Ideas

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March 2009 - More Partner Income

More Partner Income

Syndication

  • Martindale-Hubbell Connected Launches Networking for Lawyers

    Social networking has evolved significantly from pressing the flesh at boring seminars and dinner events to the online world of LinkedIn and other such sites, and at LexisNexis we're proud to be a part of that world now. Today marks the launch of Martindale-Hubbell Connected. At Redwood we have always endorsed the idea of business development from within - it's easier, faster, and less expensive to bring in new business from existing clients than to pound the pavement in search of new clients, and given today's economic client, this is even more important. However, the cost effectiveness of online networking can change that equation. The opportunity to connect online in a private, authenticated network with General Counsel and other legal professionals across the globe through existing trusted relationships is one key to the success of business development in a time of budgetary constraints.

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  • LEVERAGE: Friend or Foe of Maximized Profits per Partner?

    There has been a significant amount of debate on the subject of leverage over the past few weeks, and there appears to be some passion around the concept. Articles have attempted to show that it does not work, while others tout its value. My belief is that regardless of economic conditions, more leverage is better than less leverage if the end goal is generating the maximum possible Profit Per Partner ($PP).

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  • Too Good To Be True

    Travelling from firm to firm I have heard many stories about risky clients that have been taken on within the recent past.   Some of these clients promised big returns on contingency cases, yet even though the likelihood of success was slim the firms took on that work. Why you may ask? Well, in this down economy where attorneys are starved for hours worked the mere chance that maybe just maybe they could win made them take on the matter.   How did it turn out? Nine times out of ten, just as you would expect. Resources were poured into the case, the firms played with house money and at the end of the day there was absolutely no return.  

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  • The Lost Measure: Cost of Capital - Stress Test Your Firm

    When I started working with law firms in 1999, I used to have heated (and futile) debates about the importance of the time value of money in assessing firm (or practice, billing lawyer, etc.) performance. My argument was simple. Take the law firm business model to any venture capitalist and pitch them: "I have a great business for you. An illiquid minority position in a talent-based, service business with few tangible assets, subject to capital calls. What do you think?" The scenario provoked a lot of chuckles. When I then suggested that the minimum necessary return for that scenario was probably north of 50%, outrage ensued. Cash, after all, was cheap (multiple people suggested Libor as a cost of capital) and easy to get. Collections were predictable. I think it's time to revisit the argument.

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  • RFPs: A Necessary Evil

    As we’re all aware, in today’s economic climate there is a big focus on cost reduction.   It’s no surprise, then, that RFP’s are being used with even greater frequency by purchasers of legal services. The concept is not new, but the extreme focus on price across a large percentage of those companies probably is. For law firms, this is not a happy consequence. Law firms incur significant expense by simply responding to RFP’s, with no guarantee of work at the end of the process. Of course, a primary reason for companies using RFP’s to begin with is to get the lowest price across all parties—which means that the “winner” of the RFP may not be getting profitable work. In an RFP process, it’s not a guarantee that the lowest price will get the business, but it’s nearly certain that “bidders” with pricing substantially above the lowest prices will be eliminated quickly from consideration.

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  • Closing the Barn Door

    It seems like every article, blog, lecture, or memo now starts out with the words, “In these economic times,” and then goes on to explain what should be done. In fact, I am sure we could find many articles starting out with some slight variation of this premise reading back a few days in this website. While many of the business practices and choices currently being made are a direct result of the poor performance of the economy in general, from a management consulting standpoint, there is nothing like necessity to make people actually take notice of good ideas. I would surmise that if you are using the current market conditions to employ a sound business decision, you are probably well behind the curve. A good idea today was probably a good idea 2 or 3 years ago in the days of double digit growth.

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