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Opinion: How was it for you?

You have the technical expertise to satisfy the fussiest board of directors, excellent information systems and a very sharp marketing department. But then again, so do most of your competitors. So what are the more equivocal factors that sway those responsible for making the buying decisions and how can you influence this from the very first pitch to the completion of your umpteenth deal?

10 October 2005

Assuming technical ability is a given, where do we look next? We asked those directors and lawyers with the power to add your name to a panel.

You must have a commercial mind under your legal hat. A frequent source of frustration is a feeling that solicitors’ advice comes in a way that is designed to minimise the chances of being sued rather than making the best judgement for the business of the client. While nobody wants to make mistakes and should rightly take great care in their work, it helps if recommendations can be made with commercial objectives to the fore rather than submitting a 45-page bundle with every eventuality explained in a Byzantine fashion. So how do we create this insight? Every single person consulted in this research recommended organising secondments because these are the external lawyers that your clients prefer to deal with. Only they have witnessed first hand what pressures and considerations the internal lawyers must deal with. Think about givin...

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