Sentences with phrase «client fee pressures»

As he considers various strategies to maintain profitability — and even improve it — in the face of increasing competition and client fee pressures, he realizes how alone he is.

In response to client fee pressures, law firms are considering how to deliver legal services more cost - effectively for the client, while retaining and improving profitability.

Not exact matches

At the same time, Sorrell may have become a liability, at least symbolically, in an era when big clients under pressure to grow profit margins amid sluggish sales growth turned to agency fees as a seemingly bottomless bucket of cost savings.

Some may still charge high fees that enrich the operators or pressure clients for further «donations» that put them deeper in debt.

Downward pressure on legal fees, Susskind believes, must drive sweeping changes to the way firms and clients operate.

Economic influences and client pressure provide the general guidelines for fee - setting in private law firms.

Even as the recession eases, corporate clients continue to pressure their law firms to cut costs, increase efficiency, and move to fixed fees and alternative fee arrangements (AFAs).

We do not pressure clients into anything that they do not want to do and for those clients whose cases we accept, you will not have to pay anything — no fees until we have successfully gotten you a resolution for your case.

An additional pressure, as recorded in respondent comments in the Best Legal Advisers survey, is that some law firms have failed to update their client service delivery model by offering lower fees, alternative or fixed fees, and by implementing more efficient internal procedures.

The deadlines, the trust clients place in us, the responsibility, the judgment calls, the multiple sets of rules, the pressure to generate business and collect fees — few other professions face such demands.

With the added pressure firms are seeing clients place on their billing rates and fees, the bottom - line impact of real estate expenses is becoming more significant.

If the client is in a care facility, there may be instances where the facility fees are not covered by the provincial healthcare system and the clients» representative will be under financial pressures to fund the cost of necessary care.

For a few years now client pressure on fees has been causing the most disturbance to the force within law firms but at the same time not much has dramatically changed in terms of client service — and that's an area where there's bound to be innovation (or at least should be innovation) at every level and in every type of law.

In addition, mounting fee pressure from clients, generation Y / millennial working practices and technological change are all resulting in greater increased flexible working practices.

Client pressure on legal fees is nothing new.

«98 % of law firms reported hiring a pricing professional because of alternative fee arrangements (AFAs), followed by cost pressure from clients (77 %),» according to Mr. Johansen.

With fewer big deals, an emphasis on mediation to avoid litigation whenever possible, and pressure from corporate clients to lower fees, law firms are feeling pinched and having to re-evaluate compensation plans for some lawyers.

There are a number of trends currently facing the legal profession (increased client sophistication, fee pressures, stagnant growth, the number of lawyers growing at a faster rate than the general population, succession planning needs and an increased emphasis on non-traditional skills — see the CBA Futures Report for a more fulsome list) that make the traditional practice model difficult (impossible?)

To ensure that our clients do not feel additional financial pressure, we offer our services on a contingency fee basis.

Examples of these trends may include fee pressures from clients, changes in the industries the firm services, aggressive marketing by competitors, the firm's competitive advantages and disadvantages, mobility of partners among firms, and anticipated changes in the partnership as the result of retirement, withdrawal, etc..

«The downward pressure on fees by not only clients but other lawyers is a problem.

There is already substantial pressure in the marketplace, with businesses cutting back their legal spend and clients demanding flat fees and more predictable pricing across the board.

As DAs become more mainstream, I could also see their use becoming a client expectation either directly or just in the natural course of things via pressure to reduce costs and fees: for us outside lawyers I suspect that clients will come to demand proficiency with DAs as a cost saving tool.

Profit squeeze: Mid-size law firms will continue to be affected by a «profit squeeze» resulting from (a) increased overhead due to higher associate and staff salaries and benefits; (b) higher automation costs, professional liability insurance and marketing expenses; (c) partners» unwillingness / inability to increase hourly fee rates for «commodity» type work to off - set higher overhead; (d) enhanced client scrutiny of hourly rates, hours to produce work and lawyer and paralegal staffing of work assignments; (e) pressure by corporate counsel for law firms to absorb more of the «soft costs;» (f) slower paying clients, that affect cash flow and hence the availability of distributable dollars for partners; and (g) a great many mid-size law firms are burdened with higher debt.

Temporary lawyers are one response to client pressures for lower fees.

Lately, the health of the global economy has been making news headlines daily and, as a recent article in the Washington Post observes, the larger and more intense economic pressures are forcing many clients and lawyers to seriously reconsider how fees for legal services are billed.

With the added pressure firms are seeing clients place on their billing rates and fees, the bottom line impact of real estate expenses is becoming more significant.

Someone sent me an email yesterday passing along a blast email she had received from a listserv: Our firm's clients are regularly pressuring us to enter into alternative fee arrangements.

The report concludes the legal market has now entered a new era marked by growing pressures on costs and push - back from clients on fees and how legal work may be produced.

However, in an environment where there is a lack of clarity around the DBAs and clients are putting lawyers under fee pressure, we consider that CFAs will be around for little while longer.

While legal press headlines obsess about client pressure on law firm fees in what remains a buyer's market, firms are arguably losing double - digit profitability due to how they handle payment for costs other than their own time.

The rise of technology in legal practice, the growing pressures from clients to reduce legal fees and the rise of alternative business structures (ABS) in the U.K. and Australia have created new opportunities and challenges.

All clients are under such fee pressures that we sometimes forget experts are under that as well....

The study also found that downward pressure on fees from clients is still seen as the biggest threat to profitability — and concerns are continuing to grow.

Nevertheless, economic pressures continue to prompt law firms and their clients to seek some different arrangements that balance a client's need for predictability and control of legal fees with a law firm's need to generate profits.