Client Management for Solicitors by John Freeman

By John Freeman

First released in 1995. Routledge is an imprint of Taylor & Francis, an informa corporation.

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As the markets change, so must the firm. Viability and success depend on the firm’s ability to convert market information into productive value. A failure to do this will result in the firm not having the capacity or expertise inside the firm to respond to change and the new demands of the market from outside the firm. The competitive advantage of the firm depends upon the ability of the business to do just this, to respond quickly and effectively to the market. The ability to look at the markets, the ability to plan the necessary internal changes and the ability to carry them out and measure its relative success is the role of management.

Fee-earning is critically important but so is improving our systems and culture to make fee-earning more effective. Without managed improvements being made and sustained, the effort in fee-earning will yield poorer results and poorer prospects than could be achieved with better direction and strategic planning. The four main things in law firm management In the management revolution the essentials of law firm management may be seen as falling into four main activities. Case management Doing the legal work well was always the first concern of the practising lawyer and it still is one of his four main concerns.

The transactional manager is able to carry out standard and established tasks and responsibilities in an efficient and reliable way. He manages the affairs of the business, he produces regular monthly reports, he acts within laid-down guidelines, he implements the approved business objectives and he doesn’t cause any shocks or surprises. He is solid and reliable in financial matters and ‘knows about computers’. He may not be so good at marketing and staff management but at least he holds things steady and does not challenge people with too much change and innovation.

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