tl;dr – a Primer on Managing External Legal Providers

In short, I wrote a primer for the Buying Legal Council on making service delivery reviews a core tenant of an external provider program. I think you should read it. It is probably shorter than the post that follows. For those who are not yet Internet speak aficionados, tl;dr stands for ‘too long; don’t read’ (editor). So read on…
For those who are not yet Internet speak aficionados, tl;dr stands for ‘too long; don’t read’ (editor).
Please read on…
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Lost in translation: BigLaw’s communication (and trust) issues

Today celebrated BigLaw leader, chairman emeritus of Seyfarth Shaw LLP, Stephen Poor contributes ‘Lost in translation: BigLaw’s communication (and trust) issues‘ to The Dialogue.  

We talk a lot about the change needed in pricing legal services. The reality, however, is that the impetus for change in pricing structures will come from the corporate buyers, not the BigLaw sellers, of legal services. In fact, law firm leaders have consistently acknowledged this in every Altman Weil survey for the past 5 years: 66% or more of firms offering services on an alternative fee arrangement (AFA) basis did so “in response to client demand,” rather than acting proactively out of a belief that new pricing models will create a competitive advantage.

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Law Firm Profitability + Service Delivery: What the Altman Weil Survey Says

In today’s post, Law Firm Profitability + Service Delivery Ron Friedmann analyses data from the recent Altman Weil Survey in the US to show just how internally-focused BigLaw firms can be. Ron’s message is telling: The raison d’être for any professional services firm is service to clients. Its profitability is a function of the extent a firm does this successfully and sustainably.

Law firm management needs to think more about their clients. Right now, they expend more energy on boosting profitability with inward measures than they do on client service. That cannot be sustainable. 

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Large law firms must improve client service delivery

Today, regular contributor Ron Friedmann, provides readers with a glass half-full tour de force on why Large Law Firms Must Improve Client Service Delivery. Ron examines the critical importance for clients and firms of differentiating one large law firm from another. 

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The search for new opportunities in the legal market

Why ‘Blue Ocean’ strategy may work for law firms is the sub-title of Aric Press’ post on The Dialogue today: The Search for New Opportunities in the Legal Market. Read why in this most thoughtful of essays.

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Legal marketing spend is up, so is client dissatisfaction. Now what?

Competition for corporate legal work is keen, writes Mark Cohen in Forbes in April.

Law firms vie with each other for a shrinking segment of outsourced legal work. Corporate legal departments and a growing array of well capitalized, tech and process savvy service providers now account for an almost 50% of legal spend. It’s not surprising, then, that law firms are stepping up investment in marketing and business development activities. Will this narrow the growing delta between rising demand for legal services and declining call for law firms? Short answer: not unless law firms address the myriad of reasons for client dissatisfaction as well as differentiate themselves.

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