Sentences with phrase «profitable than firms»

The market research firm finds law firms that focus on specific practice areas tend to be more profitable than firms that attempt to offer broad services.

While you can track all your revenue in a single Fee Income account, you should be able to tell at a glance whether your firm's small - business practice is more profitable than your firm's estate planning practice.

Not exact matches

«A profitable firm at which 30 percent of leaders are women could expect to add more than 1 percentage point to its net margin compared with an otherwise similar firm with no female leaders,» the report notes.

Of course, this would prove a greater incentive amongst profitable firms who pay taxes (less than one third of Japanese companies).

It is crucial that this business bank is more than merely a re-badging of existing schemes but that it gets credit to profitable firms that can't access it after the failure of ministers» Project Merlin and credit easing schemes to do so.

From the intern who postponed his graduation for more than a year to provide his much needed help to the field team, to the Deputy campaign manager who left her highly profitable firm to run the campaign's communications.

He looked for profitable firms trading at much less than their current assets (cash and assets that can be turned into cash over the next year) minus all liabilities.

Gross margins in the sector are distorted as a result, making firms look more profitable than they really are.

Indeed, a generally profitable firm that incurs temporary losses is likely to suspend preferred payments, even though its cumulative profitability is more than adequate to make the payments.

The firms operating at a loss had slightly higher investment returns than the firms with positive earnings: 31.3 % per year for the unprofitable companies versus 28.9 % per year for the profitable companies.

«Profitable firms generate significantly higher average returns than unprofitable firms despite having, on average, lower book - to - markets and higher market capitalizations.»

For example, a firm that has both lower production costs and higher sales than its competitors is unambiguously more profitable.

For example, in a study on planning, he concluded that firms that ignore market share when setting objectives are more profitable than those seeking to increase market share.

Hourly billing did not become of age in the legal profession until the 1950s, after a series of reports showed that firms that charged by the hour were more profitable than those that charged on the basis of the service sold.

In the first half of 2008, demand dropped off even more dramatically and expenses increased at a more rapid pace at the top firms, resulting in even greater margin compression and a steeper drop in productivity than experienced by their less profitable rivals.

When asked to compare the profitability of non-hourly and hourly work, 84 % of the proactive law firms report that AFA projects are «as profitable» or «more profitable» than hourly - billed projects.

In commercial and financial terms, from the point of view of sustaining profitable publishing businesses, even in these sophisticated times, publishers, wrongly in my view, are still inclined to sell their wares on features rather than benefits, allowing customers to measure weight rather than value to the firm.

It's interesting to speculate as to why small accounting firms might be more profitable than small law firms.

If a particular office is less profitable than others, the firm could investigate whether the problem is on the expense side or the revenue side and pursue an appropriate course of action.

• The hour - based fee model resulted in inefficient firms being more profitable than a relatively more efficient firm.

Still, if I were a general counsel, I would not want a firm to beseech me for additional money if a matter demands more work than they thought when they agreed to the fee if that firm has squirreled away some of my payments on very profitable matters.

This sparked a «run on the bank» of legal talent, as more than 30 senior partners moved to other more profitable firms, taking their clients with them.

Law Firm Business Development helps lawyers and law firms analyze which practice areas are more profitable than others and develop strategic plans to create new practice areas.

Leipold says he fears that layoffs of compensation partners - which tend to occur far more quietly than those involving associate lawyers, who feel no compunction about alerting legal blogs to the bad news - may continue and even intensify this year as firms push work down the law - firm hierarchy to less expensive and more profitable associates.

One last thought on leadership. When truly disruptive innovation collides with any market, historically the big boys don't survive. They are lacking the bold leadership required to make major course corrections. The top ten most profitable law firms - 9 of which have no blogging presence to speak of — will lose their position if they don't join the party. As Kevin O'keefe noted this week, anonymity online is a losing proposition, while others disagree. We aren't just talking about blogging though, it's the whole social media system - Legal Onramp, JDSupra, and even LinkedIN, Twitter, and Facebook. These are powerful tools, and real leaders will understand, like their younger counterparts, it is much more significant to harness the power of fire, than to simply try and stamp it out for fear of getting burned.

In today's market it almost seems like the lawyer graduating from one of the more inexpensive schools (it's all relative) and offering competent legal services for less than the large law firms may be able to pay off their debts, and create a profitable practice, before their peers who beeline directly to Big Law for their temporary stint there.

Other than a number of the most profitable Wall Street firms, the rest of BigLaw and «not - so - BigLaw» long ago began incorporating some features that track originations and link individual compensation to «slaying the dragons.»

Whether it is building the marketing foundation or developing staff, we thrive and excel at leaving your firm stronger and more profitable than when we arrived.

• The Top Ten Legal Technologies — What Every Solo and Small Law Firm Should Be Using • Collaborating and Communicating with Clients in a Web 2.0 World • Speech Recognition Software and Digital Dictation — Talk to Your Computer — it will listen • Moving to a Paperless Office — It's Easier Than You Think • Your Bottom Line and PCLaw — How it Can Make Your Life Easier and Your Firm More Profitable • Identity Theft and Fraud — Protecting Client, Firm and Personal Data in a Wired World • Adobe Acrobat and PDF Files — The New (and only) Standard for Sharing Information • Microsoft Office — Word, Excel and PowerPoint — Tips and Tricks for Getting the Most Out of These Essential Tools • Surviving and Thriving in Tough Economic Times — How to Buld and Maintain a Better Clientele and a Successful Practice • Productivity Tools to Help You Attain Work - Life Balance in Trying Times • Hiring, Evaluating, Retaining, Firing — Managing Human Resource Issues in Small Firm • E-Discovery for the Rest of Us — Dealing With Electronic Information on Smaller Matter • Email Emancipation — How to Cut the Time that Email Takes Out of Your Day • Mobile Lawyers and the Remote Office — Maintaining Productivity from Home, the Cottage, and Overseas • Succession Planning and Retirement — Preparing for the Day You Stop Lawyering

Hourly billing actually did not become of age in the legal profession until the 1950s, after a series of reports showed that firms that charged by the hour were more profitable than those that charged on the basis of the service sold.

Mickiewicz notes that while the new category will naturally be smaller than the original engineering vertical, it is a very profitable and important addition, as many companies look to expensive executive search firms when hiring for these positions.

According to AESC member search and marketing headhunter firm Heidrick & Struggles, «companies are expecting more from their VP of Sales than industry knowledge, tactical sales management, and charismatic leadership skills; They are also demanding well - rounded general management abilities to ensure that top - line growth is both sustained and profitable.»

Although Slaughter and May has a smaller head count than other firms in the Magic Circle, it is the most profitable firm in the City.

The obvious corollary of this is that firms which embrace the model can only become more efficient, effective and profitable than before.»