Sentences with phrase «legal marketing strategy»

I have long advocated dropping the billable hour (that doesn't mean you don't track working hours internally) for fixed fees as a legal marketing strategy.

Can you actually use sex in your legal marketing strategy?

Today's users know what they want and know how to look for it, and a strong legal marketing strategy develops ways to feed into the habits of web - savvy individuals.

However, law firms should really have a legal marketing strategy in place so that they never have to worry about being able to find new clients later and ensure that they receive high value cases.

Twitter and Facebook need to be an important part of your legal marketing strategy.

You already know that content is a valuable asset for your legal marketing strategy but did you know that if you want to stand out amongst your competitors, you need to vary the type of content you create.

No matter how you see the road ahead, Sokolove Law's proven legal marketing strategy and highly qualified case generation come together to help you make those visions a reality.

Find out how simple grammar fails can sink your whole legal marketing strategy.

So what is the purpose of a blog as part of your overall legal marketing strategy?

Attorney website design is an essential component in a legal marketing strategy to capture an internet user's attention and draw them in with interesting graphics and useful legal information.

So if you are serious about adding free publicity as part of your overall legal marketing strategy, don't drop hints that you might be hard to work with or get a hold of in the future.

Unless you're running an all - night law firm or sleeping in your reception area, you owe it to your business to consider bringing Conversion Solutions into your legal marketing strategy.

I create customized legal marketing strategies that help move law firms toward the top of their local online marketplace.

I work closely with legal professionals in Northeast Ohio to develop customized integrated legal marketing strategies that help them achieve their goals and become more successful online.

As a top sales performer and sales / management instructor, I get excited about helping firms see the potential earnings and success that comes from putting together the right integrated legal marketing strategies.

They have their fingers on the pulse of your local area, and they know which legal marketing strategies work best to bring more business to your firm.

Legal Marketing strategies can vary but this story tells about a wonderful client of mine who grew a Veteran Disability practice that has surpassed their injury law firm.

Using the latest law firm SEO and legal marketing strategies, we can devise a comprehensive plan that will utilize the power of the Internet to help your business grow.

We create complete legal marketing strategies and work with attorneys at every budget level, ensuring you won't spend too much for your lawyer website design.

The legal marketing consultants from Attorneys Online ™, Inc. will also be in attendance as CEO Cheney Winslow, Vice President Amanda Snowden and Director of Business Development Allison Snowden will be on hand to evaluate current legal marketing strategies as well as offer suggestions and strategies for improvement — no appointment necessary.

Stephen works exclusively with attorneys to find new clients using online and offline legal marketing strategies, and to convert more prospects into paying clients using automated marketing, and by fixing their follow - up systems.

Just a quick heads up that the Attorneys Online ™, Inc. family is attending AAJ's 2015 Winter Convention from February 21 - 25 in Palm Springs to network and offer insight on legal marketing strategies.

Part One of this paper covered information that every law firm should be implementing in their legal marketing strategies.

In the last «Thinking out cloud» column from Jobst Elster, (Head of Content & Legal Market Strategy, InsideLegal), he talked about legal's move to cloud - first and the business case for using cloud services in support of firms» transformation to more agile, innovative business models.

[View 2015 Survey here] Faculty - JoAnna Forshee, InsideLegal CEO & Jobst Elster, InsideLegal Head of Content & Legal Market Strategy

Faculty - JoAnna Forshee, InsideLegal CEO & Jobst Elster, InsideLegal Head of Content & Legal Market Strategy

To learn more about how our Live Chat services can bolster your legal marketing strategies, contact our attorney marketing specialists online or by calling 800-221-8424.

Cheney and Kimberly will be at our signature, frequently - photographed and infamous Boxing Dog booth in the foyer, ready to talk to you about new branding opportunities and your legal marketing strategies.

Most legal marketing strategies work if you have a clear understanding of your ideal client and if you understand the various marketing strategies at your disposal well enough to select those most likely to help your ideal client learn about your firm, decide to hire you, and sign your retainer agreement.2

Legal marketing strategies that are developed based on specific goals and a deep understanding of the market are most likely to succeed.

Leave us a message at 800-221-8424 to schedule a meeting to discuss your legal marketing strategies.

Contact law firm marketing consultant Margaret Grisdela at 1-866-417-7025 to discuss the legal marketing strategies that might work best for your law firm.

Through the Internet, as well as using other legal marketing strategies, we want to expand your firm's name recognition, which will help level the playing field for newer or smaller firms.

• Jobst Elster — is InsideLegal's Head of Content & Legal Market Strategy at InsideLegal, one of the leading PR and marketing consultancies operating in the US legal sector.

You can start small and grow into the larger Custom Legal Marketing strategies.

Cheney and Kimberly will be available to evaluate your current legal marketing strategies and offer suggestions and ideas for improvement — no appointment necessary.

But hey want magic for online legal marketing strategies as well.

Jobst Elster is InsideLegal's Head of Content and Legal Market Strategy.

Jobst Elster, Inside Legal's Head of Content and Legal Market Strategy, discusses whether potential clients see the global nature of big IT providers as a plus when weighing up IT investments in a recent article for Legal IT Professionals.

Legal Market Vendors: Help formulate legal market strategy; support marketing, positioning, and development for new products; write white papers; organize a legal CIO advisory board.

Not exact matches

Uber's strategy, like many major players in Silicon Valley's white - hot sharing economy (Airbnb among them), has been to work quickly to establish itself in as many markets as possible and deal with legal pitfalls and red tape later.

New businesses require skills in a wide variety of disciplines: from accounting and strategy, to marketing and legal; from human resources to product / service design.

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

For instance, at a meeting with a scientist, Wydler might ask questions related to legal issues or marketing strategies.

Because digital dexterity is a business strategy (and not simply a technical strategy), input is needed from the leaders from every department — accounting, human resources, legal, marketing, operations — not just the IT team.

Technical assistance, economic development support, networking, legal defense, marketing strategies, government and regulatory advocacy — all are benefits of your KDA membership.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, operating in a highly competitive industry; changes in the retail landscape or the loss of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability to leverage its brand value; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's ability to realize the anticipated benefits from its cost savings initiatives; changes in relationships with significant customers and suppliers; the execution of the Company's international expansion strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the United States and in various other nations in which we operate; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability to continue to pay a regular dividend; changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.

While the formal digital strategy has yet to be revealed, I argued that the digital economy legal strategy is largely set with legislative plans touching on lawful access, privacy, online marketing, and copyright.