Marketing & Business Development

Q&A: Andrea Michaels – You’re a good lawyer, but how do you rank as a business or people person?

[Australasian Law Management Journal,General Management,Marketing & Business Development,People Management(HR),Strategy & Leadership] January 24, 2019

In our Q&A, NDA Law founder and managing director Andrea Michaels explains how she wants to break down barriers between budget-conscious clients and the law; why she doesn’t believe in time-based billing; and how she came up with a novel name for the South Australian firm.   Since opening its doors in 2015, NDA Law […]

Why law firms need to think differently – and smarter – about AI

[Australasian Law Management Journal,General Management,Marketing & Business Development,Strategy & Leadership,Technology] January 20, 2019

A new conversation is required within law firms about artificial intelligence to ensure lawyers understand the tasks it can truly tackle, in turn allowing firms and their clients to benefit from this disruptive force, writes Jordan Furlong. We need a new way to talk about artificial intelligence in the law. I am seeing a lot […]

Q&A: Tamsin Webster – “It’s important to try hard, but to leave work at work and not dwell on your mistakes.”

[Australasian Law Management Journal,General Management,Marketing & Business Development,People Management(HR),Strategy & Leadership] December 24, 2018

In this Q&A, Maddocks Senior Associate Tamsin Webster comments on her passion for pro bono work; her recognition as Young Lawyer of the Year; and the lessons from senior lawyers that she is now passing on to others. Congratulations on your recent Young Lawyer of the Year award from the Law Council of Australia for […]

Why your firm should treat client complaints as a Christmas gift

[Australasian Law Management Journal,General Management,Marketing & Business Development,People Management(HR),Strategy & Leadership] December 13, 2018

Rather than viewing client complaints as an affront to your firm and your lawyers, it is time to treat such feedback as a gift that can build stronger client-firm relationships, writes Trish Carroll. Complaints are a form of useful feedback. Proactively eliciting and acting on client feedback is a great way of receiving complaint ‘gifts’. […]

Q&A: Marianne Marchesi – “I’d been frustrated with the more traditional way of doing things in law and I realised if I wanted to do it differently I had to do it myself.”

[Australasian Law Management Journal,General Management,Marketing & Business Development,People Management(HR),Strategy & Leadership] November 29, 2018

In this Q&A, Legalite founder and principal lawyer Marianne Marchesi comments on why she wants to empower women and other lawyers; explains how her firm has achieved a swag of awards; and outlines the reasons for embracing fixed fees. You started the firm almost two years ago as a sole practitioner. Can it be challenging, […]

15 big questions for law firms making the switch to value pricing

[Australasian Law Management Journal,Finance & Accounting,General Management,Marketing & Business Development,Strategy & Leadership] November 21, 2018

In this article, John Chisholm explains some of the key considerations for law firms that are considering moving from time-based billing to value pricing – and the key pitfalls to avoid. 1. A lot has been written about why firms should switch from the billable hour to value-based pricing. How difficult, though, is it for firms […]

High potential price to pay if you procrastinate over legal administration

[Australasian Law Management Journal,Finance & Accounting,General Management,Marketing & Business Development] October 30, 2018

Putting administrative tasks on the backburner is commonplace for lawyers as they focus on fee-earning work, but such complacency can be dangerous for firms in a regulatory and reputational sense, writes Peppy Mitchell. Procrastinating and under-resourcing when it comes to back-office operations and non-chargeable tasks is a risky move. While performing administrative work may not […]

Q&A: Henry Kalus – “There’s no point having lawyers who work from 7 o’clock in the morning until 10 at night and who have no private life and are miserable.”

[Australasian Law Management Journal,General Management,Marketing & Business Development,People Management(HR),Strategy & Leadership] October 26, 2018

In this Q&A, Kalus Kenny Intelex founder Henry Kalus explains why putting people before profits is crucial for a firm’s success; why his embrace of flexible work practices is a throwback to his childhood; and why there are synergies between owning race horses and running a law firm. You recently celebrated the 25th anniversary of […]

The critical interplay between people management, productivity and profitability

[Australasian Law Management Journal,Finance & Accounting,General Management,Marketing & Business Development] October 16, 2018

Poor profitability can plague law firms unless they address complementary factors relating to salaries, effective use of human resources and clarity around staff KPIs, writes Rob Knowsley. Let us get the profit imperative out of the way right up front. Profit is very important for all businesses, including law firms. There is not enough scope […]

Latest news – Herbert Smith Freehills tops rankings; Freelance lawyers loving the freedom; Tech skills need ramping up

[Australasian Law Management Journal,General Management,Marketing & Business Development,Strategy & Leadership] September 17, 2018

Survey identifies leading ‘attraction’ firms According to a new survey, the top three “attraction” firms in the Australian legal market are Herbert Smith Freehills, King & Wood Mallesons, and Allens. The research, conducted by Momentum Intelligence, lists the firms that are considered to be the most attractive to Australian lawyers. The Top 25 Attraction Firms […]