Published on August 28, 2013
1 Client Development for 2013 and Beyond: Cordell M. Parvin http://www.cordellparvin.com
Three Stories 2
6 AGC of America
Recommendations Trust and Rapport Visibility Getting Hired Credibility Client Meetings Relationships Reputation / Profile Weak Ties
8 Four Eras of Client Development 1. Do Good Work 2. Unsolicited Contact 3. Websites / Branding
10 Traditional Lawyer Client Development “Push-Tactic”
Clients Economy Technology What Has Changed? 11
Marketing Guru 12 Seth Godin
14 Remarkable Extraordinary Memorable
15 Lawyer Client Development Today It’s not what you know, Today it’s who knows what you know It’s not who you know,
16 Client Development in 2013 “Pull-Tactic”
Weak Tie Reach 17 Strong-Tie Buzz Weak-Tie Buzz
18 Weak Tie Buzz 2013 Geometrically Expanded by Social Media
19 Planning: The First Tool
20 Successful Lawyers Think Optimistically and Plan Purposefully
21 Why Have a Plan? Most Important Resources Energy Time
22 Why Have a Plan?
What is an Incredibly Ambitious Goal That Will Energize You? 23 Planning: Step 1
24 Decide on How Many Hours to Invest 100 Administrative ___Client Development ___ Your Development Planning: Step 2
25 Reputation / Profile Relationship Building Planning: Step 2
Create a Plan With Goals 26 Planning- Step 2
27 Plan Using Your Strengths Planning- Step 2
28 Your 2013 Plan Develop Your Action Steps
29 Prioritization Matrix High Return / Low Investment Do ﬁrst and do often High Return / High Investment Break down into smaller pieces Low Return / Low Investment Do when you have time Low Return / High Investment Say NO graciously!
30 Break Down to 90 Days Actions How to Execute on Your Plan
31 Identify, Plan and Schedule Activities Each Week How to Execute on Your Plan
32 Partner for Accountability How to Execute on Your Plan
Keith McMurdy 33 Getting the most by being accountable
34 Become Visible and Credible Reputation Building
35 Reputation Building: Old Tools Website Bio Bar and Community Service Writing Speaking
1. Valuable Content 36 Writing/Speaking:Three Essential Points 2. Written / Presented Well
37What Matters to Your Clients? Reputation Building
Focus on Clients’ Problems, Opportunities, Internal and External Changes 38
39 Writing - Old Tools
40 Writing - Old Tools
42 WRITING: New Tools Blogs
43 Jackie Huba Social Media
44 Seth Godin Blog
49 Speaking: Old StylePower Point Slides
Compliance Programs • Goal: self-policing and changing the corporate culture to include a commitment to ethics and compliance with civil and criminal laws. • Double-edged sword: if a crime is committed in the face of a compliance program, it may suggest that the company is not truly committed to changing its corporate culture.
Compliance Programs, continued • The compliance program must be designed to catch the most likely misconduct given the corporation's primary business. • Whether the program is adequately designed for maximum effectiveness in preventing and detecting wrongdoing by employees; • Whether corporate management is enforcing the program or is it tacitly encouraging or pressuring employees to engage in misconduct to achieve the business objectives; and • Investigators will interview rank-and-file employees to determine the effectiveness of and commitment to the ethics/ compliance program. • Is there an audit function so that the corporation can determine its effectiveness?
52 The Internet How has the internet changed client development?
53 Old School/New School
Wine and Social Media Guru 54 Gary Vaynerchuk
56 Find and Distribute Valuable Content How to Make the Internet Work
57 Locate Organize Disseminate Connect Interact
58 Third Essential Point 3. Use Internet for Wide Distribution
59 Think Outside the Box
60 Internet Radio
63 Online Video Presentations
64 What Are You Going to Do Now?
65 Plan with Goals Accountability Become Visible and Credible Use New and Old Tools Repeat Above What Now?
66 Building Your Client Development Tool Kit: The nuts and bolts of business development Cordell M. Parvin http://www.cordellparvin.com
The Principles of Client Development Remain the Same, but clients, the economy and the tools make the playbook different.
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