Briefing Tiger Team: Third episode – Back to the future

Jess Carey Posted By Jess Carey
from Burlington Media

Unable to meet and greet in person, how can law firm marketing and business development professionals find new ways to connect with existing and potential clients, identify and create opportunities, and turn this into all-important profitable revenue in the deepest recession since records began?

Our latest Briefing Tiger Team, in partnership with the technology consultancy Pinnacle, sees Briefing's co-CEO Rupert Collins-White joined by the marketing and client development director at DWF, Zelinda Bennett; business development and marketing director at Weightmans, Sarah-Jane Howitt; commercial director of Kennedys IQ, Mike Gilpin; director of quality, risk and compliance at CMS, Patrick Torti; and head of Ashurst Advance Digital, Tara Waters. Completing the group is Pinnacle’s CEO in the US Bob Beach.

The team takes on:

  • Does business development need to return to well-worn principles of the past, or should this be seen as an opportunity to try new things and for tech-enabled delivery to sell itself much more significantly?
  • What tools and techniques could marketing take from how value messaging is effectively concocted in other organisations and sectors?
  • Do firms really have the fundamental skillsets they need to sell their services remotely, and how could they set about strengthening them?

Watch the video on YouTube here.

Video length: 1 hour, 11 mins.

 

 


 

What is Tiger Team?

The Tiger Team is a problem-solving approach used by NASA to investigate, and hopefully solve, highly critical and complex issues. Most famously, it was adopted to bring the astronauts safely back to Earth when a module malfunctioned during the Apollo 13 mission. Experts in a range of areas, such as engineers and scientists, are brought together from different centres as required by a specific work project or programme.

Briefing decided to try the concept out on law firm strategy. Could the perspectives of multiple functions operating in different firms perhaps make greater sense of a given business management challenge?

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