Pre-Conference Program Ι Monday, March 27, 2017
LMA QuickStart®—Legal Marketing Essentials
Ever wonder how partners’ comp gets set? How the firm’s annual budget is built? In this session, we throw away the economics glossary to explain in simple terms the business of law.
- A summary of basic law firm economics
- How partner compensation is structured, including the difference between equity and non-equity
- How budgets are built and what affects budgets
- Why partners care about marketing
Director, Practice Group Business Development & Management
Crowell & Moring LLP
In marketing and client development, ethics landmines are scattered throughout the landscape. The risk of rule violations is often greater when using social media and other forms of technology to raise the firm's visibility. In this session, you’ll examine the ethics rules that govern lawyers when marketing services, the challenges of complying when marketing through facets of the Internet, and ways in which firms can ethically maximize their awareness to potential clients..
- The risks involved in tweeting about high-profile clients
- Knowing whether or not to blog about the praise a judge just gave you in a court opinion
- Your lawyers were just listed in the "Top-Notch Lawyers" directory—should you tell the world?
William E. Hornsby
American Bar Association (ABA)
Law firm marketing and client services departments are often resource-constrained because of the constantly expanding roles they’re asked to take on. The good news is that there are a wealth of technology solutions that help legal marketers do their jobs more efficiently. This program will provide an overview of the technologies employed by legal marketers. In addition, you will address how to decide when it is appropriate—based on your firm size and resources—to implement technologies and/or hire consultants to help you implement marketing technologies.
- Operational technologies: Experience databases, CRM, and ERM systems
- Communications technologies: Email marketing and social media tools
- Client development technologies: Research tools, training tools, and development systems
Adam L. Stock
Chief Marketing and Client Services Officer
Allen Matkins Leck Gamble Mallory & Natsis LLP
You’re responsible for persuading others to action—whether it’s a colleague, lawyer, vendor, or client. In this session, you’ll learn how to better read the communication preference of your audience, customize your message accordingly, and successfully move them to action.
- 4 communication types
- Triggers for quickly identifying one’s communication type
- Techniques for customizing your approach so others feel like you’re speaking their language
- How to garner buy-in and approval on projects/initiatives
Equinox Strategy Partners
Learn everything you need to know about business development in this jam-packed session. You’ll gain information about business development best practices, including research, RFP responses, pitch presentations, meeting preparation, lead generation, and business development plans and implementation. You’ll also cover client relations topics, how to learn about business development opportunities, and how to contribute impact through coaching and training your lawyers. By providing the viewpoints of both experience and creative, new energy, this session will leave you with great and easy-to-implement ideas and a solid knowledge base of business development in a law firm.
- Basic elements within the business development function
- How to impact the bottom-line, just by doing research
- The quickest ways to make a great impression on your lawyers
- Using what you already know to make the most of business development efforts for your firm
Director of Business Development and Marketing
Newmeyer & Dillion LLP
Nathalie M. Daum
Regional Director of Business Development and Marketing
Dickinson Wright PLLC
What is a rocket docket... reverse merger... qui tam plaintiff? As a legal marketer, you tell your lawyers that creating loyal relationships with clients requires an in-depth understanding of their clients’ businesses, industries, and objectives. Similarly, it is also imperative that legal marketers understand the business of the clients they serve— the lawyers. In this session, you’ll l learn how to be a strategic business developer and marketer, as well as fluent—or at least conversational—in the basics of litigation and corporate law. This practical, nuts-and-bolts session will give you the basics of litigation and corporate law.
- An overview of the state, federal, and appellate court systems
- The stages of litigation, including motion practice, mediation, arbitration, and trials
- Simplifying complicated—and common—terms and jargon, such as FCPA, FCA, and FLSA.
- Demystifying a court filing
- Understanding the different transaction types, from mergers and acquisitions to financings and capital markets
- The difference between private equity, hedge funds, venture capital, and other investment vehicles
- How to determine if a deal is marketable: Reviewing a deal press release for relevant information
- Tips on submitting to the transactional league tables
Director of Business Development
Manatt, Phelps & Phillips LLP
Chief Marketing Officer
Stradling Yocca Carlson & Rauth
Hear seasoned law professionals discuss their career paths, lessons they learned along the way, and what they have on their plates that would be helpful as you manage upwards. You’ll gain with practical tips and resources, candid insights, and recommendations for resources that will help in your professional journey.
- How did you decide to pursue the career that you are working in today? What was a pivotal moment?
- What are the most pressing challenges you face today?
- What is one characteristic that you believe every leader should possess?
- What traits are most lacking among upcoming leaders today?
- How do you decide who is the best candidate for your team?
- What advice would you give someone going into a leadership position for the first time?
- What are the most useful resources for someone wanting to become a better leader?
- What is an example of a time when you failed and what you learned?
Chief Marketing Officer
Chief Marketing and Business Development Officer
Parker Poe Adams & Berstein LLP
Lisa M. Simon
Chief Client Development Officer
Lathrop & Gage LLP
J. Johnson Executive Search, Inc.