FoonbergLaw.com - SECTION B - WHY AND HOW THE LAWYER MUST CONSIDER PRACTICE DEVELOPMENT

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SECTION B - WHY AND HOW THE LAWYER MUST CONSIDER PRACTICE DEVELOPMENT

Planning for successful practice development. Winners plan. Losers take whatever walks in the door or calls on the telephone. Understanding yourself and what you want and understanding the clients you want. Make your practice more fun and more profitable.. See table of contents. (Includes chapters B1 - B8)
Format: pdf	Price: $9.95

B-1 USE MARKETING TECHNIQUES THAT YOU ARE COMFORTABLE WITH “IF IT IS FUN, IT WILL GET DONE” Getting and Keeping Good Clients can be fun as well as being profitable if you have the right attitude and are doing things you enjoy doing. This chapter can help you develop the right attitude.
Format: pdf	Price: $.99

B-2 WHY PRACTICE DEVELOPMENT IS ESSENTIAL Keeping statistics for client development is a relatively new concept. I have seen many differing numbers. A statistic that makes sense to me after 40 years of practice is that every law practice will lose about 40% of their existing client and referrers over a period of 5 years. There is no doubt that a stream of new clients is always necessary. This chapter will give you 11 good reasons for ongoing practice development.
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B-3 PRACTICE DEVELOPMENT LEADS TO A HIGHER LEVEL OF PROFESSIONAL PRACTICE It is sometimes difficult to both do the legal work and bring in the legal work. Intentionally devoting time to client development both raises the level of law you practice and helps devote your energy and time to those things only you can do well. This chapter will give you some things to consider when deciding where to devote your time
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B-4 INCREASING YOUR NET PROFIT BY GETTING MORE CLIENTS AND CASES This chapter will demonstrate why your management time is usually better spent on marketing than expense reduction.
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B-5 WHY YOU SHOULD UPGRADE YOUR PRACTICE When and how should you consider “upgrading” your practice and what are the benefits? This chapter outlines the necessary steps in the promise of upgrading your practice.
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B-6 WORK GENERATES WORK GENERATES WORK (FOONBERG’S THIRD RULE) Hopefully, this chapter will motivate you to do better work for your existing clients which is time, energy and money better spent than the time energy and money spent chasing new clients.
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B-7 THE IMPORTANCE OF PLANNING OR “WOODSMAN, SHARPEN YOUR AX” This chapter is one of the most commonly reproduced chapters in legal journals and periodicals. It is often quoted. It is often plagiarized. It is worth reading and giving you impetus to improve what you are doing.
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B-8 ANALYZE YOUR EXISTING PRACTICE STRENGTHS, WEAKNESSES AND CLIENT SOURCES AND WORK ON THEM This chapter is a simplified, legal marketing oriented application of the old management tool of SWOT (Strengths Weakness Opportunity and Threats). It will help you think about where you want to go with your practice.
Format: pdf	Price: $.99

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