Business Development

In an increasingly competitive landscape and with challenges from disrupters, the Big 4 and technology, business development has a pivotal role in a law firms’ strategic success and their ability to stand out from the crowd.

In an increasingly competitive landscape and with challenges from disrupters, the Big 4 and technology, business development has a pivotal role in a law firms’ strategic success and their ability to stand out from the crowd.The second edition of Business Development: A Practical Handbook for Lawyers, edited by Stephen Revell from Freshfields, revisits the theory, tools and skills needed to implement effective business development in law firms today. Content covers the practical elements – such as what the perfect pitch looks like – as well as the strategic elements, including the variety of structures and approaches to business development at law firms of all sizes.New chapters focus on technology and digital presence, as well as key client relationship management and the importance of emotional intelligence in successful business development and client retention. Listening to clients is also a key factor in business development, but how often do we really do so? In this edition, client interviews remain an important feature, and we also hear from 10 new General Counsels on what successful business development looks like to them.Business Development: A Practical Handbook for Lawyers is a one stop-shop on business development for law firms, marketing teams and lawyers in private practice. It will also be of interest to in-house lawyers, academics and other professional services providers.

IntroductionStephen RevellFreshfields Bruckhaus DeringerPart I. Overview of business development in a law firmDevelopments in law firm marketingMurray CoffeyRochelle RubinHaynes and Boone LLPBD – The Nuts and BoltsKatie CramondMcDermott, Will & EmeryJulia Randell-KhanConsultantThe variety of different structures and approaches to BDStephen RevellFreshfields Bruckhaus DeringerThe case of Arendt & Medernach in LuxembourgBrian GribbenArendt & MedernachThe case of Creel, García-Cuéllar, Aiza y Enríquez in MexicoAlejandra VasquezCreel, García- Cuéllar, Aiza y EnríquezDivide and conquer: putting structure around key client careWill TaylorWiersholmPart II. ‘The eye of the beholder’ – the client perspective: Interviews with general counselStephen RevellFreshfields Bruckhaus DeringerPart III. Lawyer vs professionalThe lawyer’s role in business development – can lawyers sell?Shelley DunstoneLegal CirclesHow do you teach lawyers to do business developmentTom BirdMøller Professional Services Firms GroupMaking the sale, clinching the deal – the case for a business development teamThorsten ZulaufLaw Firm Change ConsultantsA day in the life of a head of business developmentChristine Liæker LindbergWiersholmMarketing through good HRAndré AnderssonMannheimer SwartlingWhat to do when your clients involve legal procurementSilvia Hodges SilversteinBuying Legal Council; Fordham Law School; Columbia Law SchoolMatt PrinnRFP Advisory GroupPart IV. Communications and PRCommunications and public relations in law firms – connection and contradictionDex Torricke-BartonBrunswick Group LLPThe marketing and advertising of legal servicesSocial media and business development in law firmsNassim GhobrialRainer KasparPHH RechtsanwaltePart V. The future of business development and legal practiceBusiness development in law firms of the future: focus and infrastructureNorman ClarkWalker Clark LLCPotential impact of a rapidly changing legal services industry: emotional competence skills that are most relevant to succcessful business development and client retentionLisa Walker JohnsonWalker Clark LLCTechnologySriram ChakravarthiSAL GroupPart VI. How to do it guideThe 10 fundamental elements of business developmentStephen RevellFreshfields Bruckhaus Deringer