If You Always Do What You Have Always Done

There is an old saying which goes “If you always do what you have always done, you will always get what you always got”. Until the recession, this worked for most firms who managed to grow and remain profitable on the back of well tried and tested business recipes and relying on a loyal client base. Now client loyalties are strained and competition is growing. This article makes the case for doing something different, something deliberate and planned in the firm’s strategy and business recipe. Read Article  Download Article
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Market Positioning – A diagnostic guide for law firm development

Market Positioning – A diagnostic guide for law firm development (A slightly shorter version of this article was first published in Law Business Review, Summer 2009) At first sight, a recession may not seem the best time to overhaul radically a law firm’s strategy.  It seems more intuitive to batten down the hatches, trim overheads, tighten up the operation and wait until the recessional storm clouds recede before attempting any dramatic change of direction.  If, however, past recessions are anything to go by, this is just the moment for bold and agile firms to make any move which can perha...
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Market Positioning

Nick’s now famous Diamond Positioning Matrix sets out nine different generic types of market position, is also divided vertically into five segments of client demand. The description of each generic type and its unique features helps to understand where firms might stand and how firms can develop their strategic choices. Read Article  Download Article
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Firm Of Purpose

Survival in tough times requires law firms to rethink how they develop their strategies and implement consistent working practices.  This article suggests seven ways in which firms can develop a one-firm approach and bring to bear consistent methodologies and processes to client matters. Read Article  Download Article
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Harnessing Resources And Capabilities

A firm’s intangible assets can be defined as its ‘intellectual capital’ – its resources and capabilities made up of its human capital, its relational capital (which includes clients, brands and networks) and its structural capital (which includes its processes, working methodologies and culture). This article explores how the effective application of the firm’s intellectual capital can confer sustainable competitive advantage for a firm if harnessed and organised correctly Read Article  Download Article
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