Tim Collins shares lessons he learned over 16 years as Practice Director of a barristers' chambers, including No. 6, on marketing strategies with limited budgets. He emphasizes keeping marketing simple, putting oneself in clients' shoes, being responsive to complaints or recruitment feedback, standing out with bold advertising, and training colleagues on marketing concepts to gain support for new ideas. Collins advocates embracing change, making time for strategic thinking, and testing new ideas through pilots to stay ahead of the competitive legal market.
Five keys to achieving entrepreneurial excellencehrt4
This document provides advice from successful entrepreneurs on keys to achieving excellence. [1] Carol Frank outlines five rules learned from mistakes including not believing bigger is better, putting all eggs in one basket, neglecting employees, trusting everyone, and ignoring finances. [2] Mark Graham discusses ten "commandments" Goldman Sachs used for business growth such as focusing on important clients and relationships. [3] Ravi Todi explains how embracing change, like merging his company, allowed for growth. [4] John Jankowski draws parallels between motorcycle racing and business regarding preparation, managing fear, and focus. [5] Michele Hecken outlines steps for leading a company while traveling including maintaining communication and transparency.
This document provides advice for associates preparing for interviews at new law firms. It discusses assembling necessary documents like resumes and writing samples, researching potential opportunities, expectations for initial meetings, how to structure questioning to determine a firm's value and costs, common steps in the interview process, managing interview fatigue, evaluating options, negotiating compensation packages, and properly leaving a current firm. Associates are advised to qualify opportunities, establish their value, consider cultural and practice area fits, and maintain professionalism throughout the process.
What to-do-if-you-are-a-law-firm-partner-without-businessBCG Attorney Search
Are you stuck at a firm that doesn’t encourage your business development? Are you not gaining the experience you hoped for? Learn what your options are in this article.
What to-do-if-you-are-a-law-firm-partner-without-businessBCG Attorney Search
Are you stuck at a firm that doesn’t encourage your business development? Are you not gaining the experience you hoped for? Learn what your options are in this article.
This document outlines 7 laws of network marketing leadership according to Randy Gage based on his 25 years of experience. The laws include leading yourself first, growing your people so they grow the network, leading rather than managing people, developing belief in followers not just the leader, not expecting everyone to lead, nurturing followers' success, and developing new leaders. Gage encourages sharing the information freely and working together as a profession to build a bigger opportunity for all.
How to contact decision makers: Experts weigh in
It doesn’t matter how great a product or service your small business offers if you cannot get it in front of a decision maker. By pitching to the wrong person you decrease your likelihood of making the sale. So what is the best way to contact a decision maker?
To help you sort through it all, we’ve reached out to a panel of sales and small business experts and asked them all a single question: “What is the best way to contact a decision maker to pitch a sale?”
Five keys to achieving entrepreneurial excellencehrt4
This document provides advice from successful entrepreneurs on keys to achieving excellence. [1] Carol Frank outlines five rules learned from mistakes including not believing bigger is better, putting all eggs in one basket, neglecting employees, trusting everyone, and ignoring finances. [2] Mark Graham discusses ten "commandments" Goldman Sachs used for business growth such as focusing on important clients and relationships. [3] Ravi Todi explains how embracing change, like merging his company, allowed for growth. [4] John Jankowski draws parallels between motorcycle racing and business regarding preparation, managing fear, and focus. [5] Michele Hecken outlines steps for leading a company while traveling including maintaining communication and transparency.
This document provides advice for associates preparing for interviews at new law firms. It discusses assembling necessary documents like resumes and writing samples, researching potential opportunities, expectations for initial meetings, how to structure questioning to determine a firm's value and costs, common steps in the interview process, managing interview fatigue, evaluating options, negotiating compensation packages, and properly leaving a current firm. Associates are advised to qualify opportunities, establish their value, consider cultural and practice area fits, and maintain professionalism throughout the process.
What to-do-if-you-are-a-law-firm-partner-without-businessBCG Attorney Search
Are you stuck at a firm that doesn’t encourage your business development? Are you not gaining the experience you hoped for? Learn what your options are in this article.
What to-do-if-you-are-a-law-firm-partner-without-businessBCG Attorney Search
Are you stuck at a firm that doesn’t encourage your business development? Are you not gaining the experience you hoped for? Learn what your options are in this article.
This document outlines 7 laws of network marketing leadership according to Randy Gage based on his 25 years of experience. The laws include leading yourself first, growing your people so they grow the network, leading rather than managing people, developing belief in followers not just the leader, not expecting everyone to lead, nurturing followers' success, and developing new leaders. Gage encourages sharing the information freely and working together as a profession to build a bigger opportunity for all.
How to contact decision makers: Experts weigh in
It doesn’t matter how great a product or service your small business offers if you cannot get it in front of a decision maker. By pitching to the wrong person you decrease your likelihood of making the sale. So what is the best way to contact a decision maker?
To help you sort through it all, we’ve reached out to a panel of sales and small business experts and asked them all a single question: “What is the best way to contact a decision maker to pitch a sale?”
The document provides a 10-item list of tips for personal branding, with each item explained in 1-3 paragraphs. The overarching tips are to authentically position yourself as compelling and differentiated by focusing on creating value for others, telling engaging stories, and being confident in networking to attract your target audience.
The document discusses why traditional marketing methods are failing businesses today and provides nine ideas for a more effective marketing approach focused on identifying the right customers, eliminating the wrong ones, revolutionizing the business, delighting customers, and turning delighted customers into devoted ones through great customer experiences and service. The overall message is that businesses need to find new and different ways of attracting, engaging, and retaining customers in today's competitive landscape.
This document provides guidance on hiring sales development representatives (SDRs). It begins with an introduction stating that traditional sales models are changing and technical sales skills are increasingly important. It then covers topics like who SDRs are, what they do, how much they should be paid, and what motivates them.
The document discusses building a successful SDR team through initiatives like establishing clear career paths for advancement. It also shares insights from an interview with the senior director of sales development at Achievers, who discusses strategies like differentiating their company to attract top talent and focusing on culture, growth opportunities, and celebration over tolerance. Finally, it provides recommendations for setting up an effective SDR hiring process and interview framework.
The document provides 8 tips for starting a business for those who want to be their own boss but don't know where to start. The tips include taking responsibility for your circumstances, identifying the right business for you by doing what you know or solving common problems, creating a basic business plan, understanding your target market, managing personal finances, building a support network, focusing on creating value for customers, and getting the word out about your business using various marketing methods.
An Introduction to Hiring for the Modern SDRMeghan LaTorre
This document provides an overview of hiring for the modern Sales Development Representative (SDR) role. It discusses that traditional sales models are becoming obsolete and technical sales skills are in high demand. The modern SDR acts as a liaison between marketing and sales using technical skills like prospecting on LinkedIn and qualifying leads. An interview with the Senior Director of Sales Development at Achievers discusses how he built a successful SDR team by focusing on strategy, people, processes and technology, and providing a clear career path for SDRs to develop skills and be promoted over time.
Starting up a business has many challenges and demands. This paper from Swystun Communications provides ways and examples for how branding can better ensure success if the focus is there from the start.
This document discusses keys to relationship selling, including techniques like professionalism, empathy, kindness, phone etiquette, email etiquette, and strong sales presentations. The main points made are:
1) Relationship selling is about building friendships and listening to customer needs, showing interest beyond transactions through empathy, which can make the difference between being a vendor and a valuable resource.
2) Kindness towards coworkers is important, as their support is needed for success, and customers will appreciate a company where employees feel valued.
3) Phone etiquette like smiling, using the caller's name, and asking about their day helps create a positive interaction and leads to more business.
4) Emails should focus
The document provides tips and advice for starting a new business from experts who have started their own businesses. It discusses researching market opportunities, developing a business plan, choosing a business structure, financing, hiring staff, branding, marketing the business, and common mistakes to avoid. The key steps outlined are researching your business idea, writing a business plan, registering your business as the proper structure, obtaining financing and suppliers, hiring staff if needed, developing a brand and marketing strategy, and getting the word out about your new business.
1 1 11 Co Biz Magazine Colorado’S 25 Most Powerful Sales Peoplemschmidlen
1) The document profiles 25 of Colorado's most powerful salespeople as nominated through an online newsletter and write-ins.
2) It provides brief summaries of several salespeople, including their roles, sales achievements, sales philosophies, and tips for success.
3) The salespeople represent a variety of industries and have found ways to adapt their strategies and succeed despite the economic downturn.
This document provides an overview of niche marketing for copywriters, focusing on specific lucrative niches such as writing direct mail for financial services and newsletters. It discusses the benefits of specializing in a niche market and provides tips for positioning yourself as an expert, including staying informed on industry news and publications. Specific recommendations are given for writing successful direct mail materials for the financial industry, including following a proven structure and gathering necessary background information on existing marketing campaigns and target audiences.
Leighton Taylor is a recruitment consultancy that specializes in marketing, business development, research, and knowledge management roles for professional services firms. They have extensive experience recruiting for legal, accounting, property, and management consulting clients. They differentiate themselves through their consultants' deep expertise in these professional services sectors, which allows them to understand clients' needs. They emphasize professionalism, honesty, and delivering a high-quality service.
This document discusses network marketing and compares it to traditional employment, self-employment, business ownership, and investment. It argues that network marketing allows individuals to leverage their time and build networks in a way that can generate significant wealth. The key aspects that make network marketing legitimate are that income is based on product sales and movement rather than recruitment alone, anyone can rise to the highest levels based on their own performance, and there are no barriers limiting advancement. Overall, the document promotes network marketing as a model that can provide financial freedom for average individuals.
This eBook walks real estate agents through making the most of their natural spheres of influence. New agents and veterans alike will benefit from maximizing their already-existing networks to grow their business.
The document provides advice for building a marketing plan and discusses key considerations such as understanding the difference between sales and marketing, knowing what you are really selling, understanding your brand, having a clear story, focusing on customers, determining if social media is appropriate, maintaining consistency, being ready to evolve strategies, spreading your own message through community involvement, and how to hire an agency. The overall message is the importance of thorough discovery and understanding your business, customers, and brand before developing a marketing plan and strategy.
The document discusses reasons why attorneys may want to leave their current law firm and look for a new job, including to get a higher salary, gain exposure to more sophisticated legal work, or get better training opportunities. It provides examples of how moving to a more prestigious law firm can significantly advance one's career, while moving to a less prestigious firm could hinder career progression. The document also discusses factors like compensation, quality of life, location relative to family/partners, and work-life balance that attorneys should consider when deciding whether to change law firms.
The document discusses 15 reasons why attorneys may want to leave their current law firm and look for a new job, including to get a higher salary, gain exposure to more sophisticated legal work, or be closer to family. It notes that the decision to change firms can positively or negatively impact one's career, so it is important to carefully evaluate the reasons for leaving.
Thinking of leaving your law firm and finding a new job? If you are experiencing any of the fifteen reasons discussed below, it is time to start your search.
The document provides a historical overview of the evolution of legal marketing from the 1970s to present day. It discusses several key events and developments:
1) In the 1970s, the Bates v. State Bar of Arizona Supreme Court decision allowed lawyers to advertise for the first time, leading to a rise in consumer-oriented personal injury advertising.
2) In the 1980s, some large law firms began hiring in-house marketers and forming marketing associations as the profession started to view law as a business.
3) Throughout the 1990s and 2000s, legal marketing became more sophisticated with the use of brochures, newsletters, websites, and other tactics. Creative campaigns also started to emerge during this period
The document describes the characteristics of a good graph, including using a ruler, giving the graph a title, labeling the axes and including units, numbering the axes such that the graph takes up half the page and numbers increase in consistent intervals, and drawing a best fit line rather than connecting data points. It then provides an example of a bad graph that lacks clear labels and spacing and wastes space, and notes issues one could find with it.
The document provides a 10-item list of tips for personal branding, with each item explained in 1-3 paragraphs. The overarching tips are to authentically position yourself as compelling and differentiated by focusing on creating value for others, telling engaging stories, and being confident in networking to attract your target audience.
The document discusses why traditional marketing methods are failing businesses today and provides nine ideas for a more effective marketing approach focused on identifying the right customers, eliminating the wrong ones, revolutionizing the business, delighting customers, and turning delighted customers into devoted ones through great customer experiences and service. The overall message is that businesses need to find new and different ways of attracting, engaging, and retaining customers in today's competitive landscape.
This document provides guidance on hiring sales development representatives (SDRs). It begins with an introduction stating that traditional sales models are changing and technical sales skills are increasingly important. It then covers topics like who SDRs are, what they do, how much they should be paid, and what motivates them.
The document discusses building a successful SDR team through initiatives like establishing clear career paths for advancement. It also shares insights from an interview with the senior director of sales development at Achievers, who discusses strategies like differentiating their company to attract top talent and focusing on culture, growth opportunities, and celebration over tolerance. Finally, it provides recommendations for setting up an effective SDR hiring process and interview framework.
The document provides 8 tips for starting a business for those who want to be their own boss but don't know where to start. The tips include taking responsibility for your circumstances, identifying the right business for you by doing what you know or solving common problems, creating a basic business plan, understanding your target market, managing personal finances, building a support network, focusing on creating value for customers, and getting the word out about your business using various marketing methods.
An Introduction to Hiring for the Modern SDRMeghan LaTorre
This document provides an overview of hiring for the modern Sales Development Representative (SDR) role. It discusses that traditional sales models are becoming obsolete and technical sales skills are in high demand. The modern SDR acts as a liaison between marketing and sales using technical skills like prospecting on LinkedIn and qualifying leads. An interview with the Senior Director of Sales Development at Achievers discusses how he built a successful SDR team by focusing on strategy, people, processes and technology, and providing a clear career path for SDRs to develop skills and be promoted over time.
Starting up a business has many challenges and demands. This paper from Swystun Communications provides ways and examples for how branding can better ensure success if the focus is there from the start.
This document discusses keys to relationship selling, including techniques like professionalism, empathy, kindness, phone etiquette, email etiquette, and strong sales presentations. The main points made are:
1) Relationship selling is about building friendships and listening to customer needs, showing interest beyond transactions through empathy, which can make the difference between being a vendor and a valuable resource.
2) Kindness towards coworkers is important, as their support is needed for success, and customers will appreciate a company where employees feel valued.
3) Phone etiquette like smiling, using the caller's name, and asking about their day helps create a positive interaction and leads to more business.
4) Emails should focus
The document provides tips and advice for starting a new business from experts who have started their own businesses. It discusses researching market opportunities, developing a business plan, choosing a business structure, financing, hiring staff, branding, marketing the business, and common mistakes to avoid. The key steps outlined are researching your business idea, writing a business plan, registering your business as the proper structure, obtaining financing and suppliers, hiring staff if needed, developing a brand and marketing strategy, and getting the word out about your new business.
1 1 11 Co Biz Magazine Colorado’S 25 Most Powerful Sales Peoplemschmidlen
1) The document profiles 25 of Colorado's most powerful salespeople as nominated through an online newsletter and write-ins.
2) It provides brief summaries of several salespeople, including their roles, sales achievements, sales philosophies, and tips for success.
3) The salespeople represent a variety of industries and have found ways to adapt their strategies and succeed despite the economic downturn.
This document provides an overview of niche marketing for copywriters, focusing on specific lucrative niches such as writing direct mail for financial services and newsletters. It discusses the benefits of specializing in a niche market and provides tips for positioning yourself as an expert, including staying informed on industry news and publications. Specific recommendations are given for writing successful direct mail materials for the financial industry, including following a proven structure and gathering necessary background information on existing marketing campaigns and target audiences.
Leighton Taylor is a recruitment consultancy that specializes in marketing, business development, research, and knowledge management roles for professional services firms. They have extensive experience recruiting for legal, accounting, property, and management consulting clients. They differentiate themselves through their consultants' deep expertise in these professional services sectors, which allows them to understand clients' needs. They emphasize professionalism, honesty, and delivering a high-quality service.
This document discusses network marketing and compares it to traditional employment, self-employment, business ownership, and investment. It argues that network marketing allows individuals to leverage their time and build networks in a way that can generate significant wealth. The key aspects that make network marketing legitimate are that income is based on product sales and movement rather than recruitment alone, anyone can rise to the highest levels based on their own performance, and there are no barriers limiting advancement. Overall, the document promotes network marketing as a model that can provide financial freedom for average individuals.
This eBook walks real estate agents through making the most of their natural spheres of influence. New agents and veterans alike will benefit from maximizing their already-existing networks to grow their business.
The document provides advice for building a marketing plan and discusses key considerations such as understanding the difference between sales and marketing, knowing what you are really selling, understanding your brand, having a clear story, focusing on customers, determining if social media is appropriate, maintaining consistency, being ready to evolve strategies, spreading your own message through community involvement, and how to hire an agency. The overall message is the importance of thorough discovery and understanding your business, customers, and brand before developing a marketing plan and strategy.
The document discusses reasons why attorneys may want to leave their current law firm and look for a new job, including to get a higher salary, gain exposure to more sophisticated legal work, or get better training opportunities. It provides examples of how moving to a more prestigious law firm can significantly advance one's career, while moving to a less prestigious firm could hinder career progression. The document also discusses factors like compensation, quality of life, location relative to family/partners, and work-life balance that attorneys should consider when deciding whether to change law firms.
The document discusses 15 reasons why attorneys may want to leave their current law firm and look for a new job, including to get a higher salary, gain exposure to more sophisticated legal work, or be closer to family. It notes that the decision to change firms can positively or negatively impact one's career, so it is important to carefully evaluate the reasons for leaving.
Thinking of leaving your law firm and finding a new job? If you are experiencing any of the fifteen reasons discussed below, it is time to start your search.
The document provides a historical overview of the evolution of legal marketing from the 1970s to present day. It discusses several key events and developments:
1) In the 1970s, the Bates v. State Bar of Arizona Supreme Court decision allowed lawyers to advertise for the first time, leading to a rise in consumer-oriented personal injury advertising.
2) In the 1980s, some large law firms began hiring in-house marketers and forming marketing associations as the profession started to view law as a business.
3) Throughout the 1990s and 2000s, legal marketing became more sophisticated with the use of brochures, newsletters, websites, and other tactics. Creative campaigns also started to emerge during this period
The document describes the characteristics of a good graph, including using a ruler, giving the graph a title, labeling the axes and including units, numbering the axes such that the graph takes up half the page and numbers increase in consistent intervals, and drawing a best fit line rather than connecting data points. It then provides an example of a bad graph that lacks clear labels and spacing and wastes space, and notes issues one could find with it.
Tony Dovale. Founder and CEO of LifeMasters.co.za - Revolutionary Workplace High Performance System With CLEARx Philosophy, Framework and System. Tony Provides Inspiring Talks through Tonydovalespeaks.com and organisation Optimisation
The Institute prezintă noile generații de creativi români, în fiecare an, la DIPLOMA.
Pornind de la premisa că lucrarea de diplomă este cel mai elaborat proiect al unui student din toată perioada facultății și că prezentarea acesteia se limitează de cele mai multe ori la publicul restrâns al cadrelor didactice, familiei și prietenilor, The Institute a lansat DIPLOMA - un eveniment dedicat, prin care încearcă să aducă lucrările de diplomă ale absolvenților de facultăți creative și vocaționale în atenția unui public cât mai larg.
Prin implicarea facultăților creative din București, ne propunem să generăm un dialog atât între studenții din diferite domenii, cât și între facultăți, care să se dezvolte și să se transforme în parteneriate, proiecte comune, colaborări. Mai multe informații pe: http://www.institute.ro/diploma.html
Michael Stoppelman, SVP of Engineering at Yelp, discussed building a world-class security team over time through hiring and focusing on security basics and getting professional. He described Yelp's early experiences without strong security protections, hiring their first security head in 2011, and implementing two-factor authentication and default cross-site scripting protection. Stoppelman outlined their efforts to strengthen corporate security through malware detection, encryption, and auditing and app security such improving access controls and credential management.
Etravel 2011 congres presentatie Online Dialogue door Ton Wesseling: conversi...Webanalisten .nl
Op 9 juni 2011 vond in Amsterdam het Emerce Etravel congres plaats. Namens Online Dialogue en Kras.nl presenteerde Ton Wesseling de resultaten van een uitgebreide conversietest waarbij middels klantonderzoek en analyse verbeterhypotheses zijn gemaakt waarvan de ontwerpen zijn uitgetest op de kras.nl bezoekers.
Het onderzoek leverde interessante inzichten op zoals:
- een enquete uitnodiging zorgt voor meer rendement, ook al vult men de enquete niet in.
- alle nieuwe ontworpen hadden gezamenlijk gemiddeld een hoger conversie percentage dan de originele pagina.
- er waren aanzienlijk verschillen in conversiepercentages tussen nieuwe en terugkerende bezoekers. Wat voor de ene groep wel zeer conversieverhogend werkte, werkte voor de andere groep juist negatief!
Een mooie case als onderbouwing voor het aanbieden van een andere ervaring aan verschillende segmenten bezoekers (op basis van historisch gedrag)
Verbazingwekkend om wederom te zien hoe kleine aanpassingen tot grote omzetstijgingen kunnen leiden.
Dr. n.t.r. university of health sciences prospectus 2016 17 educationiconne...00007123
The document is a prospectus for admission to postgraduate medical degree and diploma courses for the academic year 2016-17 at Dr. NTR University of Health Sciences in Andhra Pradesh, India. It provides important dates for the admission process, including the dates for the online application period, entrance exam, release of results and commencement of classes. It outlines the eligibility criteria for candidates with Indian and foreign medical degrees. It also describes the regulations around reservation of seats for local candidates according to the state's admission order and presidential order. The prospectus provides information on the number of available seats and regulations governing admission to the university's postgraduate medical programs.
Un router une redes diferentes eligiendo la ruta óptima para los paquetes. Funciona en la capa de red del modelo OSI y debe tener una interfaz por cada red conectada con una dirección IP válida. Los routers eligen las mejores rutas y conmutan los paquetes hacia la interfaz de salida correspondiente usando tablas de enrutamiento actualizadas por protocolos como RIP, OSPF u otros.
AGE AND GENDER DIFFERENCES IN DEPRESSIONNida Naeem
This study examined age and gender differences in depression using the Epidata software. The study found that young adults aged 20-30 years had the highest rates of severe depression at 15%, compared to 13% for teenagers and 8% for adults over 30. Females showed increased depression rates overall, with 31% at risk compared to 20% for males. The overall observed gender ratio for depression was 3 females for every 1 male. Epidata allowed for effective data entry, analysis, and comparison of depression rates by age and gender in this study.
The document provides an overview of the urinary system including:
1) The gross anatomy of the kidneys and nephrons, including structures like the renal medulla, renal cortex, renal columns, renal sinus, ureters, and calyces.
2) The process of filtration through the glomerulus and nephron, including factors that influence glomerular filtration rate.
3) The role of renal tubules in reabsorbing nutrients and regulating water, electrolyte, and acid-base balance as urine is formed.
This document appears to be a quiz on microbiology presented as a game show with questions worth $100, $200, $300, $400, or $500 on various topics related to microbial growth. It covers physical and chemical requirements for microbial growth, how bacterial cultures grow, and different types of culture media. Each question is followed by possible multiple choice answers and then the correct answer. The document aims to test understanding of key concepts in microbiology.
This document provides an introduction to positive psychology, which focuses on understanding happiness and well-being. It discusses how positive psychology aims to study happiness through empirical evidence rather than self-help claims. Some key findings are that happiness is relative to others, we are bad at predicting what will make us happy, and we are affected by peaks and endings in our experiences. The document also explores different types of happy lives and factors that influence happiness levels between countries.
How Strategic Account Management helped a "small" Swiss company grow globallyDev Sharma
How Strategic Account Management helped a small Swiss company grow globally. A first-hand story for any SAM leader (or leader-to-be) that is starting to build a SAM program in a smaller business with high aspirations of growth.
The document provides guidance on defining and promoting a staffing firm's brand. It discusses conducting research to understand a brand, such as interviewing clients and candidates. It also offers tips on using LinkedIn to promote a brand, including building out personal profiles, engaging connections, and using the company page and status updates. The goal is to develop a brand identity and message and effectively communicate it through social media and other channels to attract both clients and candidates.
The document discusses the importance of aligning corporate social responsibility (CSR) efforts with a firm's internal culture and values. It argues that CSR initiatives will only enhance a brand if they are consistent with how the firm actually operates and treats employees, clients, and suppliers. True brand equity is built on actions, not just marketing campaigns. Firms that develop authentic CSR programs by engaging internally and with partners can build trust and goodwill in the market. However, CSR efforts that are disconnected from a firm's realities may undermine its brand over time.
The 7 must haves for a successful agency pitchJim Nichols
Many thousands of years ago, when mastodons walked the earth and I started in the ad biz, winning clients was
tough. But now, tough only begins to describe it. More competition, combined with blurring categories of marketing
solutions providers, means that an agency has longer odds than ever when it comes to garnering new clients. Here are
some thoughts on what it takes to win these days. Some of the thoughts are mine, and many are those of friends who
have recently gone through the process of selecting a new agency.
People and Profitability: The Open-Book Solutionkcwelles
This document discusses implementing an open-book management system to improve business performance and employee engagement. The key steps are:
1. Define "winning" for the company with a single critical number that everyone understands and can affect.
2. Create a visible scoreboard to track performance against the critical number and key metrics.
3. Align employee incentives with a bonus plan tied to improvements in the critical number. Regularly updating the scoreboard helps employees stay engaged in achieving business goals.
The document discusses how established brands can market themselves to younger audiences through their digital presence while overcoming perceptions of conservatism. Key recommendations include asking the target audience what they want from the brand, defining the website's objectives through a job description, and ensuring the right tone and signposting to reflect those objectives. It also cautions against distracting technology gimmicks and advises authentic engagement in social media conversations.
This document provides a 16-step guide to starting a successful company. It begins by outlining the current favorable environment for entrepreneurship, with lower barriers to entry and costs of launching a startup. However, it notes that succeeding is still difficult, with only about a third of startups becoming profitable. The guide then details each of the 16 steps to launching a company successfully, including stress-testing your idea, building a founding team, drafting a business plan, establishing a company name and domain, developing a prototype, protecting intellectual property, incorporating, and raising initial funding. It provides objectives, tools, and advice for each step. The overall document serves as a comprehensive blueprint for entrepreneurship.
The document discusses how individuals need to brand themselves as "Me Inc." in today's economy. It emphasizes that each person is the CEO of their own brand and needs to think about what makes their personal brand distinctive from others. Some key points made are:
- Each person needs to understand what their unique value proposition is and how they can distinguish themselves from colleagues through their strengths, accomplishments, work quality, and problem-solving abilities.
- Individuals should think of themselves as a brand and focus on their features and benefits just like corporate brands do - by identifying how what they offer creates value for clients or customers.
- To stand out, a person needs to promote their personal brand and strengths, think
The BlueSky Think Tank Series - Physician Heal Thyself May15 Tracey Barrett
The document summarizes the key themes and discussions from a think tank on developing an effective employer brand for recruitment firms. The recruitment sector faces challenges in attracting and retaining talent. While recruitment firms are experts in hiring for clients, they are less successful at internal recruitment. The think tank discussed how recruitment is still not viewed as a true profession and firms need to better communicate the realities of the job. Developing flexible policies, focusing on employee engagement, improving the candidate experience, and defining success more broadly were some suggestions for strengthening employer brands in the recruitment sector.
FULLCOVER 9 | interview with Antonio Huertas, MAPFRE'S Chairman and CEOMDS Portugal
From a Spanish company to a global insurer, MAPFRE epitomises how corporate ambition and success work hand-in-hand with a strong commitment to social responsibility. FULLCOVER meets Antonio Huertas, MAPFRE's Chairman and CEO, to find out more about the company and what drives the man leading it.
The document discusses challenges that Chief Marketing Officers (CMOs) face when helping their lawyer clients make 2017 a successful year. At the start of each year, CMOs receive calls from indecisive lawyers who have tried various unsuccessful marketing tactics. The document suggests that lawyers know what marketing activities they need to do but often don't understand how to promote themselves effectively. It also says that lawyers tend to take a scattershot approach to marketing and fail to consistently follow through on initiatives. The document proposes that CMOs challenge some common myths lawyers hold about marketing to help them shift their mindset and make 2017 more successful.
Building a Best-of-Class Branding Consultancy Brand by Hayes Roth, HA Roth Co...HA Roth Consulting
Hayes Roth was formerly the chief marketing officer at Landor Associates, one of the largest branding firms in the world. He oversaw global marketing efforts for Landor's 24 offices and 750 employees across 19 countries. The annual marketing strategy and planning process at Landor began in mid-summer, with a SWOT analysis and evaluation of priorities in September. The marketing team would propose a budget, which would then be negotiated with finance and the CEO through the fall. A core strength of Landor's marketing strategy was its consistent focus on being the preeminent idea and design leader in its industry through thought leadership pieces, media coverage, and awards. Landor targeted its exclusively B2B clients among the 5,000-10
The document outlines a design exercise that asks questions about how to market and operate a business. It discusses advertising the business to the community through pamphlets, posters, and commercials. It also covers setting up a human resources division and questions to ask during job interviews about interests, qualifications, contributions, and thoughts on the business. Responsibilities are divided among partners for sales, design, customer service, competition research, finances, and developing new products. After-sales service is outlined, including fixing products within a year, regular checks, simple explanations, and discounts on new purchases. Methods for studying the local market and competitors include advertising catchphrases, investigating other businesses through customer surveys, and referring to but not copying better aspects of other companies
The human resources division would be responsible for interviewing potential employees and asking questions about their interests, qualifications, motivations, and thoughts about the business. The responsibilities of running the company would be divided amongst partners, with one focusing on sales, one on design, one handling customer service and questions, one analyzing competitors, one managing finances, and one developing new products. After-sales service would include fixing or replacing products for one year, regular checkups, simple explanations of services, and discounts on new purchases for previous customers. To study the local market, the business would advertise catchy slogans and product features, investigate competitors through customer surveys, and use competitor information to improve their own business without directly copying others.
Preparing Successful Sales Quotes: Experts Weigh In
It can take a lot of work to get a lead to the quoting stage. Don’t throw away all the effort you have put in managing your sales pipeline by preparing a sub-par sales quote. Providing a successful sales quote can often determine if you win or lose a deal.
To help you sort through it all, we’ve reached out to a panel of sales and small business experts and asked them all a single question: “What are the keys to preparing successful sales quotes? ”
9 Experts on Rethinking Demand Generation: Strategically Target Your Content ...Mighty Guides, Inc.
Demand generation content must disrupt the status quo in order to drive change and facilitate sales. Experts provide several tactics for doing so, such as reframing a prospect's thinking to challenge their view of the status quo, creating content that focuses on the pain of sticking with the current situation rather than the potential gains of changing, and helping different stakeholders within a prospect's organization communicate to build support for change. The goal is to convince prospects that maintaining the status quo poses more risks than making a change to a new solution.
The document provides guidance on writing creative briefs with 5 key points:
1. Find out what competitors are doing in the market and do something different to stand out.
2. Focus on defining the brand's unique personality rather than logical propositions.
3. Define the target market in a way that shows respect for who they are.
4. Include some initial creative ideas to test how actionable the strategy is.
5. Make the brief inspiring by believing in its power to address business issues creatively and change the marketplace.
Six Reasons You May Be Losing Sales, from The Challenger Sale LeadScorz
The document discusses six reasons why sales may be losing including lack of sales coaching and innovation. It summarizes key points from the book "The Challenger Sale" about developing a challenger sales process and the importance of the frontline sales manager. The two biggest factors for success are sales coaching and sales innovation to address unknown scenarios. The document also outlines six common biases that can negatively impact sales such as confirmation bias and legacy bias.
This document provides a guide to improving sales skills. It discusses the importance of investing in professional development even when busy. The guide outlines the main steps of the sales process from researching products and prospects to qualifying leads and conducting sales calls. It emphasizes understanding prospects' needs and pain points to effectively position products as solutions.
1. 18 pm | Winter 2016
how to…
A
lthough you may not be a quali-
fied lawyer, accountant, archi-
tect (insert name of adviser)
you are professional. So my key
advice is to work with your colleagues as
peers and believe that you do make an
equal and positive contribution. To do
this you have to be confident about what
you know and in your abilities. As well as
wise enough to know when you need
help.
I was part of a panel at a PM Forum
event in September when we shared
different perspectives on this topic.
Something we all agreed on was the
benefit of being perceived as one step
ahead – actually half a step will do
This article isn’t about marketing
strategy or marketing tactics – all our
situations are different. All I can attempt
to do is share some of my journey and a
few of the lessons I’ve learnt along the
way. For 16 years I was the Practice
Director of No.6, a Barristers Chambers
in Leeds where I was responsible for
marketing.
Kiss
You’ll all be familiar with KISS (Keep It
Simple Stupid) but start with the real
basics. Try to put yourself in your clients’
shoes. The first thing I realised is that
there were a number of different
incoming phone lines and the phones
would often be engaged or not answered.
So I cut the extra numbers, installed a
new phone system (with future capacity)
and doubled the number of incoming
lines. I set it up so the phones would
cascade and all calls be answered at peak
times by someone.
I went out to meet clients to listen to
them and try to understand their needs. I
met every barrister which enabled me to
gain an understanding about their prac-
tice and their ideas on how it could be
Punch above you
Tim Collins looks at marketing on a budget and shares
the lessons he’s learnt over his career, including 16
years as practice director of a barristers chambers.
We cannot solve
problems by using the
same kind of thinking
that created them.
Einstein
developed.
Our branding and marketing mate-
rials were awful – so the bar was not set
very high (no pun intended!). I set a
budget for the business including
marketing. The budget was tight but was
approved. I looked at what our competi-
tors were doing and set about trying to
get the basics right.
Mind blowing decisions
It was plain our branding (6 Park Square
with a line picture of the building) was as
bad as that of many other chambers. So I
developed a one-page brief that was
approved by the management committee.
I then briefed three agencies, paying
them all a pitch fee, to come up with their
concepts. I believed that one of the ideas
was excellent and really stood out. A
scoring sheet against the key brand
propositions for the management
committee was developed. I shuffled the
ten or so options, instructed them not to
discuss their thoughts – there were no
right or wrong views. I gathered in their
scores as they started to discuss their
views. My preferred solution had the
highest score by a country mile, then
someone piped up that it reminded her of
the AIDS ribbon logo. I simply explained
that all the designs were open to interpre-
tation but that we had made an objective
decision based on our agreed criteria.
Additionally, from my marketing experi-
ence I praised their choice as, in my
professional opinion, they had made the
right decision
We rebranded as No.6, secured the
domain name www.no6.co.uk and subse-
quently formed a management company
for chambers – No.6 Limited. I just tried
to keep things simple but aligned and
consistent. Our branding stood out from
the crowd and it was flattering to see how
may chambers across the country starting
adopting shorter names and new
branding.
All together now
In professional services as in other
sectors, ‘The War for Talent’ is critical.
The ability of a firm to attract, develop
and retain people is crucial. Chambers
and firms have folded as a result of losing
talented individuals and teams to rivals.
Like others we wanted to expand and I
was asked to run an advertisement in
Counsel Magazine. The last quarter of
the publication was stuffed with cham-
bers’ ads listing their members and
inviting applications. They were often
poorly laid out, crowded and bland. Most
were quarter or half page ads. Some of
the more progressive sets used colour but
the majority were black and white.
So I negotiated for a right hand full
page in colour. My idea was very simple:
our logo in the top right hand corner;
copy in 11 point in the middle “There is
always space for the right people at
No.6.”; my contact details and chambers
address at the bottom of the page. We
grabbed attention and had a fabulous
response. Barristers from other chambers
approached our barristers in different
court robing rooms to criticise it. It
created a stir with a very simple message
This article originally
appeared in PM magazine.
For further details go to
www.pmforum.co.uk
2. pm | Winter 2016 19
how to…
ur budget weight
Initially, I was very dubious but
requested some details on costs and
possible locations.
I couldn’t believe our luck when I saw
the map! I met with one of the directors
and went to a conference room where I
spread out the map and explained the
idea. We circled our 24 target posts with
military precision and much laughter.
Our striking No.6 logo duly appeared
overnight: up and down both sides of the
pedestrian area outside the Leeds
Combined Court Centre; on the main
road in front of the Town Hall Tavern and
a rival chambers; as well as creating a
splash outside Coverdale House.
The reaction from other chambers
and solicitors was priceless.
I hate you so much right now
Do look at complaints to see if there are
patterns. Nine times out of ten it is a
communication issue and entrenched
parties seem to dig in on their positions.
Professionals hate their professionalism
being criticised and this can often esca-
late. But we can also help to bring a posi-
tive resolution.
Complaints can genuinely be an
opportunity, as I discovered when a
partner of a significant Leeds firm was
incandescent about the conduct of one of
our counsel. I met with her and listened
to her complaint. I asked whether this
had happened before and this opened up
an outpouring of how counsel didn’t
understand or respect solicitors and many
were particularly inept with manging lay
clients. She explained how she had
trained on this topic nationally for the
Law Society. I asked if she’d be willing to
run a session in chambers for our counsel.
From the risk of losing a key client this
incident proved pivotal in cementing our
relationship and generating significantly
more work from her firm.
we replicated on our website. One of the
traps many firms fall into is trying to say
too much and then our target audiences
don’t read or engage with our messages.
If you have a very tight budget for a
campaign you are far better getting one
message across clearly and well. You have
to be confident and focussed.
How recruitment is managed is also
critical as many of the candidates we
reject could either become potential
clients and/or people to recruit in the
future. We developed a very challenging
but positive and professional recruitment
process for chambers. It did require
adjustments over the years, mainly based
on candidate feedback. Candidates
rejected after selection day, from the last
full recruitment competition I ran, rated
the process 9.1/10 on three key metrics:
professionalism, fairness and how well
they were listened to. Their comments
included: “I thought the process was
conducted fairly from start to finish and
have been impressed by the profession-
alism and openness of all those involved.”
“Brilliant interview process – I think you
gave us the best opportunity to show who
we are and what we can achieve.” How we
treat are staff and suppliers all feed in
and affect our brand positioning. Often it
is these things that filter out through the
networks and shape how our firm is
really perceived.
A good year for the roses
We used to share our premises with a
firm of accountants. They had a great
character, who apart from running
payrolls for clients, had green fingers and
nurtured the window boxes. Annually, we
won multiple prizes in the city’s Leeds in
Bloom competition. Out of the blue, the
Council approached me to gauge whether
No.6 would be interested in sponsoring
hanging baskets in the city centre.
3. 20 pm | Winter 2016
how to…
think it is a coincidence that some of the
most progressive firms have marketing
savvy managing partners but also that
they value and respect their marketing
team.
Ch-ch-ch-ch-changes
You may be familiar with the phrase “the
only constant is change” and if you listen
to the predictions of many we are
entering a period of unprecedented
change for the professions. This will
undoubtedly increase the pressure on
leadership, fee earners and on us. We
should not just look to cope with change;
to stay ahead of the market we need to
embrace it. We also need to understand
how we can affect it:
Unless the combination of the three
elements on the left of the equation
outweigh the perceived cost(s) to the
individual or group – you’ll be banging
your head against a brick wall. Some in
your firm will stubbornly resist change,
no matter how hard you try, but others
will be more progressive. Work with and
develop your champions, enlist their
support first for your new ideas. But keep
your eyes and ears open and don’t get
drawn into internal politics.
Hungry heart
At this year’s PM Forum Conference, Paul
English highlighted the 5 S’s underpin-
ning Grant Thornton’s marketing
strategy, originally identified by
McKinsey: Science; Substance; Speed;
Simplicity and Storytelling. It takes
considerable time and resources to
develop this type of thinking and the
work to underpin it. But we can learn
from and adapt this into our firms.
In summary: be honest, be yourself
and when you make a mistake admit it
and apologise. Keep agile, positive, exter-
nally focussed, learning, creative and
when the fun stops…
Tim Collins is Director of The
Tim Collins Consultancy. As
well as coaching, Tim
consults on leadership and
business development. He is
the PM Forum North West
Regional Director and was
an accredited
GrowthAccelerator coach.
Top 10 tips for
marketing on a
budget
1 Market internally – as a co-
professional and peer.
2 Look externally at your
clients’ experience.
3 Go for quick early wins to
establish credibility.
4 Find, nurture and support
your champions –
intrapreneurs. Training.
5 Establish clear decision
making processes.
6 React quickly to
opportunities.
7 Work with and value great
suppliers.
8 Be curious – look at ideas
and trends in other
industries and your
competitors. Your training
and development
9 Recruitment and complaints
are great marketing
opportunities.
10 Be willing to make
mistakes, to learn and to
apologise.
11 Give extra and stand out
from the crowd.
Stop
The most effective leaders do three
things:
• make time to step back and think;
• are curious and eager to continue
learning;
• take purposeful steps – they #GoDo.
When we are all so busy it is really hard
to stop and think but we’d be far more
productive if we had the courage to stop.
Creating good habits can be great but as
Einstein reminded us: “Insanity = Doing
the same thing repeatedly and yet
expecting a different result”. Too many
organisations either repeat what they did
the previous year and the programme
rolls on. Classically, we all play to our
strengths but in a small team that can
seriously restrict our options. Try
different things, test and pilot your ideas.
But as well as working on your learning
and development you also need to train
and educate your fee earners.
Brilliant disguise
I organised a session on marketing for
one of our annual chambers training
weekends in Durham. I had a limited
budget and knew what I wanted to
achieve, so I hired an actor. I built him up
as being a marketing guru from London
and gave him an outline script. Many of
the barristers winced as he trotted out
clichés such as “blue sky thinking” and
other irritating and overused buzzwords.
We split them into groups and tasked
them with devising marketing campaigns
for one particular team. They came back
and presented their ideas and critiqued
each other’s approaches. We had a great
session, some heated discussions but we
were able, in that one afternoon, to help
gain a real insight into marketing. At the
end when I revealed I had used an actor:
they were stunned but had humour to
understand why I had brought someone
external in.
Over the years I invited real guest
speakers to cover a broad range of topics.
They brought very different perspectives
but all referred, in some way, to how we
could improve our communication. They
were all thought provoking and I also
took our Head of Chambers to listen to
Tom Peters. Our colleagues’ time is valu-
able so when you arrange some training
for them make sure it is top quality.
I’m amazed that I don’t see more fee
earners at the PM Forum regional semi-
nars. We need to champion marketing in
our organisations and help to build
understanding of marketing. I do not