EN CHILE AUN ES INSIPIENTE EL MARKETING JURÍDICO(MARJURIDICO.BLOGSPOT.COM)

FROM LEGAL BLOG WATCH 

EVEN MARKETING CAN BE OUTSOURCED

 

Practiquemos un poco de Inglés  que en este mundo globalizado es muy importante, a propósito de la ley de outsourcing que se ve hoy en Chile  :

 

Is law firm marketing guru Larry Bodine in danger of losing his day job?  Probably not, though other marketers may be at risk, as Larry warns in this post,  Offshoring Threatens Marketing Jobs.  Larry reports on his recent discovery that law firms are sending not just word processing and research work to India and other countries; they are sending marketing projects there as well. Larry summarizes a recent talk by Erica Tamblyn at Milbank Tweed who recounted:

 

"How the firm managing partner had an idea for an advertisement, and the firm turned to their offshoring company, Office Tiger, to have the ad created. The following day they had 6 prototypes, created with computers and stock photography. 'Some varied in style and font,' she said. 'Some were very different. We selected one that was terrific.'"

 

Not all marketing jobs are at risk, of course, but Larry lists those that he perceives are vulnerable to offshoring:

 

    * Advertising

    * Desktop Publishing

    * Web site design and coding

    * Graphics creation and photo retouching

    * Brochure creation

    * Writing

    * Invitations to events

    * Market research

    * Competitive Intelligence

    * PowerPoint templates and charts

 

Larry summarizes:

 

"The lesson is clear: if the marketing work you do can be done by someone else with a computer -- your job is at risk.  It's not good enough to say that what you do requires creativity.  That's no safety net.  There are English-speaking creative people with MBAs who will be thrilled to do your job for a fraction of your salary.  If there is no reason for you to be at your office in person, there's no reason your job can't be sent overseas to be done by cheap foreign labor.

 

Looks like alot of marketers are going to have to get even more creative to hold onto their accounts and give law firms and other large institutions reasons to hire locally rather than go overseas.

 

Posted by Carolyn Elefant , from legal blog watch, sincerely yours Rodrigo González Fernández, consultajuridica.blogspot.com

 

Fw: "Adam Smith, Esq." April 2006 Monthly Newsletter

 

----- Original Message -----

From: Adam Smith, Esq.

To: rogofe47@hotmail.com

Sent: Wednesday, May 03, 2006 7:18 AM

Subject: "Adam Smith, Esq." April 2006 Monthly Newsletter

May 3, 2006
New York City

rodrigo gonzalez fernandez
director, consultajuridica

Dear rodrigo:

Welcome to the April, 2006 installment of the monthly "Adam Smith, Esq." newsletter, intended to highlight and provide concise summaries of some of the more interesting, widely-read, controversial, or just plain entertaining pieces of the past month.

Please share this newsletter with friends and colleagues as you see fit, and let me know how I can improve it to make it more useful to you and your peers; the Editor is "in."

Sufficient prologue:  To the pieces of the month.

The top story was the release at month-end of the 2006 AmLaw 100 by The American Lawyer.  I immediately sliced and diced the numbers a variety of ways, including by:

• revenue per lawyer in absolute dollars;
• the percentage by which each firm's revenue per lawyer exceeds or falls short of the average across all 100 firms;
• presenting a distribution curve of firms' rising or falling in the rankings; and finally, my favorite:
• drawing a bar chart for each firm showing the extent to which its percentage share of total AmLaw 100 revenue exceeds or falls short of its percentage share of total AmLaw 100 lawyer headcount.

Why is this last measure my favorite?  Because it essentially portrays the amount that each firm is able to produce (revenue) vis-a-vis the resources they absorb and apply to that production (lawyers being the resource).

This chart shows the result and calls out firms by name that are especially high or low on this metric.

In other developments:

• I explained how McKinsey charges for its services and wondered aloud if there are any lessons here for a law firm willing to break the shackles of the billable hour (at least for transactional work—litigation, being intrinsically unpredictable, is always the hard case).
• Read a brief review of the book, "The Enthusiastic Employee," and summarize "what every employee wants," namely equity, achievement, and camaraderie.
• Clint Stevenson (1924—2006), managing partner of Latham & Watkins from 1967—1989, is celebrated for the imprint he put on that renowned firm, which, I suggest, continues to this day.  And the moral in a nutshell?  As summarized by a senior partner explaining the success of their New York office:  "There was one reason, and one reason only - Latham had a strategic vision and a plan and we were competing against firms that did not."
• The recent bump-up in associate salaries comes up for analysis and critique, and you got your chance to vote on whether the new levels are justified:  72% said yes, in one form or another:
  

Finally, in the longest single piece I've written in some while (you have been warned!), I responded to an article by David Maister published in The American Lawyer which asked the question, "Are Law Firms Manageable?," and essentially responded, "No."

An essential bit of reading, I would argue, for all who care about managing these prickly, challenging, and deeply fascinating enterprises.

That wraps up our monthly newsletter for April 2006.

My parting wish for you all is that: (a) you share this with friends and colleagues who might find it of at least incidental interest; and (b) of far greater importance, that you let me know how I can make it sharper, more useful, more helpful.

Best regards,

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