sexta-feira, 27 de março de 2015

Resumidamente "O que é Marketing" para advogados

1. You see a gorgeous girl in party, you go to her & say: 
I am very rich, marry me.
That´s Direct Marketing

2. You attend a party & your friend goes to a girl and points at you saying: 
He is very rich, marry him
That´s Advertising

3. A girl walks to you and say: 
You are very rich and I wanna merry you.
That´s Brand Recognition

4. You say: 
I am very rich, marry me. 
She slaps you.
That´s Client Feedback

5. Before you say: 
I am very rich, marry me.
Your wife arrives.
That´s Restriction from entering the new market (Conflict of Interests)




quarta-feira, 25 de março de 2015

Branding em poucas palavras


Branding é a soma dos conceitos: 


design 
planejamento  
+
posicionamento


para que um nome/uma marca se destaque diante dos concorrentes e transmita a sua essência 
(DNA, Valores, Pilares)





segunda-feira, 23 de março de 2015

Comparativo Chambers Global (escritórios brasileiros)

Chambers & Partners é uma respeitada e conceituada editora londrina, que pesquisa o mercado jurídico desde 1990.


Chambers Global é um anuário da editora, que estuda detalhadamente mais de 190 países, posicionando escritórios e seus profissionais em suas respectivas área de atuação. O Chambers Global é publicado anualmente, no mês de março. 

Abaixo estão os escritórios brasileiros com o melhor posicionamento baseado nas áreas e nos profissionais reconhecidos.

Para saber mais www.chambersandpartners.com/




Fonte: http://www.chambersandpartners.com/guide/global/2

sexta-feira, 20 de março de 2015

Currículos: a eterna saga

Se as pesquisas indicam que o que mais os clientes procuram nos sites dos escritórios são os currículos dos advogados (principalmente dos sócios), seria ótimo que esses currículos fossem feitos com informações relevantes para o cliente, e ajudaria muito se o mesmo tivesse um visual moderno.






Currículos com 3 ou 4 páginas, com texto corrido, não é nada convidativo. Você não é a única pessoa ocupada e sem tempo, seus clientes e prospects também são ocupados e não vão ler seu currículo em forma de mini-livro.

Lista de todos os artigos e livros que escreveu, ou ajudou a escrever, também não é importante. Ao invés disso, deixe o link desses artigos e livros na sua rede social, esses livros e artigos também devem ter seu conteúdo disponível on-line.

Outro ponto é a quantidade de atividades fora do escritório que você faz. Ser professor titular de uma universidade e um curso de renome é uma coisa, ser professor visitante, substituto ou adjunto é completamente diferente. Sejamos honestos: isso não tem relevância nenhuma para o seu cliente. O cliente que vai pagar seus honorários quer ter a certeza que você vai atende-lo quando ele te ligar e procurar por você.

Resumindo: Less is More.


  • Coloque uma foto atual, com excelente qualidade.
  • Seu contato direto (todos de preferência)
  • Sua especialização. Não diga que é o melhor em tudo.
  • Resuma sua real expertise. No que é realmente bom e o que faz de melhor.
  • O que seus clientes dizem sobre a sua atuação profissional
  • Seus prêmios profissionais (por favor tenha bom senso nesse item)
  • Seu perfil no LinkedIn
  • Fuja do tradicional e faça um currículo moderno.








quinta-feira, 19 de março de 2015

Marketing nos escritórios de advocacia (GEJUR)

18/03/2015

Por Pedro Borges

Apesar das limitações do Código de Ética e Disciplina da OAB, o marketing jurídico conseguiu se adaptar à restrição da venda direta do serviço a partir do fornecimento de informações atualizadas sobre os assuntos que domina, seja por websites, blogs, artigos e eventos voltados para o mercado jurídico. Entre as ferramentas mais valorizadas no entanto são o relacionamento com os clientes, o networking, parcerias e relações públicas.

Tomada de Decisões: Entre os escritórios consultados pela GEJUR, a tomada de decisões sobre o marketing jurídico ainda está sob controle dos advogados à frente das bancas: em 42% dos casos por um sócio-administrador/sênior e em 34% por um comitê de sócios. Nenhum colega respondeu que a decisão é tomada por um gerente ou diretor de marketing e apenas 13% apontou a existência de um comitê ativo de marketing.

Plano Formal: Quando perguntados se existe um plano formal de marketing, 61% dos escritórios respondentes respondeu afirmativamente, mas menos da metade deles possui um orçamento formal para isso. Ou seja, apenas 26% parece possuir um planejamento estratégico financiado, que é um número bem baixo.

Profissionais Voltados para o Marketing Jurídico: 32% dos colegas respondeu não haver um profissional integralmente dedicado ao marketing jurídico, percentual que perde apenas para os que possuem um "marqueteiro” (48%). Nos 20% restantes existem dois ou mais profissionais internos inteiramente voltados para esse assunto. Em 74% desses escritórios há algum advogado participando das atividades de marketing, além de simplesmente participar das decisões.

Cota do Orçamento de Marketing em Relação ao Faturamento Anual: 37% investe menos de 1% do faturamento no marketing jurídico, contra 21% que investe entre 1,1 e 2%. Confira pela tabela abaixo:























Marketing Terceirizado:Na pesquisa foi permitido aos respondentes assinalar uma ou mais opções entre as atividades de marketing jurídico que são terceirizadas pelo escritório.
























Ferramentas mais Utilizadas: Foi permitido assinalar as ferramentas de marketing mais utilizadas pelos escritórios, e a ordem de maior uso é: Linkedin 65%, Site institucional 62%, Brindes e presentes 51%, Palestras em eventos 51%, Marketing Interno 49%, Relacionamentos (seja em associações e câmaras ou em eventos) 49%, CRM 46%, Facebook 43%, Pesquisa de satisfação 43%, Patrocínio de eventos de terceiros 38%, Anúncios 30%, Atividades pro-bono 30%, Informativo 30%, Blogs 24%, Estudos de mercado 16%, Brochuras 14%, Diretórios 14% e Twitter 14%.

Ferramentas mais Valorizadas: Independente das ferramentas utilizadas pelos escritórios, os respondentes foram perguntados individualmente sobre quais são as ferramentas de marketing que eles consideram mais eficazes, e o resultado foi: Palestras em eventos 80%, CRM 57%, Relacionamentos em eventos 51%, Patrocínio de eventos de terceiros 46%, Relacionamentos em associações e câmaras 46%, Pesquisa de satisfação 40%, Linkedin 34%, Site institucional 31%, Anúncios 29%, Marketing Interno 26%, Estudos de mercado 26%, Informativo 26%, Brindes e presentes 20%, Facebook 17%, Atividades pro-bono 11%, Diretórios 11%, Blogs 9%, Twitter 6% e Brochuras 3%.

Esta foi uma das matérias mais esclarecedoras sobre o assunto já realizadas pela GEJUR, mas ainda vamos retornar a este assunto em breve.

Se você ainda não conferiu, vale dar uma olhada na matéria ‘Melhores Ferramentas de Promoção e Marketing do Escritório, em:
Para ver a pesquisa completa, clique aqui.

quarta-feira, 18 de março de 2015

Modernidade e beleza na decoração de um escritório de advocacia

Nenhum escritório de advocacia precisa ser grande para ser lindo. São detalhes que fazem a diferença e encantam o cliente logo na recepção.

Pense sempre na modernidade, facilidade e tecnologia como grandes aliados.

  • Decoração impecável e sofisticada, nada de tapetes e carpetes antigos, com manchas e cara de décadas de uso. 

  • As vezes você está tão acostumado que nem percebe que o corredor do seu escritório está com cheiro de tapete "vencido". Invista em um aroma personalizado, o famoso "marketing olfativo". Seu cliente vai notar e certamente vai gostar.

  • Esqueçam as TVs de plasma e telões. Os LEDS são imbatíveis.

  • Os FlipCharts devem ficar bem escondidos, tipo esquecidos mesmo. Usem as famosas paredes de vidro. São modernas, clean e totalmente sustentáveis.

  • Cortinas black-out para vedar totalmente as salas de reunião. Nada de sol na cara do cliente e nem de um raio de luz no meio da sua tela (seja ela qual for).

  • Acesso para pessoas com dificuldade de locomoção: bom, isso não pode faltar em nenhum lugar, imagine num escritório moderno.

Leia abaixo o texto que aborda o assunto.
Pense sempre no seu cliente.
Boa leitura!


How effective is your law firm at welcoming clients? Is your office more likely to make them feel at home or scare them away? We look at several ways you can make your office friendlier and more comfortable for the most important people at your firm — your clients.


The design and layout of your law office, the amenities you offer and how your clients are treated once they arrive speak volumes about your firm. There are many ways to help your firm appeal to clients. By putting even a small amount of time and effort into making your office more welcoming, you can make existing clients happy. Their positive experiences can spread by word of mouth to new clients.

If you have a big budget, as is the case with many large firms, you can afford extras like private client rooms and upscale entertaining. However, even if your firm is small or medium-sized, there are ways to make clients feel at ease.

Little things can go a long way towards welcoming clients and making them comfortable — and they don’t have to break the bank.
Simple touches, like fresh flowers in the reception area or offering snacks and fresh coffee, can make clients feel comfortable, while things like dust bunnies floating by or shabby, threadbare couches in the reception area can be an instant turn-off.

What can you do to give clients a good first impression? “Have the right staff to welcome your guests,” says Pierre Brais, a designer and project director at design firm lemay associés in Montreal, who has advised many law firms on design issues over the years.

“Lawyers tend to want to take good care of their clients, and most want to make them feel comfortable and welcome.” Give your offices “a bit of window, a bit of light, a bit of lighting.” At a minimum, he advises, offer clients a small corner at the firm where they can work, use the phone, and relax. Provide a spot where they can store their suitcase if they’ve travelled from out of town. “It’s not that complicated,” says Brais.


Look Inward First
The signals you send your clients can make or break the relationship. The way you speak to and treat your clients sets the tone of your relationship and it can be one of the most important and effective ways to make your firm a client-friendly place. Give each client your full attention. Most lawyers prefer to come to the reception area personally to greet clients and escort them to an office or meeting room. Taking this hands-on approach right from the beginning of your business relationship sends a strong signal that you care.
Do you regularly take calls while you’re meeting with clients? If you ask the receptionist to hold all your calls while you’re busy with a client, it’s clear that your client knows how important he or she is to you. Even when you’re speaking with a client on the phone, don’t put him or her on hold while taking calls from others.
Make it clear that you’re happy to take clients’ calls and e-mails. Return their calls as soon as possible, and if you can’t, have your assistant call to set up a phone appointment right away. Reserving time with them tells them how important they are to you.

The Power of Design
The overall look and feel of a firm’s offices conveys a strong message to clients. Is your firm traditional or modern? Is it open and airy or stuffy and dark?
If you’re thinking of renovating your office space, take some advice from those who have been through it — get a designer, plan well in advance, and avoid making last-minute changes. Changing your mind will cause a lot of disruption to the project and cost you a lot more in the end. Figure out what your firm’s functions are and plan the office around them. Whether you need a lot of storage or boardrooms of varying sizes to accommodate clients, work those factors into your plans first.
Ian Roland, a name partner at 22-lawyer firm Paliare Roland Rosenberg Rothstein LLP in Toronto, advises lawyers to do a lot of thinking and designing before construction starts. “You need help,” he says. “Get somebody who knows what they’re doing in legal office design. It’s money well-spent to get help at the outset.”
He adds that there are typically two questions a designer will ask up front: what sort of image do you want to portray and what is your budget? When he and his partners left the large firm setting five years ago to create their own firm, Roland says, “We wanted something different than the stuffy, corporate look—something cleaner, more accessible to modest clients. A younger, fresher, contemporary image.”
One of the things Roland and his partners wanted to convey to clients was that the firm consists of a collegial group of lawyers who all share the same perspective. To portray a sense of democracy, all the firm’s offices are the same size and everyone uses the same Italian modular furniture. Overall, Roland describes his firm’s look as elegant but spare, “not a typical law firm look.” For example, the floors are concrete, and there are sliding doors instead of hinged ones. As Roland points out, “you gain efficiency of space by not having doors on hinges.” And efficient use of space is important from a business perspective, since it’s such a large part of operating costs.
“Our institutional clients are very concerned about cost,” says Roland. “They’re budget-conscious about who they retain and how they spend their money so we didn’t want anything opulent. We wanted to reflect the fact that we’re careful with our money as we’re careful with their money.”
Movable walls between boardrooms can be ideal for meetings of variable sizes, but expect a certain lack of privacy. One of the new features that Paliare Roland will add to its upcoming expansion is at least one boardroom that has solid walls and soundproofing. The firm’s lawyers have discovered that even with retrofitting movable walls can’t be made as soundproof as a fixed wall. “It’s not possible,” says Roland. And sometimes, your clients need a great deal of privacy.
Designer Brais says that many Canadian law firms tend to be conservative and “afraid to look outlandish.” If they’re serious about spending money on design and on their clients’ comfort, firms must “accept that you need qualified staff to make it work and make it look the best.”







Location and Signs
A good location for your firm is gold, but its value drops considerably if clients can’t find the office easily. Do you have signs in the lobby? Is your office up a rickety set of stairs or down a long, badly lit hallway? Can clients even find the place? Even if the building is easy enough to find, getting to a specific office can be a challenge — in some lobbies, it’s hard to track down the building directory. When you’re speaking to a prospective client on the phone, give clear verbal directions or send them a map via e-mail. That way you won’t waste their valuable time — or yours if they end up being late for an appointment.

Reception Area
First impressions count. People make decisions about people or situations instantaneously, within seconds of a new encounter, according to Malcolm Gladwell in his 2005 book Blink: The Power of Thinking Without Thinking. “Snap judgments are, first of all, enormously quick: they rely on the thinnest slices of experience.”
What impression does your lobby give clients when they first walk through the door? Is the furniture shabby? Does it say “tidy and professional” or does it scream “cheap and unappealing”? The look and feel of your reception area offers the perfect opportunity to make a good first impression on clients. After all, you’ve got a captive audience as soon as they walk through the door and before they’re greeted. The right image can sell your firm to prospective clients—or turn them away. Make sure the furniture is comfortable and presentable and that the atmosphere is pleasant.



Greetings

Your receptionist is your clients’ first point of contact with the firm. Does he or she greet clients politely, professionally, and with respect? Does he chat endlessly to friends on the phone? Does she leave clients standing around for any length of time? Treat your clients as you would treat guests coming into your home — usher them to a seat and offer them drinks or snacks.

Make sure the receptionist is informed about lawyers’ whereabouts. “We have a manual of things to say on the phone and in person,” says David Varty at Varty & Company in Vancouver. As he points out, “some untrained receptionist might say ‘oh, he usually gets in around 10:30 or he takes off afternoons for golf.’ That’s not the sort of thing you want anyone to say.” Ensure that the person answering the phone asks if he or she can put a caller on hold. A terse “please hold” is impersonal and offputting.

Business Centre
It’s not a new idea — many law firms have been trying to group their conferencing facilities for clients in one space for years. But firms, especially the larger ones, are making them bigger and providing more amenities for clients. Clifford Chance’s million-square-foot headquarters at Canary Wharf in London goes all out, offering clients a well-being centre, reading rooms, a dining room, and a hospitality lounge with a bar, a library, showers, and even a prayer room.
McCarthy Tétrault’s recent redesign of its Montreal office included a full floor of space specifically devoted to use by clients. “Having all the clients on one floor provides you the capabilitiy to offer services that you wouldn’t be able to offer otherwise,” says Bisson. The main conference room is comprised of five rooms divided by four walls that can be opened or closed depending on the space that’s needed. It can accommodate as many as 300 people in a classroom set-up or 160 at a dinner event with tables for eight. The room doubles as a videoconferencing room with two screens, a projector and a camera.
Lawyers are moving away from meeting clients in their own offices. The so-called “front-end” of an office is where lawyers meet with clients, and larger firms typically have several boardrooms of various sizes to accommodate meetings. “Over my career, we’ve gone from meeting clients in our offices to meeting clients in boardrooms,” says Ian Roland. “Offices to a very large extent are for workspace and for meeting amongst ourselves.”

Wireless Access
With the proliferation of laptop computers, it’s becoming more common for firms to offer clients wireless Internet hotspots. Roland says his firm plans to implement wireless access for clients in its upcoming expansion. “We’re going to build that in. A couple of little client rooms will have that so that clients can actually have some privacy.”

Designated Client Parking Spots
Depending on your location and situation, think about providing client parking spaces in the closest lot that say “Reserved for clients of [your firm name].” It may be costly, but it can create an incredible amount of goodwill — and it’s an excellent way to advertise your firm’s services to a broader market.

Magazines/Newspapers
We’ve all been there — reception areas that time forgot. Magazines date back months or years, day-old newspapers are ripped apart, re-folded like badly done origami, and scattered about. Granted, this tends to happen more often in doctors’ waiting rooms, but it’s something for lawyers to be mindful of as well. If clients absolutely have to wait in the reception area, make an effort to provide a daily newspaper and some up-to-date magazines. Have your receptionist tidy up reading material after it’s been read and before other clients visit. If reading material gets damaged, get rid of it. These are small things that don’t require a lot of effort, but they do get noticed.

Firm Brochures
Use the (hopefully short) time clients spend in your reception area as a marketing opportunity. Display firm brochures, annual reports and other literature, as well as lawyers’ business cards, on a table. This doesn’t have to be an in-your-face advertising attempt, but subtly done it can be an effective way to let clients know a bit of background information about the firm, what you’ve accomplished and the services you offer.

Coffee and More
There’s nothing like a stale, lukewarm cup of coffee to tell clients “we don’t care.” If you offer coffee to guests, ensure that a fresh pot is available. If you offer a soft drink, serve it in a glass with ice. Some firms provide cookies and other snacks, such as chocolate or fruit — just make sure that whatever you offer is reasonably fresh. Most people would agree that it’s better to provide no food at all than something that’s stale and unappetizing.

Cleanliness and Organization
A tidy, organized office sends a big message. When your clients come into your law office, what do they see? Is it a rabbit’s warren of cluttered offices surrounded by bankers’ boxes of files? The management of paper files is a common challenge for law firms. Ian Roland advises lawyers who are planning a new firm design to think about the huge number of files that they may be collecting.
Boxes of paper can clutter the firm’s halls and offices and detract from a clean, organized look. Storing it offsite is one good option, as long as it’s close enough that it’s easily accessible. An office redesign can also be the ideal time to finally move to a paperless system for storing files. “Focus on what systems you need in place to keep trying to prevent the paper from becoming overwhelming,” says Roland.

Accessibility to Persons with Disabilities
When you’re looking for office space, think about finding an office that will make it easier for people with disabilities to get to you. It makes good sense from a business perspective to be able to offer your services to everyone, including those with disabilities. Some things to look for that will help make a law office accessible are parking for disabled persons close by, a wheelchair accessible entrance, barrier-free washrooms and pathways, and a braille elevator with lowered buttons.

Art
What’s hanging on your walls? Do you have prints or do you have the budget for original art? Art is so subjective that it can be hard to choose just the right piece. Most firms like to play it safe and stick with non-controversial artwork. Choose carefully — some art can offend a client’s sensibilities.

Plants/Floral Arrangements
Flowers can add a warm and welcoming dash of colour and life to a reception area. Add a brightly flowering plant to cheer things up. If you choose cut flowers, make sure they’re changed once a week. You don’t need to spend a fortune on plants and they can make a real difference. Have someone responsible for looking after them — a lifeless plant can send a strong negative signal.

Moot Court
If you have the space, set up a moot court, complete with raised platform and judge’s bench. Clients who have never set foot in a courtroom can better visualize what to expect when they’re about to give testimony in court. The room comes complete with A/V equipment for filming witnesses and then watching the results.

Food and Drink
Designer Brais has seen several law firms that have wine cellars and chefs on staff. “It’s very common in Washington and New York City for a law firm to run a 24-hour-a-day, seven-days-a-week restaurant or cafeteria, complete with the wine cellar and the wine steward…. They set up big buffets with the chef in the white hat at lunch and people came out of the conference rooms to help themselves to the food. It’s a big production.”


Ann Macaulay is a Toronto-based freelance legal affairs writer.
http://www.cba.org/cba/practicelink/cs/friendlyoffice.aspx

O que acham dos advogados


segunda-feira, 16 de março de 2015

Lawyers and Creativity


Saying that lawyers aren’t creative is like saying that the sky is blue. It’s not controversial, but it doesn’t tell the whole story.
Just as it’s inaccurate to describe a sunrise sky radiating pink, purple, red, yellow and orange as blue, all lawyers should not be lumped into some indistinguishable uncreative heap. Sure, excellent lawyers are valued for sharp analytical skills, logical thinking and attention to detail. But the best lawyers are those who are also able to craft creative solutions. That’s because it takes creativity to solve a problem.
According to developmental psychologist Howard Gardner, “People are creative when they can solve problems, create products or raise issues in a domain in a way that is initially novel but is eventually accepted in one or more cultural settings. Similarly, a work is creative if it stands out at first in terms of its novelty but ultimately comes to be accepted within a domain. The acid test of creativity is simple: In the wake of a putatively creative work, has the domain subsequently been changed?”
From “poison pills” to bankruptcy “pre-packs,” lawyers have crafted many creative solutions to legal challenges that have “changed the domain.” Unfortunately, most fail to apply that same sort of creative thinking to their marketing and business development activity.
Lawyers’ resistance to innovation and creativity is driven by multiple factors. One is risk aversion. I hear it all the time when working with lawyers on brand strategy or website projects: “What are our competitors doing?” It’s a great question, but it’s typically asked for the wrong reason. Most who pose it are more interested in staying with the pack than breaking away from it.
Another factor is improper perspective or understanding. Many think of creativity as a rare skill possessed by those who come up with big, breakthrough ideas — visionaries such as Steve Jobs, for example. But creativity comes in all sizes. Creativity scholars distinguish between “Big C” creativity and “Small c” creativity.
“Big C” creativity is the breakthrough kind of thinking that most people associate with “creative thinkers” such as Jobs and Thomas Edison, but it’s relatively rare. “Small c” creativity, on the other hand, describes the seemingly small ideas that can make a big difference in our lives, like a new organization system at home or project management system at work. A single “Small c” idea won’t bring fame or fortune, but lots of them will, over time, lead to incremental advances and daily improvements. And the best way to come up with a “Big C” breakthrough is to cultivate “Small c” thinking on a daily basis.
Creativity, therefore, is not about talent or some flash of inspiration. It’s about showing up and doing the work. It’s about developing a creativity habit. We’re all inherently creative. We just need to be creative.
Put Creativity Into Practice
The practice of law is hard and stressful. The daily rigors and grind can sap creativity, rather than cultivate it. Lawyers need to be proactive and take steps to nurture their creative side.
1. Carve out creative time. Corporate America has long recognized the value of creative thinking, and the need to encourage it. Google, for example, has trumpeted its “20% time” — which allows engineers to take one day per week to work on innovative side projects — as key to its ability to innovate. So, carve out dedicated time each week for creative thinking. Try to spend this time away from the distractions of the office.
Creative brainstorming sessions with colleagues — no smart phones or negativity allowed — are also a key catalyst for coming up with marketing and business development solutions. When was the last time that you spent an hour in a conference room with nothing but a whiteboard and some whip-smart people trying to figure out a better way to serve clients, or engage with new ones? There’s a lot of creative brainpower within you and around you. Start tapping into it.
2. Think like a beginner. Eyeglass maker and creative juggernaut Warby Parker encourages employees to approach the world with a beginner’s mindset as a way to embrace curiosity and enhance creativity. This idea, inspired by Buddhist principles, is that while companies are made up of groups of experts who have solutions to problems at their fingertips, sometimes it’s better to think like a beginner who has questions that may lead to better, newer solutions. Lawyers spend their careers working toward expert status, but adopting a “beginner” mindset can bring a fresh perspective to one’s practice.
Just because you’ve always billed by the hour, sent a card at the holidays, and published that quarterly newsletter, it doesn’t mean it’s a good idea to do so in the future. One of the best ways to find out what clients want is to ask them. Experts often think they have all the answers. Beginners like to ask lots of questions. Think like a beginner.
3. Connect the dots and trust your gut. Creative problem solving doesn’t always happen instantly, like a bolt of lightning. Those yellow squares all over your desk prove it. In 1968, a chemist for 3M accidentally developed a weak adhesive that retained its stickiness but had a “removability characteristic.” The “breakthrough” languished for years, with no practical application and little enthusiasm within the company. One idea that was pushed was using the adhesive to create a sticky bulletin board, but it was rejected because there wasn’t a big enough bulletin board market. It wasn’t until 1974 that a colleague approached the chemist and talked to him about the “a-ha” moment he had at church while struggling with bookmarks that kept falling out of his hymnbooks. The Post-It was born.
Creative inspiration can come from anywhere, and at times you least expect it. By opening yourself up to new ideas, you can spark your creative potential. Yes, you’ll likely encounter lots of naysayers. But almost every great idea was met with resistance at first. A big part of embracing your creativity is trusting your instincts and having the courage to persevere when confronted with change.
4. Adapt and embrace your creative side. The legal industry is changing, like it or not. To stay relevant, you need to think differently and act strategically. There is a time and a place for “serious and same” in the practice of law, but marketing and business development is not one of them.
By harnessing your creativity, you’ll stand apart from the pack. And that’s a good thing.
Jay Harrington is co-founder of Harrington Communications, where he leads the agency’s Brand Strategy, Content Creation and Client Service teams. He also writes weekly dispatches on the agency’s blog, Simply Stated. Previously, Jay was a commercial litigator and corporate bankruptcy attorney at Skadden, Arps, Slate, Meagher & Flom and Foley & Lardner. He has an undergraduate degree in journalism and earned his law degree from the University of Michigan Law School. Follow him @harringj75.

quinta-feira, 12 de março de 2015

20 Legal Marketing Maxims


Every lawyer wrestles with getting and keeping clients. It is quite normal to constantly wonder: “Where do I start?” “Are we spending enough on marketing … or spending too much on the wrong things?” “What are the right things?” Stop, don’t get all tangled up! Take a break and get back to the basics with legal marketing guru Bob Denney’s 20 marketing maxims, from the Attorney at Work Archives.

  1. Be the best lawyer you can be.
  2. Be afraid. Fear of failure guarantees success.
  3. Don’t sell. Educate. No one wants to be sold legal services. Ask clients and prospects what their problems are, listen to the responses and then educate them on how you can help them.
  4. Focus. Specialize. You can’t be all things to all people.
  5. Have a marketing plan and follow it. Hell is paved with good intentions — and marketing plans that were never implemented.
  6. Market like you were a sole practitioner. If you don’t, you may become one – and then you’ll have to.
  7. Everyone in the firm can be a marketer, from the managing partner all the way down to the messenger.
  8. Current clients are your best sales agents.
  9. With all due respect to social media, relationships and word-of-mouth are still the best forms of marketing and business development.
  10. Your friends may not become clients, but your clients can become friends.
  11. Your next client may be across the table.
  12. To get and keep your client’s business, know his or her business.
  13. Treat every client as if he or she were your only client.
  14. The three keys to delighted clients: Listen and communicate, listen and communicate, listen and communicate.
  15. Under-promise. Over-deliver.
  16. Don’t be afraid to say “yes,” but have the courage to say “no.” To a client, the magic words are: “Yes, if …” or “No, but … .”
  17. Be a problem-solver, not a problem-maker.
  18. Give clients alternatives but don’t stop there. Say, “It’s your decision but I think this is what you should do and these are the reasons.”
  19. Know your competition. It’s just as important as knowing your client.
  20. Ask for the business.

Bob Denney is principal of Robert Denney Associates Inc., providing strategic management and marketing counsel to law firms throughout the United States and parts of Canada for decades. Reports and discussions of other timely issues are posted on his website,www.robertdenney.com.

quarta-feira, 11 de março de 2015

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segunda-feira, 9 de março de 2015

Desperately seeking differentiation in professional services branding

Desperately seeking differentiation in professional services branding By DragonRouge

From our perspective, the world of professional services presents an interesting conundrum. So much intellectual capital, so little visible brand differentiation.
As firms merge, ally and consolidate, everyone wants to talk about their global reach, breadth and depth of capabilities and client-centric service. Partnerships seek the safety of the middle ground in branding exercises and end up shouting the same messages as their peers. Genuine innovation is rare and linking firm strategy to meaningful brand positioning is even rarer. It’s little surprise that everyone ends up looking, sounding and feeling the same and offering near-identical services.
So how might things move forward? We’ve taken a look at three firms that have taken bold stances to see what scope there might be for real differentiation in professional services.
Linklaters
Linklaters was arguably the first London law firm to seriously invest in branding. Since 2002 it has focused on an ambitious purpose of ‘achieving the unachievable’ – both for the partnership and its clients. This boldness is reflected in its arresting and highly distinctive visual style (they ‘own’ pink in the muted colour palette of international law). But these aren't just striking words and pictures. ‘Achieve the unachievable’ is part of a total change strategy, aligned to Linklaters’ driving goal of creating ‘Clear Blue Water’ from the competition. Within a few years, it ruthlessly transformed itself from a mid-sized City outfit to what Legal Week calls ‘one of the world's top law firms’. This scale of change demands real commitment. For Linklaters it has meant shifting to a single-minded PLC-style culture and being unafraid to sacrifice category conventions along the way.
Bluewolf
Another challenger in its category – on a totally different scale – is the management consultancy Bluewolf. Founded on the belief that clients’ needs could be met more flexibly and nimbly than the institutionalised methods of the big consultancies allow, it’s a great example of how to really sell the key asset of any professional services firm: its people. With a remarkably unique tone of voice they capture the essence of what sets them apart. “You can spot a Bluewolf. They’re innovative, entrepreneurial, and most of all, unafraid. Bluewolf team members are not afraid to step outside existing methodologies to find things that work better…. not scared of speaking simply to make complex solutions comprehensible to clients at all levels… They're happy to have nowhere to hide.” And this is just their careers page. Such a clear articulation of culture speaks volumes about the potential difference of experience and outcomes in working for them – and with them.  
Axiom
Finally we come to Axiom Law. Often derided by established law firms for commoditising a venerable profession, Axiom has achieved something truly differentiated in professional services – business model innovation. By recognising the pressures clients are under, and being realistic that not all lawyering requires the same level of intellectual application, they’ve given a more pragmatic answer to the questions circling about the sustainability of the big law model. Other firms have introduced alternative resourcing initiatives, but few have approached the level of category-changing impact. What really sets Axiom apart is the mutual value they offer to lawyers and in-house counsel. It speaks to experienced lawyers disillusioned with the unrelenting demands of firm life and the grinding struggle to make partner. Joining Axiom gives them control over which clients they choose to work with, on which assignments. As Daniel Pink outlines, ‘autonomy, mastery and purpose’ are the ultimate motivators to improve productivity and satisfaction of individuals at work.
So what can we learn about differentiation from these bold professional services brands? 
  • Seek out underserved insights into the individual, emotional needs of clients and industry talent
  • Set out a purpose that goes beyond profit and aligns with corporate strategy – then use it as an organising principle to drive change across your firm
  • Steer away from the superficial and ‘safe’ in messaging – when everyone is big, global, competent and client centric, how do you do this differently?
  • Shape a distinctive style and tone that reflects the personality of your people
  • Stick with it – have the commitment and focus to invest over the long term
Differentiation isn’t easy. But in sectors where firms are rapidly reaching parity on what they can offer, a brand that is bold in articulating how and why you stand apart will always be invaluable. 
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Join Dragon Rouge's Global Corporate Branding Director, Tony Allen and Senior Consultant, Rosa Wilkinson on 17th July for an evening discussion on 'How bold businesses are using differentiation to drive commercial success – and how you can too.


Fonte: http://www.dragonrouge.com/blog/desperately-seeking-differentiation-professional-services-branding

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