PipelinePlus recently presented a webinar. The presenters discussed how taking the right steps is essential whether you are creating a firm-wide strategic plan, a plan for a practice group, or an individual partner.

‘Tis the season for planning and setting goals for the upcoming year. Here are the top initiatives firms are requesting the most from PipelinePlus this budget season.

Whether you’re already using it or including it in next year’s budget, we want to make sure you optimize the PipelinePlus Platform to help meet your 2022 goals. Here are six top tips from PipelinePlus Platform power user firms.

We created the PipelinePlus Platform solution to be the perfect complement to professional service firms’ CRMs. Here are the top three ways PipelinePlus optimizes business development that your CRM can’t.

Let’s face it, the mundane business of keeping on top of business development can be tedious.

That’s why we specifically designed the PipelinePlus Platform to make business development simple, fast, and engaging. Here are the top five ways.

In our 2021 State of Business Development Coaching and Training at Law Firms, we learned that, on average, firms invest 5% of their marketing budgets in coaching, and 79% of firms have implemented a business development coaching and training program. 

For the webinar, “How Professional Services Manage Opportunity Pipelines,” Ackert, Inc. assembled a panel of business development leaders from across professional services industries, including legal, accounting, financial advisory, and architecture/engineering/ construction. To understand what business development looks like at their firms, Ackert CEO David Ackert posed three key questions.

Competition today is fiercer than ever as professional services firms increase their investments in the technologies that can help them attract, target, and acquire new business. Firm leaders who used to view client development as a function reserved for rainmakers look for ways to leverage contributions more broadly across the firm, and marketers work hard to keep up with increasing demands. But one thing hasn’t changed: seller-doers such as lawyers, accountants, financial advisors, and consultants continue to resist the idea of “selling.”

Today’s top talent is not only interested in compensation but in skills development that helps them advance through their careers. Is your firm enabling the next generation of talent to become effective business developers? 

Your typical firm relies on successful seller-doers for new business development but avoids the term “sell,” instead referring to its best seller-doers as rainmakers. 

In the seller-doer model, business development is typically an afterthought, and any platform that enables it will have to compete with the technologies that enable client service.

That’s not to say that sales enablement software won’t work in the context of law, accounting, or other advisory firms, but it must be driven by the following seven best practices.

In early June, I discussed the state of business development with a group of legal marketing and business development experts during a virtual session of the LSSO Global Sales Summit. They were candid when asked about how their firms are currently faring in three critical areas: lead sourcing, lead tracking, and new business forecasting.