Kim TassoManaging Partners’ Forum Awards 2020 – Marketing, client service, innovation, learning and culture change
Posted on: March 16, 2020
I’ve been one of the judges on the annual Managing Partners’ Forum Awards for many years – across a number of categories. I was invited to attend the Awards dinner (again at the Marriot Grosvenor Square) to celebrate with the short-listed firms across three themes – Client, Community and Business. I thought I’d highlight some […]
The growth of MarTech in professional services
Posted on: March 5, 2020
These two articles on the growth of MarTech in professional services were published in the February and March 2020 editions of Professional Marketing Magazine. Wouldn’t it be good if there was a central source of information about marketing automation and technology (MarTech) in professional services – whether in law, accountancy, surveying or consultancy practices and […]
A strategy for developing more private client work
Posted on: September 20, 2019
A shorter version of this article on A Strategy for developing more private client work was published in The Law Society’s Private Client Section in September 2019 https://communities.lawsociety.org.uk/september-2019/workshop-developing-more-private-client-work/6000337.article At the Law Society’s Private Client Conference in June 2019 I presented a short workshop on “Developing more private client work”. The session covered: 1. Develop a […]
Enquiry management: Converting more telephone enquiries with basic sales training
Posted on: July 25, 2019
At a “Business development for lawyers” course a while back the topic that the delegates asked me to write about was that of converting telephone enquiries. More recently, at a practice development course for private client solicitors, the same issue arose and other insights were shared at a recent in-house workshop on the topic. So […]
Structured programmes for Referrer Relationships
Posted on: July 8, 2019
At a recent referrer management course we talked about categorising and prioritising referrers and intermediaries according to the strength and value of the relationship. Marketing and business development teams might develop indicative programmes to show the appropriate relationship management and collaborative marketing activities depending on the stage of the relationship. Structured programmes for referrer relationships […]