes little sense
to do a successful job of increasing your tax or audit business if you
can’t find a sufficient number of tax or audit specialists to serve your
new clientele.
Consider, as well, those elements that are beyond individual
control. One can’t control, for example, the national economy,
which can throw the best formulated objectives awry. An accounting
or legal practice can be enhanced or diminished by a new law or
regulation, or a new FASB change. Opportunities for professionals
are generated or obliterated regularly. This is why objectives are
never more than guidelines that serve to define a course of action,
whether in marketing or otherwise.
Formulating Marketing ObjectivesIf the marketing program is to succeed, marketing objectives
must stem from, and serve, firm objectives. They must support
and further the firm’s objectives, and are in a sense the guide to the
instruments that fulfill the firm’s objectives. Examples of marketing
objectives, in this context, are …
• To change the structure of the clientele and the nature of the
firm
• To get new clients, or to strengthen relationships with existing
clients
• To sell new services to existing clients, as well as to new
clients
• To introduce a new service or enter a new market for a specific
service
• To broaden a geographic base
• To change a perception of a firm by its market
Within these goals, the key elements to consider in setting
marketing objectives are:
• Publics. The target audience must be clearly defined. But
it must be defined in the context of both the market’s needs and
opportunities, and the service offered, or planned to be offered.
In any market there are several publics. There are existing clients,
whose needs for service must be constantly addressed, as must be
their needs for new services. There are the prospective clients, who
constitute as many publics as there are services you can perform
for them. Your firm may serve one public with corporate services,
another in the same market group with financial services, and a third
in the same market with personal financial services. The three groups
may be contiguous, but each may still be separate and distinct.
Defining a target audience is a function of determining those
universal characteristics of the target group to which your services
are most profitably addressed. The universal characteristics must
include the ability to reach them in a uniform and economical way.
• Client Perception. How do you want to be perceived by your
clientele? It should be remembered that marketing alone cannot
develop images — a perception that belies reality. No marketing
program can convey an image of high service at low cost if, in fact,
you are not delivering high service at low cost. The acoustics of the
marketplace are extraordinary, and what you are speaks so loudly
that people can’t hear what you say you are.
• Time Frame. A practical and realistic time frame in which
to achieve specific goals is essential to establishing marketing
objectives. Marketing must be given a reasonable time to work.
Unreasonable expectations, in terms of both results and time frame,
are a clear danger. In professional services, it can be a long way from
when the brochure or direct mail piece goes out, or the release is
printed or the ad is run, and when the contract with a new client is
signed.
• Revenues and Return on Investment. Presumably, the
objective is to increase revenues by increasing the clientele or
the services to existing clients. But at what cost? In designing a
marketing program, the cost of achieving a revenues goal — the
return on investment — is a primary factor.
Merely to set an arbitrary figure or percentage increase, without
asking pertinent questions about what must be spent to achieve
that goal, is insufficient. Nor is the expenditure in marketing dollars
alone a gauge of expected performance. The increased revenue,
presumably from increased volume, must be serviced. Will new
staff have to be added? How much will new staff add to overhead,
in both salaries and support costs — space, secretarial and clerical
help, support services, and so forth?
It should be noted, however, that diminished effort results in
losing impact. There is no sustaining recollection by the market,
no matter how effective the original marketing campaign may have
been. Other competitors move in, and the value of the earlier efforts
are lost.
At the beginning of a marketing campaign, the return on the
investment is smaller. But if the investment and the effort are
sustained, the penetration of the effort for the same dollar improves,
and so the return on investment is greater.
• Budget. There are a number of techniques for determining
budgets. But it should be remembered that in budgeting,
effectiveness — and therefore return on investment — will increase
as the marketing program gains in penetration.
• Share of Market. If share of market is a significant element
in your growth or competitive picture, then it must be generally
quantified, and marketing plans must reflect the competitive values
in your efforts.
The Final Test The final test of the efficacy of objectives must consider…
• How realistic are the objectives? Can they be achieved? Is
the market really there for what you want to offer? Can the firm
Where Are We Going And How Do We Get There?continued from page 32
continued on page 41
January 21-22 ALA – Regions 5 & 6 Conference Planning MeetingPlace: Wyndham Palm Springs Hotel, Palm Springs, CA
For more information contact: Jane Mundell at
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For more information contact Kathleen Rossell at
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February 6-8 ALA - Essential Competencies for Legal AdministratorsCarefree Resort, Carefree, AZ
For more information contact Jan Marshall at
ALA Headquarters
April 30 ALA - Certifi ed Legal Manager (CLM) ExamPlace: Le Centre Sheraton, Montreal, PQ
For more information contact Jan Marshall at
ALA Headquarters
May 1-4 ALA - Annual Educational Conference & ExpositionPlace: Societe Du Palais Des Congres De Montreal,
Montreal, PQ
Register onlne at www.alanet.org
National News
Seminars, Conferences & Events
January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 37
Join ALA for the only international Conference dedicated to legal management professionals. The 35th AnnualEducational Conference and Exposition will continue theALA tradition of meaningful, useful and insightful Conferencespacked with opportunities for your professional developmentand personal growth. The Conference will help you continueto manage with maximum effectiveness by providing:
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Greater Los Angeles Leadership Exchange • www.glaala.org January 200638
I frequently contact prospective clients and they essentially tell me:
• their office lease is expiring soon
• they plan on staying where they are
• they can handle the lease term extension negotiations
themselves, so they don’t need any help from me
• if the renewal doesn’t work out, they may contact me.
Is there anything wrong with what this person is telling me?
The answer is yes. Their approach will probably work out, but
they may very well end up with some or all or the following bad
results:
• pay too much in rent
• get less than the best terms and conditions
• end up moving to less than the best alternative location.
There are two primary reasons for the above bad results.
Reason #1 – no negotiation leverage. The key too getting low rent is having negotiation leverage.
Leverage is not using negotiation tactics such as starting low and
only moving in small incremental moves (although these and
other tactics can be helpful). Leverage is best achieved by your
current Landlord having a reasonable belief that you may relocate,
so they must offer you the best possible deal to keep you. This can
be achieved by having a Broker notify your Landlord that they are
in a competition with alternative locations for your business.
Reason #2 – if too much time is wasted in unsuccessful negotiations with the existing Landlord, there may not be enough time left to get the best alternative deal.
It can take many months to find the best alternative space;
possibly do tenant improvements; and negotiate a lease. If a
Tenant has been unsuccessfully negotiating with their current
Landlord and they are now only a short time away from their lease
expiring, they may have little time left to get the best alternative
deal. Additionally, Brokers may be reluctant to work with the
Tenant, as the Tenant may end up staying where they are and that
Landlord may not pay the Broker a commission.
I suspect that the reason that many Tenants are reluctant to
have a Broker help them negotiate an extension with their existing
Landlord is because they think that they will end up paying higher
rent to cover the Broker’s commission. It is my belief that this is
unlikely, because Landlord’s should be trying to get the highest
possible rent from you, restrained only by what their competition
is charging. Further, if a Landlord reduces the rent they charge a
Tenant by just a few percent, that could mean that the value of the
Landlord’s entire building is correspondingly reduced.
The bottom line — using a Broker will likely save a Tenant money. g
For more Information or Help:When it’s time to renew or relocate, do you want free help
doing the above and all the other tasks that need to be done?
Do you want more information?
Do you want to receive a monthly e-mail Newsletter regarding
the latest that is going on in the Downtown Los Angeles Office
Market?
If so, e-mail me at [email protected] or call me at
(213) 949-4824.
About the Author: Scot McBeath is a Commercial Real Estate
Broker and runs his own business — Scot McBeath Realty. He
specializes in representing office tenants in Downtown Los Angeles
and surrounding areas. He has 23 years of negotiation and project
management experience, plus a BS and an MBA.
CAN A BROKER HELP YOU, IF YOU JUST RENEW YOUR LEASE?
Scot [email protected]
Offi ce Leasing
6267923237www.MillardPhotos.com
Execut ivePortraiture
January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 39
Tel: 213.553.8451 Fax: 213.533.8878660 S. Figueroa Street Suite 1420 Los Angeles, CA 90017
www.maturafarrington.com
If he’d found her through Matura Farrington,she’d have shown up.
Did your new employee get “cold feet?”
Employees and employers have a lot in common with brides and grooms. The interview process, like dating, can be full of promises, high expectations, and wishful thinking. You’ve been there… after a lengthy search and interview process, you and the candidate thought you were a perfect “match.”When you made the offer, she ran!
Maybe it’s not that you chose the wrong employee. Maybe you chose the wrong agency.
At Matura Farrington, we match employers and employees for the right reasons, not just for fees. We evaluate our candidates not only on their skills, but also for their reason for seeking a new job in the first place. That’s why we have a 10-year track record of solid placements that benefit everyone.
We’re good at separating the Lookey-Loos from the earnest job seekers. It’s just one of the reasons to call Matura Farrington for all of your staffing needs — direct hire or temporary.
We match employers with employees to form successful work relationships
Greater Los Angeles Leadership Exchange • www.glaala.org January 200640
On November 16, 2005, GLA ALA presented a panel discussion
on Legal Marketing at the Beverly Hills Country Club. Combining
forces with our friends from the Legal Marketing Association
— Los Angeles Chapter, our panelists included Cynthia Kaiser,
Director of Marketing for Ervin, Cohen & Jessup and David Fish,
Director of Business Development for Polk Prober & Raphael.
Moderating the discussion was pubic relations expert, Eric Miller
of Weber Shandwick Worldwide.
The panelists shared their experiences with the group and
provided advice to legal administrators who are tasked with
developing marketing and business development strategies for
their firms. Several areas were covered including branding,
websites, external communications, client relationship
management databases, building credibility among firm
partners, use of outside consultants, internal vs. external clients,
public relations and the strong dynamics between marketing and
information technology in law firms.
A special thank you Paula Ryplewski and Jim Tamietti from
Cal Law and The Recorder, for traveling to Los Angeles from
San Francisco to sponsor the event. Thank you also to the Legal
Marketing Association — LA Chapter for developing this program
and providing our speakers. g
Teresa [email protected]
LEGAL MARKETING 101 – EDUCATIONAL SEMINAR
Legal Marketing
Jim Tamietti & Melissa BaileyDave Fish, Cynthia Kaiser, Eric Miller & Teresa Cherman
Angela Ungurean & Maureen Varnes, CLM
Tanya Russell & Gail WilsonMichael Steiner, CLM & Janet Krause, CLMJoshua Roberts & Susie Johnson
Dave Fish, Cynthia Kaiser & Eric MillerJim Tamietti, Teresa Cherman & Paula Ryplewski
Wendy Sweet, CLM, Diana Intal & Kelly McGehee
January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 41
really deliver what it plans to market?
• Does the firm really understand the cost of meeting those
objectives, in terms of staff? Dollars available? Professional staff
time? Risk of failing in any particular marketing effort or activity?
• Has the firm realistically assessed its commitment to its
strategic plan, and to marketing, in terms of supporting the creative
effort, the staff, and the program?
Not facing these realities, and not understanding what’s involved
in moving into the marketing arena, can be wasteful and expensive.
When the firm’s objectives are clear, then there can be a clear
view of the marketing program itself. Only then can there be valid
assessment of the marketing mix — those several tools of marketing
that together, move the program forward, and of the blueprint to
accomplish it. And only then is a strategic plan valid. g
About the Author: Bruce W. Marcus is a Connecticut-based
consultant in marketing and strategic planning for professional firms,
the editor of THE MARCUS LETTER ON PROFESSIONAL SERVICES
MARKETING, (www.marcusletter.com) and the co-author of CLIENT
AT THE CORE (John Wiley & Sons, 2004) . His Email address is
[email protected]., Bruce W. Marcus. All rights reserved. A
pioneer in professional services marketing, he has served many of the
major law firms and accounting firms in marketing strategy.
Where Are We Going And How Do We Get There?continued from page 36
Is your firm really marketing? If you think marketing is
nothing more than seminars, communications materials, a clever
theme line and a website, you’re only part way there. Worse, if
you think marketing is doing good work and waiting for clients to
call, you’re still waiting to hear that tree fall in the forest.
Sure, doing good work is vital to the health of your firm. But,
according to client surveys conducted by Altman Weil, almost all
clients believe their lawyers do good work — or admit that they
can’t really tell the difference. Having a communications package
that lets clients and prospects know about the firm, its lawyers,
size and services is important, but most brochures and websites
are so interchangeable in tone and content that it’s little wonder
that many buyers of legal services feel firms are fungible.
No, marketing is much more than buying a rowboat and
waiting for the fish to jump in. When you think about it, your
firm’s two biggest assets are its lawyers and its clients. Attracting,
retaining and building both of these valued properties requires
strategic thought and action that touch upon every element of
the firm: its governance, practice management, recruitment,
compensation, brand management and more. Most of all, it
requires guts: the courage to listen to clients, to learn from
mistakes, to change course when needed and to inspire lawyers to
make even bigger contributions to the firm and to their clients.
To see if your firm is really marketing, spend ten minutes to
candidly answer the survey below. Think about what’s important
to clients as well as to the firm when framing your responses.
Ready?
1. ☐ Yes ☐ No Our firm is known for something
important in the legal community that attracts clients, and
everyone inside the firm and all of our clients can name it.
It is:_______________________________________
2. ☐ Yes ☐ No Our firm name is memorable and has not
changed in the last three years.
3. ☐ Yes ☐ No We have identified a limited number of
existing practice areas for growth and investment, and every
lawyer in the firm can identify them. They are: _________________
__________________________________________________________.
4. ☐ Yes ☐ No We have more than one multi-specialty group
focused on a particular industry or type of client.
5. ☐ Yes ☐ No We actively market our practice outside our
traditional geographic marketplace.
6. ☐ Yes ☐ No We spend over two percent of our revenues on
business development.
7. ☐ Yes ☐ No We regularly conduct
research on current and possible geographic markets,
industry types, competitors, trends and other factors, and use
this information for planning our growth.
8. ☐ Yes ☐ No We have an ongoing strategy for cross-selling
practices and it has been successful.
9. ☐ Yes ☐ No We regularly survey clients to determine their
satisfaction with our service.
10. ☐ Yes ☐ No We understand the unique personality
characteristics of lawyers and how to best use these traits to
market the firm.
11. ☐ Yes ☐ No Our position in relation to our major
competitors, in terms of firm size, economics or reputation, has
improved in the last year or two, and we can prove it.
12. ☐ Yes ☐ No We have marketing professional(s) at the
firm whose mission is clearly understood and valued by the
partnership.
13. ☐ Yes ☐ No Associates have a clearly defined role in
marketing the firm.
14. ☐ Yes ☐ No Partners have written individual marketing
plans and are evaluated for their marketing performance at least
annually.
15. ☐ Yes ☐ No Our firm-wide marketing plan is articulated
in a written document less than ten pages long, it is revised at
least annually and has been communicated formally to all lawyers
and staff.
Now you’re ready to score the results. For each “yes,” give your
firm two points. For each “no,” deduct one point. For blanks
uncompleted or more than ten words per blank, also deduct one
point. Now you can rate your firm’s marketing acumen: 25-30
points Marketing geniuses. Raise your rates immediately. 20-24
points Getting there. Ask clients where you can improve. 10-19
points Still learning. Take in a good seminar. 9 points or less Bad
news. The fish aren’t going to jump into the boat.
Is Your Firm Really Marketing?Charles A. [email protected]
Greater Los Angeles Leadership Exchange • www.glaala.org January 200642
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January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org43
While the rating scale above is meant to be lighthearted, your
firm’s approach to marketing should be anything but. Marketing
is one of the most important strategies your firm can undertake
— possibly the most important — and needs to be treated as such.
Go through the survey again. Each “yes” answer is a strength.
Write out the benefit(s) to your lawyers and clients of these strengths
and determine the ways that they need to be communicated to both.
Conversely, each “no” is a weakness and the firm needs to develop
a strategy to counteract it. In both cases, the firm will be thinking
strategically and developing its own proactive marketing plan, one
that is tailored to the needs of its clients and lawyers — and one that
can be measurably more successful.
Is your firm really marketing? If you and your lawyers understand
that marketing is central to the firm, not just an add-on or something
you’ll get to later, you’re a long way there.
About the Author: Charles Maddock is a principal at Altman Weil,
Inc., with extensive experience in strategic business and marketing
planning for service organizations and Fortune 100 companies. He
has worked with over 300 law firms in the U.S., Canada and the
U.K. in the areas of strategy, branding, client relations, training and
marketing. Mr. Maddock is a speaker and well-known author on
law firm strategy and marketing topics, having been published in
prominent periodicals, including The American Lawyer, National
Law Journal, ALA’s Legal Management, ABA’s Law Practice and scores
of bar journals. He has been quoted in The New York Times and The
Wall Street Journal, among other publications, and has spoken before
the ABA, ALA, LMA, DRI, FICC and numerous other legal associations.
He has spoken to law firms in the U.S., Canada, Latin America and
the U.K.
Mugs • T-Shirts • Buttons • Widgets • GadgetsMugs • T-Shirts • Buttons • Widgets • GadgetsMugs • T-Shirts • Buttons • Widgets • GadgetsMugs • T-Shirts • Buttons • Widgets • GadgetsMugs • T-Shirts • Buttons • Widgets • GadgetsMugs • T-Shirts • Buttons • Widgets • GadgetsMugs • T-Shirts • Buttons • Widgets • GadgetsMugs • T-Shirts • Buttons • Widgets • Gadgets
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Greater Los Angeles Leadership Exchange • www.glaala.org January 200644
CONTACT INFOYira JonesCorporate Account [email protected]
323-860-9203 tel.
323-395-0886 efax
6922 Hollywood Boulevard
Hollywood, CA 90028
BIOAfter graduating from the University of Southern California
with a B.S. degree in Business, emphasizing Marketing & Sales, Yira
began her career in corporate consultative sales. Over the course
of her eight-year career, she has gained extensive professional
sales and marketing experience by working with well established
and successful companies, who lead their field. Formerly, she
was a District Manager with Automatic Data Processing, payroll
service provider, and focused on evaluating and recommending
payroll, timekeeping, and HR services to mid-size companies in
the greater Los Angeles area. She is excited at the growth and
quality of service at eFax Corporate and looks forward to growing
with it.
COMPANY PROFILESince 1995, eFax Corporate, a division of j2 Global
Communications, has offered electronic desktop faxing
solutions that maximizes productivity, increases uptime, and
saves money. The eFax division represents 94% of j2 Global’s
$145M projected annual revenue for 2005. Our inventory of
14 million eFax numbers ensures the availability of a local
eFax number in over 2000 cities, within the 25 countries where the
service is available. The eFax worldwide network is made up of 55
data centers delivering over 1 million faxes each day.
Users send and receive faxes anywhere they can access email.
eFaxes are received as email attachments, and you can send over
40 different types of documents by simply attaching them to
an email. eFax even works wirelessly with a PDA. Although no
client software is required to use eFax, an optional client can be
installed and linked to the Client Matter ID for tracking and bill
back purposes.
Customers use a web-based interface for real-time account
provisioning and usage reporting. Adding a new eFax user
occurs instantaneously by entering their email address and
the desired area code for their eFax number. The administrator
can view up to the minute reports to monitor the sending and
receiving of faxes or download detailed reports in Excel format
that show usage on a weekly or monthly basis.
eFax Corporate has developed two premium secure fax
routing options. The first, utilizes Transport Layer Security
(TLS), which already exists on most Exchange servers
and requires a minimal amount of time to implement. TLS
provides private, authenticated communications over the Internet
and gives a firm the ability to protect its communications
from eavesdroppers and attackers. The second options allows
eFax Corporate customers to set up a Virtual Private Network
(VPN), so that all messages are encrypted and then routed over
a dedicated, encrypted tunnel to and from the eFax Corporate
messaging network.
Customer support for the eFax solution is available 24 x 7
x 365, via an 800 number. In addition, a new system has been
implemented that enables eFax to keep you informed of issues
that may occur within the network. This Corporate Notification
System (CNS) will automatically alert you to issues that arise and
let you know when they are resolved.
eFax Corporate is dedicated to providing a fast, easy-to-use,
reliable, and cost effective service for sending and receiving your
business critical documents and messages. We therefore are
continually evolving our strategy to retain our leadership position
as The World Leader in Digital Faxing.
Visit us at: www.j2global.com and www.efaxcorporate.com
What do you believe is the most important component of the vendor-client relationship?
Outstanding service and reliability! We are committed to
providing exceptional service and support for the long run.
When you entrust us to manage your fax communications, we
strive to deliver flawlessly.
What characteristic do you possess that helps you to be successful?
I am very professional and friendly with my clients. I
am committed to helping my clients automate and become
more efficient as quickly as they can. You can trust that I will
provide you with a great service and an easy transition at a very
affordable cost.
What makes eFax Corporate awesome?eFax Corporate is focused on growing its business to reward
shareholders and growing its employees. The company has built
its success by developing the best electronic faxing product.
This success is translated down to its employees by providing
an environment that nurtures creative thinking and a winning
attitude. g
Up Close & Personal with. . .
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January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 45
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Greater Los Angeles Leadership Exchange • www.glaala.org January 200646
If this article or any article could truly provide a quick solution
or ten-step program for balancing your professional and personal
life, management personnel around the country would form
endless lines to get a patented copy.
In the ‘60s and ‘70s, most workers, even management
personnel, could pretty much count on working only a five day
week and eight or nine hours a day. Today, all too often, the line
between work lives and families are blurred. E-mail, Blackberrys,
DSL lines, and the globalization of businesses bring work issues
into homes, hobbies and families. Current studies show that work
weeks of managers and executives exceed sixty or more hours,
and that a five day work week is a relic of the past.
Lawyers and those who run the business of law are no
exception to this pace. The 18th century writer Samuel Johnson
said, “…the law is a jealous mistress.” The “billable hour” clock
is ruthless in its unceasing demand for evenings, weekends, and
holidays for many of the 1,084,504 active U.S. attorneys, leaving
less and less time for aging parents, child rearing, spouses, and
recreation .
EVALUATING ALIGNMENTThe reason that experts have been unable to provide guidelines
for achieving balance is that balance has a different look for every
individual. Does your life feel out of control? Are you chronically
tired; do you have trouble sleeping; do you feel guilty no matter
what you are doing because you are not doing something else?
Symptoms of stress — yes, but it may be a signal that you need to
check your balance alignment. How?
1. Begin by making a list of everything that you are proud of
such as relationships, educational accomplishments, community
service, career achievements, etc.
2. Differentiate between your wants and your needs. Set
realistic goals for accomplishing both. (You may want to be a
millionaire by the time you are forty, but realistically you may
only need to earn $90,000 per year to pay the mortgage and car
payment.)
3. Evaluate the demands on your time and prioritize them
into two categories- “have-to’s” and “want-to’s”.
4. Assess your network of relationships. Are you investing
in building the support network you need for personal and
professional fulfillment?
5. Examine your health habits (rest, nutrition, exercise): are
they supportive of the pace of your life?
Bill Cosby said, “I don’t know the key to success, but the key
to failure is trying to please everybody.” Are you a perfectionist?
Can you relinquish control (as in delegate)? Can you forgive
others and yourself for mistakes. Can you rethink your cleaning
standards and accept the insignificance of an unmade bed or a
dirty car? Can you laugh at yourself? If you can retrain yourself to
accept imperfection, if you can learn to delegate (even though the
task might not be done as well as you could do it), if you can focus
more on your priorities even when everyone else may not be
pleased, you have started addressing the challenge of achieving
a balanced life.
STEPS TO FINDING BALANCEPerhaps the most important step in bringing balance to
your personal and professional life revolves around the issue
of PASSION. Do you have a passion for and a commitment
to what you do—at the office and at home? Nothing can fight
stress, or burnout, or the feel of a life out of control like a sense
of accomplishment and satisfaction. From knowing that you’ve
just produced a critical report that has a positive impact on your
firm, to successfully potty-training a beaming two year old, these
enriching experiences are not dependent on the number of hours
invested but the reward of accomplishment. No matter where
you spend the twenty-four hours in your day, the objective should
be achieving a sense of fulfillment, completion and happiness.
However, even when you love your career and your home-life,
there will still be frustrating overlapping demands. How can you
achieve balance?
1. Make a weekly sacrosanct date with a spouse/significant
other.
2. Plan a monthly girls/ boys night out with one or two good
friends to share good news and bad in order to strengthen your
support network.
3. Give 100% focus to the task at hand whether it is bonding
with a friend, listening to a child describe their day, or conducting
a business meeting. Share career successes and failures with
family so that time away from home is a part of their life.
4. Make time to nurture yourself—be it a walk on the beach,
listening to music, a trip to the gym or watching an old re-run of I
LOVE LUCY.
Life is a journey with many, many stages. And, anyone who
has ever played on a see-saw knows that “balance” is imperfect
and short-lived at best. There will always be days when work
devours more than its share of time and energy, and other days
when home life is all consuming. The balance between personal
and professional life is a continuing process enriched by your
passion for everything you undertake. g
BALANCING PERSONAL AND PROFESSIONAL LIVES
Wellness ZoneJan [email protected]
January 2006 Greater Los Angeles Leadership Exchange • www.glaala.org 47
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