Date: April 12, 2013 Topic: The Shrinking ... - Georgetown Law

More documents

Recommendations

Info

proven itself an effective strategy for initially attracting users who then convert to become clients. It translates well to legal services, but only works, of course , to the extent that users are so impressed by their free experience that they become paying customers when the next need arises. For many of Riverview’s small-to-medium sized business users, the path from free to paid-for often takes the form of a commitment to the firm’s annual “eat as much as you like” service for a monthly fee that starts from the equivalent price of just one billable hour of a junior lawyer’s time at a small local firm. Providing a great experience for users and clients is therefore critical to Riverview’s model, and an investment was made from the outset in a senior role assigned to oversee it – a Director of Customer Experience. The “Riverview experience” is designed to stand out in an industry which is often accused of being rather introspective and geared towards engaging with customers on the law firm’s terms, rather on the user’s or client’s terms. Befitting of a model that claims to be genuinely customer-centric, each point of interaction and stage of the process has been carefully designed to enhance the experience, and Riverview’s bespoke internal training program teaches team members— staff and lawyers—how to put themselves in their customers’ shoes. 5. Legal Advisory Outsourcing As with AdviserPlus, this same customer focus is applied to larger clients too, for whom Riverview’s streamlined structure, fixed-fee model and advanced technology makes for an appealing alternative to traditional “Big Law.” For one-off matters, the portal’s case management features provide much the same benefits as for smaller clients. But the technology really comes into its own for institutional clients and those using Riverview’s Legal Advisory Outsourcing (LAO) services, for whom the advanced datahandling capabilities and comprehensive reporting suite provide a level of management information that most law firms and in-house departments have hitherto found impossible to deliver. LAO is not to be confused with LPO (Legal Process Outsourcing). LPO is typically understood to address the “bottom” 10% of the legal requirements of large businesses, whereas LAO is focused on the 60-70% of day-to-day, week-to-week requirements. The Riverview LAO model provides General Counsel with an alternative to using traditional law firms and outdated panel arrangements, or to building large inhouse teams. The following graphic illustrates the model: 30
Riverview’s high-end services are as popular as its proposition for small-tomedium sized businesses, and it sees this as a continuing trend. While technology is an enabler to innovate in certain areas, there remains strong demand for the high-touch expertise provided by domain experts, and this is unlikely to change in the immediate future. As with the travel industry, the increased access to information is creating demand for experts to navigate it. While law is in many ways a well-established marketplace, Riverview believes there are opportunities for those firms who can find ways of bringing the people and technology together to create something much more compelling. Having won its first FTSE 100 client after only six weeks, the marketplace would seem to agree. 6. Riverview’s Digital Marketing Strategy Technology and the internet also feature strongly when it comes to Riverview’s approach to marketing its services. The firm’s leaders understood the importance of leveraging popular social media platforms and using them alongside more traditional approaches such as soft and hard-copy printed media and radio advertising. In a bold prelaunch statement of intent, Riverview appointed a dedicated Social Media Manager to direct a coordinated approach to its activities across the major platforms. Riverview has been particularly active on Twitter, where its efforts were soon recognized with an award from a creative PR and design agency who provided a useful independent validation of their approach: “Riverview Law engages with a great many of the legal community on Twitter with ‘@mentions’, ‘@replies’ and retweets. Their Twitter interactions focus on law and its change but they do it in an open and friendly, unintimidating manner. They are just as likely to have a chat or a bit of fun with followers. Overall they’re an example of one of the most interactive professional personalities on Twitter.” 103 103 http://www.elephantcreative.co.uk/2012/11/16/tweeter-of-the-week-award/ 31
Page 1 and 2: Date: April 12, 2013 Topic: The Shr
Page 4 and 5: PROGRAM AGENDA & ROOM LOCATIONS The
Page 6 and 7: Things to do in Washington, D.C. Wa
Page 9 and 10: The Shrinking Pyramid: Implications
Page 11 and 12: III
Page 13 and 14: DRAFT IN PROGRESS—PLEASE DO NOT C
Page 15 and 16: legal services based upon data aggr
Page 17 and 18: on a consistent, sustained basis. T
Page 19 and 20: the marketing concept or market(ing
Page 21 and 22: Technology and online access democr
Page 23 and 24: portion of their curated informatio
Page 25 and 26: in the United States and Britain, a
Page 27 and 28: whether some activities traditional
Page 29 and 30: Without the necessary systems or pr
Page 31 and 32: While net promoter score is not a p
Page 33 and 34: Today, LegalZoom offers a broad por
Page 35 and 36: 4Q09 1Q10 2Q10 3Q10 4Q10 1Q11 2Q11
Page 37 and 38: Clementi submitted his report in De
Page 39 and 40: experience, skills and competencies
Page 41: away disk drive space. The question
Page 45 and 46: need of an overhaul. These “new k
Page 47 and 48: These are exciting times for those
Page 49 and 50: The introduction of a new technolog
Page 51 and 52: Before turning to our main quantita
Page 53 and 54: H2: Wider document download pattern
Page 55 and 56: Independent variables Technology us
Page 57 and 58: Our research reconciles these two d
Page 59 and 60: REFERENCES Alavi, M., Leidner, D. E
Page 61 and 62: Table 1: Representative Excerpts fr
Page 63 and 64: Table 2: Descriptive Statistics Var
Page 65: Table 4: Results of Individual Fixe
Page 68: There are no materials for this ses
Page 71 and 72: 1 DECONSTRUCTING BIG LAW The Future
Page 73 and 74: The Stanford Law School Research Pr
Page 75 and 76: 2011 General Counsel with Power
Page 77 and 78: Executive Summary of Key Findin
Page 79 and 80: General Counsel with Power? 201
Page 93 and 94:
General Counsel with Power? 201
Page 95 and 96:
Page 97 and 98:
Page 99 and 100:
Page 101 and 102:
Page 103 and 104:
Page 105 and 106:
Page 107 and 108:
Resource Co-Specialization and Supp
Page 109 and 110:
al., 2009), plural sourcing (Bradac
Page 111 and 112:
ely more on R&D resources, advertis
Page 113 and 114:
and from transferring best practice
Page 115 and 116:
specialized tasks such as complex a
Page 117 and 118:
also distinct from economies of sco
Page 119 and 120:
In case studies of innovating firms
Page 121 and 122:
knowledge. This translates into a r
Page 123 and 124:
To be included in our sample, we re
Page 125 and 126:
Law firms. In order to measure the
Page 127 and 128:
More specifically, we estimate a st
Page 129 and 130:
of sample means indicate more in-ho
Page 131 and 132:
services. The coefficient for selli
Page 133 and 134:
study design and accounted explicit
Page 135 and 136:
These in-house legal departments ca
Page 137 and 138:
usiness benefits only if resource c
Page 139 and 140:
Dick the Butcher, wishes for lawyer
Page 141 and 142:
Gulati R, Puranam P. 2006. Compleme
Page 143 and 144:
Sako M. 2013. Professionals between
Page 145 and 146:
Table 3. Panel data regression mode
Page 148 and 149:
The Shrinking Pyramid: Implications
Page 150 and 151:
Limiting the Damage of Lateral Part
show all

Date: April 12, 2013 Topic: The Shrinking ... - Georgetown Law

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?