Mysteries of Law Firm Marketing

There are only a few days left to register for the Wednesday, June 21, Webcast "Ongoing Mysteries of Lawyer Marketing" presented by Larry Bodine, management guru, book author and lecturer, and myself. Join us as we identify and solve the most intractable problems and perennial mysteries of business development in professional firms. This is chance for you to ask the questions that keep you up at night.

Join two of the industry's marketing and management thought-leaders as they delve into questions that keep you up at night:

1. Why are clients so tolerant? Why do they continue to allow law firms to operate with poor client service and adverse policies like billable hour pricing, when these have been driven out of most other professions.
2. Why do law firms have a fascination with branding programs when these are demonstrably ineffective?
3. Why do law firms evaluate their marketing success solely on volume of revenues, when it's clear that some work is very profitable (per partner) and other work is not? Why have they not evolved to costing systems?
4. Why are lawyers so willing to lead miserable unfulfilled lives, working harder than anyone else on things they don't particularly care for?
5. Do lawyers distrust each other because of their weird compensation schemes, or do they have weird compensation schemes because they distrust each other?
6. Why are there so many people willing to become law firm marketers when it's a thankless, almost impossible job?
7. Why does everyone keep copying the "size mania" firms, when the most profitable firms are like Wachtell and focus on quality and profits rather than locations, size and volume?

Registration fee: $300.

Registrants are free to make unlimited copies of the handout materials for their own internal use.

This is your chance to ask questions about eternal mysteries like:

1. Why don't law firms have goal-oriented marketing strategies that make them focus on "platinum accounts" but instead let their rosters fill up with $1,500-per year clients?
2. Why do most law firms fail to survey their clients about their satisfaction and inquire into their unmet needs, when it is clear this is what clients want?
3. Why is it so hard to motivate most lawyers to market and to get them to get out of their offices and build revenue-generating relationships?
4. Why do law firms respond to corporate RFPs when many are "wired" or are fee-finding fishing expeditions, and all of them subject firms to penny-pinching procurement processes?
5. Why don't law firms propose the service, problem-solving and cost innovations that their clients eagerly desire -- and when this is the best way to distinguish the firm?
6. Why doesn't cross-selling work in most law firms, when it is such an obvious way to generate more files from current clients?
7. Why don't most lawyers return client phone calls quickly, remain unresponsive in client communications, and fail to keep in-house counsel apprised of their cases and changes in the law?