Sentences with phrase «became valued clients»

Not exact matches

When clients are more than numbers, their feedback and concerns become of an inestimable value.

Shock value may get your organization some attention, but the negative connotations associated with your company name or product could keep enterprise clients from becoming involved.

Finally, advisors now more than ever need to articulate their value to clients and become essential to those clients, according to Envestnet, which serves more than 47,000 advisors.

As someone who observed our CEO continuously embellish the dynamics, values, and manpower of the organization to prospective clients, I became ashamed to give out my business cards, not to mention become hugely concerned with winning accounts for the company under my name.

Noble Bitcoin was born out of a feeling shared by co-founders Charles Thorngren and Collin Plume that the advisors in their industry were becoming less honest and more interested in lining their own pockets than providing clients with real value.

Link builders, we challenge you to become Link Strategists, and help guide your company or clients towards a more natural link profile, and help make it an organization that recognizes the significance and value of links to SEO and beyond.

Russell Heffner insists his parents» «old — fashioned values of hard work and determination» enabled the operation to become a full - service supplier of beef, pork and poultry products to customers in retail, food service and the military, as well as private - label clients.

In a capstone course, teams of students work with local clients — for example, a local construction company that wants to become «greener» or a state legislator who wants to study the value of bicycling — to address real - world environmental problems.

When I became a user of Pinterest in 2010, I quickly saw the value of sharing inspiration with my personal styling clients.

Whether you're working with internal or external clients, you'll provide more value — and have more job security — if you can become a one - stop shop.

Many of the team coming to Royal LePage Atlantic specialize and have become experts in the sale of new home construction — an advantage that Stephen says will add value to the company's client base.

Some of the data is incomplete, but I will update it as it becomes available (note that I've also included Dimensional Fund Advisors / DFA mutual funds, as we use these low - cost securities with our PWL clients to gain exposure to the small and value premiums).

We would love to become a value - added partner for your practice and provide optimal pet after - care for your clients.

Or, if you prefer high end hotels, which generally aren't good value points redemptions anyway, consider becoming a TravelSort Client so that we can provide special perks and amenities thanks to our Four Seasons Preferred Partner, Ritz - Carlton STAR, Mandarin Oriental FAN, and Virtuoso affiliations.

You co-authored a reference book with key - players in the legal industry, Liquid Legal, that compels the legal profession to question its current identity and to aspire to become a strategic partner for corporate executives, clients and stakeholders, transforming legal into a function that creates incremental value.

So when a lawyer fears a client's disapproval (or wants the client's approval), where the lawyer works in an environment in which certain kinds of misconduct become normalized or excused, where conformity is valued, or, conversely, creativity in «interpreting» rules is, it is not really that surprising that that lawyer does not act to prevent misconduct, even where satisfaction of his personal or professional obligations should lead him to do so.

But, as time went on, I realized two things: (1) my clients actually didn't expect flat fees, so they weren't disappointed when I didn't offer them anymore; and (2) I started to value my services more and became more confident in not only my hourly rate but my skills.

For calls that become paying clients, you can enter the fee generated into the Value field.

Known for bringing both clients and lawyers a brilliant mix of news, think pieces and lifestyle features, the Attic is fast becoming one of the most valued and refreshing sources of information and inspiration within the legal sector.

Clifford Chance has become the first English firm to sign up to Prosperoware's client value management solution Umbria, which enables firms to create matter plans, budgets, and pricing, and provides partners with a platform to monitor delivery via interactive web - based dashboards and email alerts.

Building a loyal base of high - value clients can become a self - fulfilling brand reinforcement mechanism.

If you have a way to judge the value of a client and, «Nope, this is basically just bringing me down, this is garbage that I don't need in this practice, this is extra baggage,» then it becomes an obvious decision what you have to do.

When you become skilled at defining and identifying high value clients, you waste less time and energy on lower value clients that sap your energy or cost you money and time.

So, while firms may have been able to «fake it» to obtain a spot on a particular panel, with clients who are savvy about LPM, it becomes obvious if a firm does not actually have credible LPM efforts underway in their firm that will positively impact on the efficiency and value of their client's matters.

His presentations cover the practical skills new graduates need to become better lawyers faster and provide more value to clients.

Aaron Street: One of the things that's interesting, now I'm spinning up off that, is the more deliberately and strategically you design your firm's business model and client service model, often the more you incorporate things like technology into it, so it becomes easier, and easier, and easier to offer stuff for low price or for free that doesn't give away the entire value of your firm, but that does provide value for the people who are able to use it that way.

These valued team members can help maximize long - term revenue opportunities by becoming a trusted adviser for your clients, strengthening their loyalty, and building lasting relationships that generate future referrals.

Finally, students will become familiar with technologies that compete with the services that lawyers provide, providing the students with a better understanding of how lawyers can distinguish their services from these products to provide value for their clients.

While MFC clause may be useful in certain cases (for example, where customer becomes the first client of the Supplier in a new geographic market), the value this clause will need to be assessed on a case - by - case basis.

(i) BMO reducing its roster of firms from about 800 to 200 with further reductions planned; (ii) the clients of seven sister firms hiring me to help them get control over their legal spend and forge stronger and more value based relationships with their firms; (iii) the many small and mid-sized businesses who hire accountants to do all of their tax and structuring work because it is cheaper than dealing with lawyers; (iv) firms hiring me to help them figure out how to budget, set and meet client expectations without losing money; (v) «clients» who never become clients at all as they do their own legal work based on precedents that friends share with them; (vi) the various forms of outsourcing that are now prevalent (from offices in India to Tory's office in Halifax); (vii) clients hiring me to figure out how to increase internal capacity without increasing headcount in order to reduce external spend; (viii) the success of firms like Conduit, SkyLaw and Cognition (to name a few) who are taking new approaches to «big» and «medium law» work; (ix) the introduction of full time project managers in many firms; and (x) the number of lawyers throughout the profession who regularly don't docket chunks of their time in order to avoid unpleasant fee conversations with their clients.

What they can do (and hopefully will do) is take some of what they've learned and make small changes in the way they work — putting an emphasis on giving value, accepting the billable hour (for now) without becoming seduced by it — so that once they've come out on the other side of their articles and gained enough experience, they can start rethinking today's model and creating the type of firm that delivers legal services the way clients want.

Client due diligence processes in line with getting «value for money» from their legal services provider are becoming ever more stringent.

In an exclusive introduction to their recently - published book Liquid Legal, a panel of experts discuss the transformation of the legal function, compelling the legal profession to become a strategic partner for corporate executives, clients and stakeholders, transforming legal into a function that creates incremental value.

In a buyers» market, lawyers have become more focused on how to articulate their value proposition to clients.

As law firms continue to face pressure from clients to manage legal costs and develop pricing strategies that deliver value and predictability — without undermining profitability or decreasing billable hours — pricing has become more complex.

Lawyers should strive to become more efficient and aim to add the most value they can to their clients.

As process based legal services that are priced on value to the client become the norm, the law firm's incentive will have to shift toward becoming more efficient in order to maximize their profits.

But they're missing opportunities to become more profitable while at the same time generating greater value for clients.

Like the iconic Bartlit Beck firm (see post here), Valorem strictly avoids billing for its work based on time expended, and has instead become known for agreeing upfront with clients on the actual value of its legal services — with appropriate incentives based on actual outcomes.

Sage Accountant Solutions helps accounting professionals become more valued advisors for their small and medium - sized business clients through solutions that fit every client need, size, budget, and platform requirement.

For Tim, every case he undertakes becomes a personal fight on behalf of a valued client.

• Defining client expectations before they become clients • Tactics and strategies for improving client experience • How to tell your compelling story and value your time • Follow through and get paid for providing client value

Becoming a green law firm demonstrates the firm's commitment in areas of special interest to these clients and makes the firm especially attractive to potential clients who share these values.

It's becoming clear that «value to the client» and «cost to the lawyer» are the only two concepts that have any utility to the legal services pricing process.

The documents you compose should serve as your central channel for bolstering your value, as they directly affect your odds of winning a case, swaying a potential client, or becoming partner at your firm.

The ability to stand out and to be distinctive in a way that is most valued by the clients (i.e. to achieve differentiation) has become more challenging.

Our value of teamwork applies to our relationship with clients, as well as to all former employees who have helped Stephenson Harwood to become what it is today.

But by keeping in contact, and constantly being on the lookout for opportunities to offer help, advice, relevant value, and articles of interest, in the long run — whether these contacts become clients themselves, or refer other clients to you — your initial 15 - minute investment should result in a steady stream of traffic to your law firm's door.

I think the reality of the practice and the possible disconnect between their values and those of their clients became too overwhelming.

As more and more of their clients become media - savvy, law firms must meet their expectations and ensure they are utilising technology to add value to the business.