Law Firm Management

Showing 193–208 of 216 results

  • Podcasting – Tune into a new marketing tool

    Spring 2009
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 391

    Abstract: Imagine having a radio show that enables you to share your legal knowledge with hundreds of listeners but without high production costs and complicated equipment — that’s what podcasting is like. When done right, podcasting can showcase your firm’s vision, values, culture and other attributes to keep you connected with existing clients while also increasing your ability to reach a wider market and recruit new associates. To ensure you’re sending the right signal, look over this brief article for effective strategies you can implement.

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  • In a down economy, think long term

    Spring 2009
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 604

    Abstract: As law firms deal with the impact of the economic downturn, a natural reaction may be to hunker down and wait out the financial storm. But it’s during adverse economic times that firms have the opportunity to take stock and strengthen their internal functions. This article offers strategies you can use to make the best of a difficult situation and put your firm in a strong position when things improve.

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  • How to reduce write-downs and boost collections

    Spring 2009
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 983

    Abstract: Want to improve your firm’s cash flow and net profit? Who doesn’t? Start by getting control of write-downs that occur during the billing process and implementing effective collection practices today. This article explores tactics, such as implementing billing control procedures, requiring an explanation of all fee write-offs, ramping up collection efforts and more.

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  • Strategic planning: A must-do for law firms

    Spring 2009
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 992

    Abstract: Strategic planning has evolved significantly from a trendy buzzword in the early 1980s to a must-do process that helps firms prepare for long-term goals and increase profitability. But many law firms don’t have a strategic plan. Why? Some consider the planning process to be too time-consuming and distracting from work that’s perceived as more important, such as business development and client relations. Others view the process as immeasurable, and therefore futile. Still other firms may not get the necessary support from partners and other leadership, which can doom the process from the outset. This article reviews the many benefits to strategic planning that shouldn’t be overlooked and explains how to make the process less difficult than it may sound.

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  • Is financial danger ahead for your firm?

    Winter 2009
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 316

    Abstract: Like the rest of the business world, the legal industry is feeling the pinch of the credit crunch and tight economy. Is your firm like others that are struggling with lagging profitability? This brief article reviews how to assess your firm’s health to determine if serious financial trouble is ahead.

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  • Game on – Tracking trends affecting your clients helps keep them — and you — on top

    Winter 2009
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 680

    Abstract: As the legal industry becomes increasingly competitive, it’s not enough to stay on top of your game. You must help your clients do the same by researching and tracking issues and trends that affect their businesses. Ensuring your clients dodge potential threats and maximize opportunities within their industries will help you score big points with them and set you apart from the competition. This article outlines steps your firm can take, including online resources to review, to help clients in this area.

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  • Don’t let partners’ relationships retire with them

    Winter 2009
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 1003

    Abstract: Partners build valuable relationships during the course of their careers — relationships with clients, businesses, community organizations and many other influential contacts. But when a partner retires, those relationships often retire with him or her and are forever lost to the firm. Fortunately, this doesn’t have to be the case. This article explains how, with some planning and cooperation from the departing lawyer, you can maintain vital clients, contacts and resources after a partner leaves.

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  • Thanks, but no thanks – Signs you may want to decline a prospective client

    Winter 2009
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 965

    Abstract: During tough economic times, no firm wants to turn away new clients or business. But the fact is: It’s never a good time to relax your client-screening process and standards. Having an effective intake process enables you to assess potential clients from a strategic, operational and risk standpoint, helping you to head off “bad business.” This article looks at reasons to say “no” to a prospect.

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  • IRS increases standard mileage rate for auto expense deduction

    Fall 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 351

    Abstract: With today’s high gas prices, you’ll want to be sure you’re deducting auto expenses when you can. Fortunately, earlier this year the IRS increased the standard mileage rate that you can use when calculating your business auto expense deduction. This brief article reviews the changes and the two methods used to calculate the deduction.

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  • Enhance profitability with the right cost-recovery system

    Fall 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 803

    Abstract: In today’s tough economy, finding ways to improve profitability is vital. Revenue-generating strategies such as expanding your client base, ramping up marketing efforts and cross selling your services can help boost your firm’s bottom line, but another important strategy is controlling costs. This article explains how a cost-recovery system can help you to pinpoint your spending, devise a plan to make necessary cuts — and even bill more back to clients. (Updated 12/14/12)

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  • Is your firm utilizing paralegals as profitably as possible?

    Fall 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 790

    Abstract: Paralegals play a key role in the delivery of legal services. They also should play an important role in your firm’s plan to maximize profitability, productivity and efficiency. This article looks at how to boost the skills and knowledge of these legal professionals. (Updated 1/4/12)

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  • Compensating the unique practice partner

    Fall 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 955

    Abstract: Partner compensation can have a significant impact on the partnership. Based on perceived fairness or unfairness, it can be constructive, creating a happy partner alliance, or destructive, causing partnerships to all but crumble. This article offers insight into this unique aspect of firm management, including factors that make a practice unique and compensation options.

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  • It’s about time: Fair and accurate billing

    Summer 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 316

    Abstract: Clients may not read every line of the contracts and other legal documents you prepare for them, but they do comb through your time entries to ensure they’ve gotten what they’re paying for. So it’s wise to invest the effort to show clients that your entries are fair and accurate. This brief article looks at three strategies that will help your bills do just that. (Updated 12/14/12)

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  • Why emotional intelligence is just as important as legal skills and experience

    Summer 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 765

    Abstract: Law firms generally look at lawyers’ academic performance, experience and technical skills when assessing whether they’re viable candidates for the firm. But emotional intelligence — a person’s social and emotional functioning or “soft skills” — is another gauge you can use to measure the potential future success of lawyers you’re thinking about hiring. You can also use it to help identify future firm leaders. Fortunately, people don’t have to be born with emotional intelligence; with proper training they can develop it. This article explains how you can enhance your lawyers’ job satisfaction and run your office more smoothly by understanding emotional intelligence.

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  • Deterring financial fraud

    Summer 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 959

    Abstract: The Association of Certified Fraud Examiners estimates that employee fraud accounts for around $638 billion in losses each year, with most fraudulent acts being committed by trusted employees. Employees engage in a variety of financial crimes against their employers, ranging from fraudulent billing to misappropriating assets. There are no sure-fire methods for stopping these acts, but there are precautions you can take to help protect your firm. This article reviews strategies, including recognizing the signs of danger, separating accounting functions and partnering with your CPA.

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  • How effective is your business intake process?

    Summer 2008
    Newsletter: Law Firm Management

    Price: $225.00, Subscriber Price: $157.50

    Word count: 943

    Abstract: A well-crafted business intake process can improve the quality of a firm’s clients, enhance client relationships and streamline other business processes — all of which contribute to an increase in the firm’s bottom line. Yet some firms’ intake processes are hit and miss, or nonexistent. Whether you need to refine your existing process or develop a new one altogether, there are several important points to consider. This article explores those key points, which include profitability and conflicts of interest. (Updated 1/4/12)

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