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Current Awareness:Current Awareness:
Critical Information Critical Information
Management ToolsManagement Tools
ILTA 2007ILTA 2007Dennis Kennedy, Doug Hoover, Meredith WilliamsDennis Kennedy, Doug Hoover, Meredith Williams
August 22, 2007August 22, 2007
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Our GoalOur Goal
Get you the info you need to make Get you the info you need to make an informed decision about this an informed decision about this technologytechnology
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Our Information EnvironmentOur Information Environment
• Information SilosInformation Silos
• Information OverloadInformation Overload
• Information UnderloadInformation Underload
• ““Continuous Partial Attention”Continuous Partial Attention”
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Our Current ProblemsOur Current Problems
• Must Visit Too Many PlacesMust Visit Too Many Places
• Spam InterferenceSpam Interference
• Too Many SilosToo Many Silos
• Disappearing InformationDisappearing Information
• Information FatigueInformation Fatigue
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Beyond the Hunter/Beyond the Hunter/Gatherer EraGatherer Era
• The Limits of SearchThe Limits of Search
• Email UpdatesEmail Updates
• Alerts, Intelligent AgentsAlerts, Intelligent Agents
• RSS, Feeds and BeyondRSS, Feeds and Beyond
• The “Daily Me”The “Daily Me”
• Actionable IntelligenceActionable Intelligence
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RSSRSS
• ““Really Simple Syndication” Really Simple Syndication” • ““A family of web feed formats A family of web feed formats
used to publish frequently used to publish frequently updated content such as blog updated content such as blog entries, news headlines or entries, news headlines or podcasts.”– Wikipedia (7/30/2007)podcasts.”– Wikipedia (7/30/2007)
• RSS formats are specified using RSS formats are specified using XMLXML
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News that News that comes to youcomes to you
J.D. LasicaJ.D. Lasica
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““Life-altering Life-altering technology”technology”
Dennis Kennedy, 2003 Dennis Kennedy, 2003 (Law Practice Magazine article)(Law Practice Magazine article)
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A Few Basic ConceptsA Few Basic Concepts
• RSS and newsfeedsRSS and newsfeeds• A word about feed flavorsA word about feed flavors• Newsreaders / aggregatorsNewsreaders / aggregators• Web newsreadersWeb newsreaders• Incoming, but also outgoingIncoming, but also outgoing
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A closer look at A closer look at news readers and news readers and aggregationaggregation
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Newsreaders let you Newsreaders let you triage and manage triage and manage information and bring information and bring you information you you information you can act uponcan act upon
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A Quick Newsreader DemoA Quick Newsreader Demo
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Using FeedsUsing Feeds
• Understanding the Wide Range of Understanding the Wide Range of FeedsFeeds
• Several PhilosophiesSeveral Philosophies• Finding FeedsFinding Feeds
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More control over More control over your information?your information?
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Improve efficiency?Improve efficiency?
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Enhance quality Enhance quality of information you of information you receive?receive?
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From awareness From awareness to action – to action –
Actionable Actionable intelligence?intelligence?
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Must RSS be Must RSS be part of mix?part of mix?
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Enough theory!Enough theory!
Let’s get practicalLet’s get practical
© Copyright, Thomson West, 2007
Ready, Willing and Able?Client Awareness in US Law Firms
Doug Hoover – Thomson West
© Copyright, Thomson West, 2007
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Types of Models
• Decisive: decisions are imposed from the top down by a hierarchy that is empowered to take responsibility and guide an organization with deliberate and orderly decisions executed from positions of power and trust based on their years of practical experience and ability to recognize and evaluate when risk or reward presents itself to the firm.
• Incisive: It is a wholly opposite, often chaotic, yet complimentary, even compulsory, set of dynamics that can vary many times greater in number and range of impact and occur mostly outside the control of decision makers and is exposed from the bottom-up.
Source: Arik Johnson, Aurora WDC Managing Director
© Copyright, Thomson West, 2007
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Compile
Client & Competitive Intelligence Process
Data CollectionData Collection
InformationInformation
KnowledgeKnowledge
IntelligenceIntelligence
DecisionDecision
ResultsResults
Analyze
CommunicateApply
Act
Adapted from William Y Wilson, NextStep and Timothy W. Powell, InfoStrat
Feedback
©Thomson West – all rights reserved
PurposePurpose
© Copyright, Thomson West, 2007
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CompileData CollectionData Collection
InformationInformation
KnowledgeKnowledge
IntelligenceIntelligence
DecisionDecision
ResultsResults
Analyze
CommunicateApply
Act
Adapted from William Y Wilson, NextStep and Timothy W. Powell, InfoStrat
Decision Makers- Practice Group
Partners
- Attorneys
- Business Dev/Sales
Marketing and Practice Area
Partners
Library – Secondary data
Client & Competitive Intelligence Process in Law Firms
Finance / Business Mgmt
Marketing /Bus Dev
Feedback
Marketing – Primary data
©Thomson West – all rights reserved
PurposePurpose
© Copyright, Thomson West, 2007
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Web Survey Respondents’ Demographics
<8018%
80-15021%
151-30027%
301-50014%
>50019%
Other16%
Business Dev. Dir. 4%
CMO16%
Info Prof28%
Mktg Director36%
By Size of Law Firm By Position
98 law firms 98 law firms
0%
20%
40%
60%
80%
100%
Perc
ent
of T
otal
Respondents’ Demographics
Note: Other includes: business development administrator, market research analyst, marketing coordinator, director of marketing and business development, CRM manager, competitive intelligence specialist, client relations administrator, director of research services
© Copyright, Thomson West, 2007
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Organizational Structure Responsibility for Client Awareness Activities
Library Only
MarketingOnly
Sharedbetween
Marketing& Library
Unclear
Marketing Only
Sharedbetween
Marketing& Library
Committee
Library Only
MarketingOnly
Sharedbetween
Marketing& Library
Unclear
PracticeGroup Managers
MarketingOnly
Sharedbetween
Marketing& Library
Library Only
Partners
Attorneys
Sharedbetween
Marketing& Library
MarketingOnly
>500 301 - 500 151 - 300 80 - 150 <80
20 14 26 21 17
0%
20%
40%
60%
80%
100%
Perc
ent
of T
otal
# of Attorneys
Responsibility for Client Awareness / Market Intelligence Activities
Note: Other includes: attorneys, paralegals, and committees (comprised by partners and attorneys)
© Copyright, Thomson West, 2007
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FTEs Dedicatedto CI Activities
FTEs Dedicatedto CI Activities
>300 <300
2.2
1.3
0
1
2
3
4
5
Ave
rage
# D
edic
ated
FTE's
# of Attorneys
N= 15 9
No40%
Yes60%
No79%
Yes21%
No73%
Yes27%
No95%
Yes5%
No94%
Yes6%
>500 301-500 151-300 80-150 <80
20 14 26 21 17
0%
20%
40%
60%
80%
100%
Perc
ent
of
Tot
al R
esponden
ts
# of Attorneys
Organizational ApproachFirms with CI-Dedicated Staff
FTEs Dedicated to Competitive /Market Intelligence Activities
Number of Full-time Equivalents (FTEs) Dedicated to Competitive / Market Intelligence Activities – By Size1
1. Only for firms with dedicated FTEs
© Copyright, Thomson West, 2007
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Sophistication of Law FirmsHelping Attorneys Prepare for Client Meetings
Common Activities:
• Preparing material that describes the firm and its capabilities
• Creating a business and financial overview of the company
• Coaching the attorney on presentation and sales skills or preparing probing questions
• Identifying legal activities that are potentially important to the prospective client and mapping to the firm’s capabilities
Performed by Most Sophisticated Firms:
• Determining the potential client's legal activities by legal issues, geography, and law firm used based on court dockets, transactions, court cases, etc.
Common Activities:
• Preparing material that describes the firm and its capabilities
• Creating a business and financial overview of the company
• Coaching the attorney on presentation and sales skills or preparing probing questions
• Identifying legal activities that are potentially important to the prospective client and mapping to the firm’s capabilities
Performed by Most Sophisticated Firms:
• Determining the potential client's legal activities by legal issues, geography, and law firm used based on court dockets, transactions, court cases, etc.
Helping Attorneys Prepare for Client
Meetings
Helping Attorneys Prepare for Client
Meetings
Helping Prepare An RFP Response
Helping Prepare An RFP Response
IdentifyingProspective Clients
IdentifyingProspective Clients
IdentifyingCross-Selling Opportunities
IdentifyingCross-Selling Opportunities
Evaluating a Merger or Hiring of
a Lateral Group
Evaluating a Merger or Hiring of
a Lateral Group
Evaluating Opening a New Office or Practice Area
Evaluating Opening a New Office or Practice Area
There are 6 main client intelligence activities
© Copyright, Thomson West, 2007
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Sophistication of Law FirmsHelping Prepare an RFP Response
Common Activities:
• Managing the RFP process
• Providing a tailored overview of the firm’s capabilities for input to the RFP
• Providing input on the make-up of the team that will present from your firm
• Analyzing the firm's experience in the prospective client's industry and in the relevant legal issues covered by the RFP
Performed by Most Sophisticated Firms:
• Analyzing the strengths and weaknesses of competing law firms to determine how to best position the firm for the RFP
• Analyzing the actual relevant legal experience of competing law firms to systematically analyze experience and capabilities of competitors
Common Activities:
• Managing the RFP process
• Providing a tailored overview of the firm’s capabilities for input to the RFP
• Providing input on the make-up of the team that will present from your firm
• Analyzing the firm's experience in the prospective client's industry and in the relevant legal issues covered by the RFP
Performed by Most Sophisticated Firms:
• Analyzing the strengths and weaknesses of competing law firms to determine how to best position the firm for the RFP
• Analyzing the actual relevant legal experience of competing law firms to systematically analyze experience and capabilities of competitors
Helping Attorneys Prepare for Client
Meetings
Helping Attorneys Prepare for Client
Meetings
Helping Prepare An RFP Response
Helping Prepare An RFP Response
IdentifyingProspective Clients
IdentifyingProspective Clients
IdentifyingCross-Selling Opportunities
IdentifyingCross-Selling Opportunities
Evaluating a Merger or Hiring of
a Lateral Group
Evaluating a Merger or Hiring of
a Lateral Group
Evaluating Opening a New Office or Practice Area
Evaluating Opening a New Office or Practice Area
© Copyright, Thomson West, 2007
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Sophistication of Law FirmsIdentifying Prospective Clients
Common Activities:
• Identifying major companies near the firm’s offices
Performed by Most Sophisticated Firms:
• Identifying major corporations in industries that are a good fit with the firm’s experience and practice areas
• Identifying major companies near the firm's offices that are major consumers of legal services in practice areas that are a good fit with the firm
Common Activities:
• Identifying major companies near the firm’s offices
Performed by Most Sophisticated Firms:
• Identifying major corporations in industries that are a good fit with the firm’s experience and practice areas
• Identifying major companies near the firm's offices that are major consumers of legal services in practice areas that are a good fit with the firm
Helping Attorneys Prepare for Client
Meetings
Helping Attorneys Prepare for Client
Meetings
Helping Prepare An RFP Response
Helping Prepare An RFP Response
IdentifyingProspective Clients
IdentifyingProspective Clients
IdentifyingCross-Selling Opportunities
IdentifyingCross-Selling Opportunities
Evaluating a Merger or Hiring of
a Lateral Group
Evaluating a Merger or Hiring of
a Lateral Group
Evaluating Opening a New Office or Practice Area
Evaluating Opening a New Office or Practice Area
© Copyright, Thomson West, 2007
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Sophistication of Law FirmsIdentifying Cross-Selling Opportunities
IdentifyingCross-Selling Opportunities
IdentifyingCross-Selling Opportunities
Helping Attorneys Prepare for Client
Meetings
Helping Attorneys Prepare for Client
Meetings
Helping Prepare An RFP Response
Helping Prepare An RFP Response
IdentifyingProspective Clients
IdentifyingProspective Clients
Evaluating a Merger or Hiring of
a Lateral Group
Evaluating a Merger or Hiring of
a Lateral Group
Evaluating Opening a New Office or Practice Area
Evaluating Opening a New Office or Practice Area
Common Activities:
• Analyzing the other firms’ revenue by practice area for top clients and identify low revenue practice areas which should represent a significant cross-selling opportunity
Performed by Most Sophisticated Firms:
• Analyzing the actual legal activity of major clients and identify practice areas with significant client legal activity, but low use of your firm
• Analyzing the other firms that are working with your key clients, and determine what that means in terms of threats and opportunities
Common Activities:
• Analyzing the other firms’ revenue by practice area for top clients and identify low revenue practice areas which should represent a significant cross-selling opportunity
Performed by Most Sophisticated Firms:
• Analyzing the actual legal activity of major clients and identify practice areas with significant client legal activity, but low use of your firm
• Analyzing the other firms that are working with your key clients, and determine what that means in terms of threats and opportunities
© Copyright, Thomson West, 2007
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Sophistication of Law FirmsEvaluating a Merger or Hiring of a Lateral Group
Evaluating a Merger or Hiring of
a Lateral Group
Evaluating a Merger or Hiring of
a Lateral Group
Helping Attorneys Prepare for Client
Meetings
Helping Attorneys Prepare for Client
Meetings
Helping Prepare An RFP Response
Helping Prepare An RFP Response
IdentifyingProspective Clients
IdentifyingProspective Clients
IdentifyingCross-Selling Opportunities
IdentifyingCross-Selling Opportunities
Evaluating Opening a New Office or Practice Area
Evaluating Opening a New Office or Practice Area
Common Activities:
• Analyzing overlap of major clients and legal activities based on actual legal activity
• Analyzing the overlap of major clients with the firm’s clients
Performed by Most Sophisticated Firms:
• Confirming the experience of the candidates
Common Activities:
• Analyzing overlap of major clients and legal activities based on actual legal activity
• Analyzing the overlap of major clients with the firm’s clients
Performed by Most Sophisticated Firms:
• Confirming the experience of the candidates
© Copyright, Thomson West, 2007
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Sophistication of Law FirmsEvaluating Opening a New Office or Practice Area
Evaluating Opening a New Office or Practice Area
Evaluating Opening a New Office or Practice Area
Helping Attorneys Prepare for Client
Meetings
Helping Attorneys Prepare for Client
Meetings
Helping Prepare An RFP Response
Helping Prepare An RFP Response
IdentifyingProspective Clients
IdentifyingProspective Clients
IdentifyingCross-Selling Opportunities
IdentifyingCross-Selling Opportunities
Evaluating a Merger or Hiring of
a Lateral Group
Evaluating a Merger or Hiring of
a Lateral Group
Common Activities:
• Analyzing the capabilities of competitive law firms in a specific market
• Analyzing size and growth of legal market in geographic area or practice area
Performed by Most Sophisticated Firms:
• Analyzing the actual legal activity in a geographic area or practice area
Common Activities:
• Analyzing the capabilities of competitive law firms in a specific market
• Analyzing size and growth of legal market in geographic area or practice area
Performed by Most Sophisticated Firms:
• Analyzing the actual legal activity in a geographic area or practice area
© Copyright, Thomson West, 2007
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Sophistication of Law FirmsMajor Law Firm Segments by Level of Sophistication
Basic Aggregators
Basic AggregatorsAggregatorsAggregatorsReactive
AnalyzersReactive
Analyzers
Key Attributes
Organization
Products Used
Proactive AnalyzersProactive Analyzers
• Usually, have dedicated staff in marketing or library
• Continuously and proactively, analyze competitive intelligence data and monitor legal activities
• Continuous use of high-value CI information and analytic products
Decreasing Client Intelligence Sophistication
Key Tasks • Monitor legal activities to:–Evaluate firm growth opportunities–Identify cross-selling opportunities and new clients
© Copyright, Thomson West, 2007
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Sophistication of Law FirmsMajor Law Firm Segments by Level of Sophistication
Basic Aggregators
Basic AggregatorsAggregatorsAggregatorsReactive
AnalyzersReactive
AnalyzersProactive AnalyzersProactive Analyzers
• May have dedicated FTEs in marketing or library
• Aggregate and analyze competitive intelligence data in response to attorneys’ requests
• No / limited ongoing monitoring of legal activities
• Moderate use of value-add sources (e.g. Hoovers, D&B)
• Moderate use of high-value add CI products
Decreasing Client Intelligence Sophistication
• Analyze legal activities to:–Identify cross-selling opportunities and new clients
Key Attributes
Organization
Products Used
Key Tasks
© Copyright, Thomson West, 2007
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Sophistication of Law FirmsMajor Law Firm Segments by Level of Sophistication
Basic Aggregators
Basic AggregatorsAggregatorsAggregatorsReactive
AnalyzersReactive
AnalyzersProactive AnalyzersProactive Analyzers
• Marketing / library staff collect, repackage, summarize, and distribute CI information to attorneys
–No / limited additional analysis conducted–Mainly, prepare executive summaries
• Rarely have CI FTEs in marketing or library
• Public or basic research products
• Moderate use of value-add sources (e.g. Hoovers, D&B)
• Limited use of high-value add CI products,
Decreasing Client Intelligence Sophistication
• Aggregate data to:–Help attorneys prepare for client meetings
Key Attributes
Organization
Products Used
Key Tasks
© Copyright, Thomson West, 2007
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Sophistication of Law FirmsMajor Law Firm Segments by Level of Sophistication
Basic Aggregators
Basic AggregatorsAggregatorsAggregatorsReactive
AnalyzersReactive
Analyzers
• Marketing / library staff collect and distribute raw data to attorneys with little to no additional summarizing / analysis
Proactive AnalyzersProactive Analyzers
• No CI dedicated staff
• Most research (50%+) conducted using public or basic research products
Decreasing Client Intelligence Sophistication
• Aggregate data to:–Identify cross-selling opportunities and new clients–Help attorneys prepare for client meetings
Key Attributes
Organization
Products Used
Key Tasks
© Copyright, Thomson West, 2007
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Sophistication of Law FirmsSophistication of Law Firms By Size
ProactiveAnalyzers
ReactiveAnalyzers
Aggregators
Basic Aggregators
ProactiveAnalyzers
ReactiveAnalyzers
Aggregators
BasicAggregators
ProactiveAnalyzers
ReactiveAnalyzers
Aggregators
BasicAggregators
ReactiveAnalyzers
Aggregators
BasicAggregators
ReactiveAnalyzers
Aggregators
BasicAggregators
>500 301-500 151-300 80-150 <80
20 14 26 21 17
0%
20%
40%
60%
80%
100%
Perc
ent
of T
otal
Res
ponden
ts
# of Attorneys
Sophistication of Law Firms – By Size
• Sophistication of law firms’ client intelligence practices decreases with law firm size
• Sophistication categories were successfully validated / adjusted during follow-up interviews
© Copyright, Thomson West, 2007
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CompileData CollectionData Collection
InformationInformation
KnowledgeKnowledge
IntelligenceIntelligence
DecisionDecision
ResultsResults
Analyze
CommunicateApply
Act
Adapted from William Y Wilson, NextStep and Timothy W. Powell, InfoStrat
Decision Makers- Practice Group
Partners
- Attorneys
- Business Dev/Sales
Marketing and Practice Area
Partners
Library – Secondary data
Client Awareness & Competitive Intelligence Process in Law Firms
Finance / Business Mgmt
Marketing /Bus Dev
Feedback
Marketing – Primary data
©Thomson West – all rights reserved
PurposePurpose
© Copyright, Thomson West, 2007
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“Proactive” Client Intelligence Process Map
CONTRIBUTOR
Secondary External
Primary External
Primary Internal
• Company Background
• Executive Biographies
• Litigation Experience / Relationships
• Deals Experience / Relationships
• IP / Relationships
• News
INFORMATION PROVIDED SOURCES
ANALYSIS & SYNTHESIS
RECIPIENT
Current Awareness
• Docket Alerts
• News Alerts
• Client team input
• Client self positioning
• Self-reported
• Executive Atty relationships
• Regional lateral news
• Contact & Relationship History
• Matter & Fee Receipt history
• Billing realization
• Key billing attorneys
• Trends
• Court Link/West Dockets
• Google Alerts
OUTPUT
RSS /Email Summary
Client Teams
A
B
• Hoovers / D&B / Monitor
• Hoovers
• Monitor
• CapIQ / Monitors
• USPTO / Derwent
• Monitor
• Attys, Team Meetings
• Client Web Sites
• Press Releases
• Monitor
• Interview Process
• Team A
• Team B
• Team C
• Team D
• Team E
• Team F
• Team G
• Team H
• Team I
• Team J
• Team K
Current Client Team Tear-Sheet
• Data Aggregation
• Analysis
• Summary
• Presentation
• Summary
• Recent Dockets
• Recent News
• Cross-Selling matrix
• Client / Industry Activity Comparison
• Competitive Firm
• Interaction
• Contact Networks
•Elite
C
C
D
D
E
C
B
D
C
D
H
F
F
F
F
Lead
Intranet
Team Report &
Action Steps
Team Admin
G
© Copyright, Thomson West, 2007
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“Reactive” Client Intelligence Process Map
CONTRIBUTOR
Secondary External
Primary External
Primary Internal
• Company Background
• Executive Biographies
• Litigation Experience / Relationships
• Deals Experience / Relationships
• IP / Relationships
• News
INFORMATION PROVIDED SOURCES
ANALYSIS & SYNTHESIS
RECIPIENT
•Client self positioning
• Self-reported
• Executive Atty relationships
• Who knows Who
OUTPUT
• Hoovers / D&B / Monitor
• Hoovers
• Monitor
• CapIQ / Monitors
• USPTO / Derwent
• Monitor
• Client Web Sites
• Press Releases
• Monitor
• Interview Process
Situational Definition
• Data Aggregation
• Analysis
• Summary
• Presentation
• Summary
• Recent Dockets
• Recent News
• External Cross-Selling matrix
• IP Prosection & Enforcement report
• Client / Industry Activity Comparison
• Competitive Firm
• Interaction
B
B
C
C
D
B
B
B
D
E
Lead
Individual Attorney
RFP
Executive Committee
CMO
INITIATION & EVALUATION
Lead
- Definition of project objective, desired deliverable and resources to be engaged- Consults with team members to prioritize workflow- Confirms with Recipients timeframe
Recruiting
REFINED REQUEST
© Copyright, Thomson West, 2007
Outsourcing Solutions
Current Awareness: Critical Information Management Tools
August 22, 2007
Meredith L. Williams, Esq., Director of Knowledge [email protected]
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Baker Donelson Bearman Caldwell & Berkowitz
• 500 + attorneys
• 16 offices in Alabama, Georgia, District of Columbia, Louisiana, Tennessee and representative offices in London, UK and Beijing, China.
• 5 practice groups: – Advocacy– Business– Health Law/ Public Policy– Labor & Employment – Tax
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Why is KM involved?
• Efficiency.
• Better Sharing of Information.
• Better Client Service.
• Save the Firm money by delivering information instead of the user wasting time trying to locate what they need.
• Faster dissemination of critical information to key personnel.
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Types of Information?
• Internal Sources– Financial Information– CRM– DM
• External Sources– CourtLink (Dockets)– RSS (News)– Firm360 (SEC Filings, News, Dockets, Lawsuit Filings,
Patent & Trademark Filings, etc.)
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Example Integration Points
• Client Team Sites– Client Matter Automatically Generated Sites– Target Client Sites– Restrictive Client Sites
• Practice Group Sites
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Client Site (Automatic)
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Client Site (Automatic)
Additional attorney requested information regarding the client.
Additional attorney requested information regarding the client.
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Client Site (Automatic)
Basic Information from the financial system.
Basic Information from the financial system.
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Client Site (Automatic)
All open files from the financial system.
All open files from the financial system.
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Client Site (Automatic)
All closed files from the financial system.
All closed files from the financial system.
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Client Site (Automatic)
All previous Marketing Proposals.All previous Marketing Proposals.
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Client Site (Automatic)
All timekeepers who have entered time. Pulled directly from the financial system.
All timekeepers who have entered time. Pulled directly from the financial system.
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Calendar events, documents from DMS system, etc.
Calendar events, documents from DMS system, etc.
Matter Site (Automatic)
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Matter Site (Automatic)
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Matter summary information from the financial system.
Matter summary information from the financial system.
Matter Site (Automatic)
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NOT PICTURED: Ethical Walls & Timekeepers.
NOT PICTURED: Ethical Walls & Timekeepers.
Matter Site (Automatic)
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Client Site (Automatic)
Links directly into WestMonitor for the target client profiles.
Links directly into WestMonitor for the target client profiles.
Links directly into WestMonitor for the target client industry reports
Links directly into WestMonitor for the target client industry reports
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Client Site (Automatic): Litigation Profile
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Client Site (Automatic)
Is this work increasing? Decreasing? Remaining Constant?
Is this work increasing? Decreasing? Remaining Constant?
Client Site (Automatic): Litigation Profile
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Client Site (Automatic)Client Site (Automatic): Litigation Profile
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Client Site (Automatic)Client Site (Automatic): Litigation Profile
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Client Site (Automatic)Client Site (Automatic): Litigation Profile
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Client Site (Automatic)Client Site (Automatic): Litigation Profile
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Client Site (Automatic)
Links directly into WestMonitor for the target client profiles.
Links directly into WestMonitor for the target client profiles.
Links directly into WestMonitor for the target client industry reports
Links directly into WestMonitor for the target client industry reports
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Client Site (Automatic)Client Site (Automatic): Dashboard
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Client Site (Automatic): Dashboard
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Client Site (Automatic): Dashboard
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Client Site (Automatic) RECAP
• All Clients and Matters have a site automatically generated.
• All internal DM, Financial and CRM pieces are automatically linked upon creation. No maintenance required.
• KM team integrates the West Monitor tools. No password required. Seamless integration with most needed information.
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Target Client/ Team Sites
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Target Client/ Team Sites
Links directly into WestMonitor for the target client profiles.
Links directly into WestMonitor for the target client profiles.
Links directly into WestMonitor for the target client industry reports
Links directly into WestMonitor for the target client industry reports
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Target Client/ Team Sites
Links to internal CRM system.
Links to internal CRM system.
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Target Client/ Team Sites
Target Client address, website, phone, email, etc.
Target Client address, website, phone, email, etc.
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Target Client/ Team Sites
A link into WestMonitor to pull ticker information, news (legal & financial) SEC filings, Lawsuit Filing, etc. (SEE NEXT SLIDE)
A link into WestMonitor to pull ticker information, news (legal & financial) SEC filings, Lawsuit Filing, etc. (SEE NEXT SLIDE)
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Target Client/ Team Sites
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Target Client/ Team Sites
Automatic pull of open client files from the financial system. When accessed, all matters, financial info, timekeeper information, all documents created in the DMS, contacts, etc. become available.
Automatic pull of open client files from the financial system. When accessed, all matters, financial info, timekeeper information, all documents created in the DMS, contacts, etc. become available.
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Target Client/ Team Sites
Tracks
1. Who is meeting with target client.
2. What occurred, be it a conference all, dinner, deal closing, golf, etc.
3. Any new information gained from the action.
4. Any recommendations for future contact.
Tracks
1. Who is meeting with target client.
2. What occurred, be it a conference all, dinner, deal closing, golf, etc.
3. Any new information gained from the action.
4. Any recommendations for future contact.
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Target Client/ Team Sites RECAP
• KM Team creates the sites for current Clients or Potential Clients the firm is pursing.
• No automatic integration. High set up and early maintenance required. This diminishes after set up period.
• KM team integrates the West Monitor tools. No password required. Seamless integration with most needed information.
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RSS Feed of Legal Industry NewsRSS Feed of Legal Industry News
Legal Industry Docket InformationLegal Industry Docket Information
Practice Group Sites
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Relevant Content (Industry Information)
RSS Feed of Legal Industry NewsRSS Feed of Legal Industry News
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Key Factors with Technical Integration• Low Maintenance.
• Make it a part of the daily practice.
• Keep it simple.
• Seamless Integration.