Business Consulting

For The Legal Industry

We are happy to privide you with a short extract of our projects. We of course abide by the industry´s standards and only publish non-anonymous information only after consulting our clients – please see our Clients & Quotes.

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International rankings (Chambers, etc.)

International rankings (Chambers, etc.)

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Initial situation:

– Our client, a top five Swiss business law firm, took part in numerous directories.

– Highly qualitative and quantitative creation of documents was, however, not possible due to time restrictions within the law firm.

– Also, the process of collecting data from the law firm partners was very difficult, as some partners did not provide the information or provided it too late.

– Therefore, our client was underrated in all rankings.

Our delivered solutions:

– Drafting a process for the collection of necessary data that was accepted by all partners.

– Law Business used the primary data (keywords in German/English) and created complete submission texts and documents in English.

– Already after one submission in four legal fields, a considerable increase in ranking was achieved with our support.

– After the second year, the law firm was predominantly ranked in tier 1.

– Additionally, the organised work process as well as taking over numerous text and structuring work, relieved the partners from lots of stress since they did not have to send in the information in the last possible second before the deadline.

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Automatisation of submissions & pitches

Automatisation of submissions & pitches

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Initial situation:

– Our client, an international business law firm, had been compiling submissions for Chambers, Legal 500, etc. for years already.

– There was a large amount of data. However, it was not organised and had to be re-verified for each submission.

– It was, for example, only possible to find out if and in which form cases were used for the submissions in the previous years after tedious comparison of several documents.

– Partners and Business Development / Marketing employees were forced to put aside other tasks in order to make time for Ranking tasks. That lead to massive frustration and a decline in quality. The law firm was already loosing ranking points in certain legal fields and was about to be completely underrated as a whole.

Our delivered solutions:

– After collecting the business requirements, Law Business introduced a trim, low cost software (S – P – M Cockpit) that allows a fast filing of submissions.

– The software is web-based and therefore accessible for all employees from every desk and from on the road.

– At the same time, all submission data can be accessed at the touch of a button, e.g. sorted by “usage in which legal field and which directory“.

– This data is exported directly into the Word document or the corresponding directory format.

– This software also allows to find cases for pitches as well, for example sorted according to legal fields. This does not only support the law firm when it comes to directories but also with sales.

– Our client now can compile the submissions faster by a factor of 10 (!).

– Due to the increased overview no case were submitted double (or triple). On the other hand the name dropping of attractive client names were made much easier.

– And of course frustration sank massively since everybody now had time to perform other important tasks.

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Setup of business development marketing team

Setup of business development marketing team

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Initial situation:

– Our client, an international business law firm, had a historically grown allocation of business development / marketing responsibilities and duties.

– This lead, among other things, to the fact that employees who were not trained for this kind of work (documentation specialist, office manager) only could handle the most necessary tasks. Another reason was that the staff members were not even employed full-time for their initial responsibilities.

– At the same time, some partners had created own business development / marketing departments within the practise groups. Here, too, this doubtful benefit was forced upon employees who were not trained for these tasks. Partially, external contractors (mainly graphic and web designers) were directly charged with work by the practise groups.

– These departments neither were coordinated among themselves nor with the law firm administration.

– This way, at heavy costs, different and uncoordinated messages were sent outwards, which de facto was a self-paid image damage.

Our delivered solutions:

– Definition of the necessary qualifications, responsibilities and size of a business development / market team central to the law firm.

– Creation of search profiles in order to recruit employees.

– Drafting of recruiting interviews in terms of which kind of specialised questions on the topic of business development / marketing should be asked..

– Assessor in selected recruiting interviews. As requested by partners / HR, interviews with potential candidates were also conducted.

– Final selection of candidates from a business development / marketing point of view.

– Introduction of decision-making processes (governance) within the law firm for business development / marketing.

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Workshop „Brand Development“

Workshop „Brand Development“

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Initial situation:

– Our client, an international business law firm, wanted a rebranding of its law firm presentation.

– However, there was no common verbalisation (the “brand vision“) of how the law firm wanted to position itself on the market.

– There was a strong insecurity in terms of market positioning. On the one hand, the firm wanted to address as many client groups as possible. On the other hand, it did not want to present itself as too much of a competitor to other law firms who passed on business as reference partners.

Our delivered solutions:

– All advertising messages (real as well as hidden ones) of the law firm’s competitors were collected and analysed.

– In a workshop lead by Alexander Gendlin, the content for the positioning of the law firm in the market was developed.

– This content outlined the unique selling proposition of the law firm in the market and served as a basis for the phrasing of advertising messages as well as for the whole advertising campaign for the law firm.

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Coordination of sales processes

Coordination of sales processes

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Initial situation:

– Our client, a large Austrian business law firm, tried to achieve more acquisition through numerous sales measures.

– The coordination between partners, however, was insufficient. Due to this, different messages and sales pitches were sent out, partially to the same (!) contacts.

– There was no cross-selling between the legal fields due to poor coordination on the one hand, and, on the other hand, due the lack of documents which should show the necessary connections and interdependencies between the legal fields.

Our delivered solutions:

– We analysed the sum of the different sales documents and developed coherent cross-selling messages.

– At the same time, we specified the sales arguments for each legal field more clearly.

– The presentation documents for pitches were set up as a modular system that could be managed by the law firm itself.

– We also interlinked the submission documents (Chambers, etc.) with the sales presentations. For example, quotes from the directories were directly integrated into the sales documents.

– Cross-selling was rebuilt completely based on the newly developed documents and messages.

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Creation of an advertising plan

Creation of an advertising plan

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Initial situation:

– Our client, a German business law firm, had invested into numerous advertising measures (ads, events, etc.).

– The selection of measures had grown historically.

– This growth was not controlled centrally and had no underlying advertising strategy.

– This way, more than 80% (!) of the marketing budget was invested in inapt measures.

– At the same time, potential clients no longer knew what the law firm stood for, because many different advertising messages were communicated.

Our delivered solutions:

– The existing measures were verified in terms of their efficiency and suitability for the law firm.

– At the same time, new measures were evaluated that were tailored to the different target groups of the law firm (clients, reference business partners, peers, potential employees, journalists).

– The result was the creation of an advertising plan for the law firm.

– The plan now allowed to use a smaller (!) marketing budget than before.

– Due to coordinated and tailormade measures the plan allowed for a much more effective use of the financial means at hand.

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Business model adjustment

Business model adjustment

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Initial situation:

– Our client, an international business law firm, had fallen back in competitive ability with the existing business model.

– Apart from small modifications, the services were offered as they had been ten years ago.

– Due to differences in opinion within the partnership, there was hardly any cross-selling and further development of the existing services. The fear of internal rivalry paralysed all new impulses.

– At the same time, the partnership was aware of the fact that acquisition and business development was way behind the level of the competitors.

Our delivered solutions:

– Evaluation of the existing services in terms of optimisation.

– Creation of a clear, objective overview of the existing and future business-related development with the aid of KPI (Key Performance Indicators). This overview was accepted by the partnership as the basis for all future decisions.

– Development of incentives for cross-selling and development of new services.

– Implementation of the service adjustments as well as the cross-selling processes.

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Inhouse Counsel – Law firm evaluation

Inhouse Counsel - Law firm evaluation

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Initial situation:

– Our client, in-house counsel of a large bank in Switzerland, had to select a law firm to work with his bank.

– Since the decision-makers were not happy with the shortlist they wanted new proposals based on quantifiable criteria.

– Although the in-house counsel personally knew the industry very well, quantifiable criteria could not be found easily.

Our delivered solutions:

– Providing a quantifiable assessment scale for the selection of law firms.

– Joint selection of three law firms for the final selection from a population of 15 names.

– Creating of arguments for selection of the three last names (advantages / disadvantages of scale in conjunction with our scaling model).

– Joint presentation of results to the decision makers.

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