martindale.com Blog by Martindale-Hubbell

Need to Get Cases and Shepardize? We’ve Got an App for That

by Mike Mintz on November 5, 2009 · 6 comments

in Legal news and trends, Martindale-Hubbell Connected

If you are anything like me then you love your iPhone. In my opinion, what makes this device the best piece of mobile tech out there is the ability to add downloadable applications (Apps”). There are literally hundreds of thousands of them available in the App Store, many for free, which give you so many new ways to use your phone. I’m happy to report that LexisNexis has joined the ranks, releasing our very first iPhone App. Oh, and did I mention that it is free?

iPhone App

It is called “Get Cases and Shepardize,” and (as you may have guessed) allows users to get cases from Lexis.com and Shepardize them to make sure what they have found is still good law. Users must have a current account with Lexis.com and a valid password to use the application.

This app allows users to:

Find and review a case instantly by reading the Case Brief – an overview of the issues, rules, and reasoning (written by LexisNexis experts) just by entering its citation.
Get an at-a-glance indication of how closely they need to evaluate the case with Shepard’s Signal™ Indicators.
Get an overview of a case’s legal treatment up front by viewing the Shepard’s Summary, right at the top of your Shepard’s reports.

The app is available for anyone to download for free online at the iTunes App Store, (note: you must be upgraded to at least the iPhone 3.1 firmware to download the app). We hope that you like the first of our LN Apps and welcome your feedback on it.

Want you to tell us what the next LN App should be? Members of Martindale-Hubbell Connected can share their suggestions on this forum post in our community. Not yet a member? Sign up today, membership is free!

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Maximizing the Inside/Outside Counsel Relationships

by Mike Mintz on November 4, 2009 · 2 comments

in Martindale-Hubbell Connected

In Martindale Hubbell Connected we love theme months. They help to drive engagement by focusing on a specific, overall topic and encourage members to get involved. We are now in our fourth month of themes. Previous themes included: Social Media Solutions (July/Aug), Revolutionary Law (Sept), and Women in the Law (Oct). We now end this exciting year of themes with the following two offerings:

Maximizing Inside/Outside Counsel Relationships
2009: The Year Social Media Changed How Lawyers Do Business

For Maximizing Inside/Outside Counsel Relationships we will be hosting a discussion series lead by guest moderators from some of the best names in law firm marketing in our public forums Managing Outside Counsel and Corporate Legal Department Management.

NOTE: members can access the community links (forums, groups & document libraries); non-members can join here and then access.

Also, we are looking for the best samples of outside counsel guidelines or private practice checklists that you use when trying to maximize your own inside/outside counsel relationships.

In-house counsel can post to the confidential in-house counsel document library
Private practice lawyers can post to the confidential law firm lawyers document library

We encourage members of those confidential role groups to rate the most helpful of those documents with 1 to 5 stars. We will then feature the top rated documents on our home page and make them prominently available to the respective inside/outside counsel community. Finally, encourage all Connected members to share thoughts on the following topics, either in blog posts or public forums:

Litigation and dispute resolution strategies that strengthen the business without breaking the bank
Creating and implementing cost-efficient approaches to working with outside counsel and trusted advisers
Dealing with discovery without being derailed
Metrics & measurement: using case assessments and analyses successfully
Tackling tough situations: class actions, cross-border disputes and trends on the horizon

For those of you who are members of Connected, we hope you will participate. FYI – December is looking like one of our biggest theme months yet with a slew of social media pundits signed up to guest blog, moderate, and participate in a special webinar (stay tuned for details). If you are not yet a member of Connected, what are you waiting for!?! It’s free to join so come on in and let your voice be heard. We look forward to meeting you.

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Planning for the Good Times Ahead

by Mike Mintz on November 4, 2009 · 0 comments

in Legal news and trends, Martindale-Hubbell Connected, Martindale-Hubbell News

Posted on behalf of the UK Martindale Team:

History tells us that now is the best time for any law firm to prepare for the next economic boom, argues Brian Coventry.

For law firm managing partners and marketing managers attending the recent “M-Club” seminars in Brussels and Madrid, Brian Coventry had a surprisingly up-beat message. Mr Coventry, managing director of software solution provider APS – Billback, said that history tells us that all economic downturns are invariably followed by another period of sustained growth – typically lasting between seven to ten years. What’s more, recent stock market rises are providing an early indicator of possible good times ahead. “Stock markets always run ahead of the real economy,” he explained. “They are an indicator of what will happen in the next six to nine months.”

Mr Coventry argued that marketing managers should make use of this understanding of the economic cycle when planning and timing their firm’s future marketing spend. In the current economic climate, many firms’ are under pressure to reduce head count, cut marketing budgets and to reduce costs generally. In fact, Mr Coventry argued that this approach, while understandable, was wrong-headed. If the downturn was shorter than previous recessions, then firms that did so, he suggested, would only have to hire replacement staff once economic growth had returned – by which point, they would be forced to compete for talent. Thankfully, he said that many of the more enlightened firms now understood this dilemma. As a result, some are working on ways to retain key talent during the slowdown, rather than lose them altogether.

Of course, many law firms have also followed the conventional approach, and cut back on marketing in response to the downturn. Such firms typically only began to rebuild their marketing capability once it is clear that growth is returning, said Mr Coventry. Therefore, he argued, firms who continue to promote themselves at the early stages of the economic revival have two key advantages. Firstly, they will enjoy far greater visibility among potential clients. Secondly, having invested money on maintaining existing relationships during the downturn, such firms will be best-placed to win new work – from the moment that growth returns. By maintaining their investment programme, firms have prevented existing clients from entering the so-called “zone of perceived indifference”, which causes them to “wander off” to rival firms. “If firms don’t put energy into a relationship, it dies,” Mr Coventry explained. Likewise, money invested in providing “client relationship training” for partners, some of who were naturally reluctant to promote themselves, would help reduce the danger of them from shrinking back into their “comfort zone”. This too would help ensure that lawyer-client relationships were maintained during the downturn, he argued.

In terms of persuading senior managers of the need to maintain their investment in marketing during the downturn, Mr Coventry has two suggestions. In relation to the firm’s managing partner, Mr Coventry suggested that marketing managers’ argument should appeal personal self-interest, as well as that of the firm. “When you consider the average age of a managing partner, it is likely that they only be working for one more economic cycle. If they are going to get the most value out of the economy – both for their firm, but also for their families – they will need to take decisions that will allow the firm to take full benefit of the entire boom run,” he said. And continuing to promote the firm during a downturn would make that more likely.

In relation to the firm’s financial personal, Mr Coventry argued that marketers must also learn to “speak the same language” as those who controlled the firm’s budgets. A debate where one side was speaking in “marketing” and the other side speaking in “financial” was a recipe for disaster. So, rather than referring to their spending as “marketing” – which carries with it the perception of intangible luxury – be clearer about what the spend relates to for example “client-based management”, is specific he suggested. “Watch the brave managing partner who proposed to cut spending on client-based management,” he said.

Visit our law firm directory, www.martindale-hubbell.co.uk, for more such informative articles and news. Contact us today at +44 (0)20 7347 3700 or international2@martindale.com to get listed with us.

Martindale-Hubbell Connected members can vote in our poll about Planning for the Good Times Ahead: Which Strategy Do You Think is Best? Non-members can register for Martindale-Hubbell Connected – sign up is free.

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Peer Review Ratings Explained

by Kathleen Delaney on October 23, 2009 · 10 comments

in Ratings, martindale.com

I wanted to address and hopefully clarify some confusion and misinformation floating around the blogosphere this week regarding fees/options for the display of the Martindale-Hubbell Peer Review Rating in 2010.

Starting in January of 2010, the Martindale-Hubbell Peer Review Rating will not be displayed on the profiles of lawyers at business to business law firms that are not members of martindale.com. These lawyers are free to promote their rating in their own marketing materials and on their own Web sites regardless of whether or not they subscribe to Martindale-Hubbell – however, a subscription will be needed to display the rating on the martindale.com web site.

The Peer Review Rating is a service that Martindale-Hubbell provides to the Bar. We know that law firms and lawyers, both private practice and in-house counsel, value this service very highly. Lawyers are objectively rated by peers and receive a rating whether or not they or their firm maintains a paid listing on martindale.com.

Separately, this past summer, we piloted an “Individual Lawyer Package” program. This special program enabled lawyers who see value in Martindale-Hubbell at non-subscribing business to business law firms to benefit from the visibility and the resources available at martindale.com. The Individual Lawyer Package included a full listing and ratings display on the profile for an introductory price of $1,200 (discounted to $599 for the trial). We are evaluating the results of this offer to determine if, and at what price point, to offer a similar package in 2010. Some have confused this $599 pilot program offering as a “replacement” for our standard $59 ratings display fee – this is not the case.

LexisNexis has a strong commitment to the mission of the Martindale Hubbell Peer Review Ratings. Please note that nothing has changed for those law firms already benefiting from a subscription to martindale.com or lawyers.com.

I hope that this post clears things up a bit – and feel free to contact me with any questions…

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Martindale-Hubbell Connected Passes 20,000 User Mark

by Laxmi Stebbins Wordham on October 23, 2009 · 0 comments

in Martindale-Hubbell Connected

20K Martindale-Hubbell Connected, launched March 31 with 3,000 beta users, just passed the 20,000 mark in registered, authenticated members. We are proud to say that the Association of Corporate Counsel (ACC) conference in Boston this week was integral in helping us achieve this milestone. It has been extremely gratifying to everyone on the Martindale-Hubbell team to witness the growth of the network and to hear stories from members about how the site is benefiting the legal community. Membership in Connected includes inside counsel representing more than half of the Fortune 500 as well as lawyers from 98 of the Am Law 100. Fourteen percent of our members are based outside of the U.S. and more than 575 user groups have been created within the network.

Anyone involved in the development of online networks can tell you that the “build it and they will come” adage might work in Hollywood movies but that kind of thinking won’t get you far in today’s online world. We’ve worked very hard to solicit and listen to the opinions of lawyers to help guide the development of Martindale-Hubbell Connected since well before it was launched. Literally hundreds of lawyers and legal professionals have shared their input and suggestions with us along the way and we’ve used that valuable feedback to shape and adapt the network as we’ve gone along.

While the network was originally restricted to lawyers only, we’ve heard time and again from lawyers that the people they need and want to connect with, even within the legal community, includes many roles and job titles beyond just other lawyers. Recently we began reaching out to a number of groups including law schools, law librarians as well as senior IT and marketing professionals within the legal community to invite them to join Connected. As with all prospective members, these “legal professionals” must be authenticated before they can join the network to ensure that users are who they say they are.

As my colleague, Mike Mintz put it in his September 30 blog post,

One of the prime differentiators of Martindale-Hubbell Connected from other professional and social networking networks is that we validate every user’s registration to provide a trusted community for our members. We find that by doing so the conversations are more genuine, lawyers and other legal professionals feel more comfortable participating, and the tone of the community remains professional…

If you are reading this blog there’s a good chance you work within the legal field or are well on your way to doing so. I invite you to join this community to connect, collaborate and enhance your own professional development.

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Lawyer Locator Service

by Mike Mintz on October 22, 2009 · 0 comments

in Martindale-Hubbell Connected

Here comes another post from our friends in England, this one about Lawyer Locator Services:

Anyone can look up international law firms on the internet, or check a lawyer locator service. But a name and phone number (or email address) is not enough information on which to base a professional relationship. Lawyers everywhere tend to specialise in different areas of the law, and of course there are many different levels of skills and experience.

People need to know as much as possible in advance about the lawyer or the law firm they’re hiring. That person could have life changing consequences in the case of many civil suits. The information a potential client needs to know includes whether a lawyer has a specialist designation, how often he or she settles out of court, how many trials have been won, how many similar cases he or she has litigated.

Lawyers offer different payment plans depending on how long and complicated a case is expected to be. Depending on the case there are matters of hourly fees, fees for the entire case, or contingency fees. These can be tough questions to answer during an initial phone call, but it is a matter that should be addressed sooner rather than later for the sake of both the lawyer and client.

Using a lawyer location service or a lawyer referral service is only the first step when potential clients need legal help. To make the best decision, they need to know more about any lawyer they consider hiring. Many law practices have websites that answer several important questions up front: whether they specialize in criminal or civil matters, the level of experience represented at the firm, and what the next step is if the potential client is interested. For international law firms and cases of international scope in particular, the ability to compare, validate and conduct research in one place will save a lot of time.

Those seeking legal help may want the names of references. A good law firm or a successful lawyer will always have some satisfied former clients who readily agree to be their references and do not mind giving information to new potential clients. The information in even the best referral service or directory is only enough for a first step of narrowing down the list of lawyers who may be able to help. It is better for the client’s satisfaction, if the decision they make is a fully informed one.

At Martindale-Hubbell.co.uk, a lawyer locator service, we continuously try to provide useful information for international law firms. Contact us today at +44 (0)20 7347 3700 or international2@martindale.com to get listed with us.

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2009 ACC Annual Meeting: Boldly Go Where No Corporate Counsel Has Gone Before

by Mike Mintz on October 19, 2009 · 0 comments

in Martindale-Hubbell Connected, Uncategorized

After twenty-four hours of traveling from Jerusalem to Boston, I am now on the floor at the Association of Corporate Counsel Annual Meeting in Boston. The Haynes Convention Center is packed with flat screens and corporate lawyers, and I am standing in the middle of it at the LexisNexis booth with leather couches, a glass coffee table, and pimped out Connected videos playing in 4-minute loops. Another vendor just came over to tell me she was jealous because we got the “good carpet,” and I must say, it is plush.

As the community manager for Connected, my goal at this conference is to help corporate counsel become better acquainted with online professional networking, in particular with our community. As this is generally a new tool to the legal profession, it reminds me a bit of the mantra from Star Trek (I watched the new movie on the plane ride here and highly recommend it). As a profession we are “boldly going where no lawyer has gone before,” integrating these networks into our daily work-flow. Us lawyers tend to be risk adverse and for a good reason: we are the trusted advocates sworn to secrecy by ethics rules; how can we talk about what we do in these “open networks?”

The truth is there are plenty of ways for us to benefit from the available technology as we migrate from isolated problem-solving in tasks such as research, one-to-one networking, and discussions to collective solution building. In using a community platform to cast our nets broadly we can form new relationships and find new sources of information that did not previously exist.

A real-life example: a corporate counsel at a small 500-person technology company came to the Connected booth.

“Are you a member of Connected,” I asked him.

“No,” he said.

“Tell me about the kinds of things you do,” I said.

“Well,” he said, “we are engaged in all kinds of work: IP, employee disputes, had an interesting deal recently that happened in Australia.”

“Tell me about that,” I said. He went on to explain all kinds of jurisdictional issues he faced, finding outside counsel on a foreign continent, and the difficulties he faced given the local nature of his company and the size of his legal department.

“Would it have been helpful to you if you had connections to a corporate lawyer in Australia who could have given you feedback?” I asked.

“Sure,” he said.

Thinking of a certain Connected member prominent in the corporate scene in Australia I went on, “what if you could have connected with a corporate counsel expert in the Outback? What if you could have posted your jurisdictional questions on a confidential corporate counsel message board, where other corporate counsel from Australia could have commented? Would this have been helpful to you?”

He thought about it and said, “sounds like it would.”

“Let’s get you signed up for Connected,” I said. And that’s what it’s really all about: most of us don’t even realize how we can apply this technology to our daily work while adhering to the ethical rules of our profession. There are many ways to do this, and just as the legal profession had to learn about email disclaimers when incorporating that technology into our daily flow, we will learn how to use networks like Connected.

If you are at the ACC Boston, stop by our booth and I’ll be happy to sign you up. Already a member? That’s great – let’s take a look at your profile and see if there is anything I can show you or a potential connection you can add. Oh, and while you are here – enjoy the plush carpet, have a seat on the couch, a cup of coffee, and tell me about your work. I’m interested to see how we can get you connected.

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Good Tasting Dog Food (aka lawyers.com)

by Jon Lin on October 17, 2009 · 0 comments

in Web 2.0

: Image by JnL via Flickr

I’ve never been a big fan of the expression “eating our own dog food.” Tech companies in particular (see Google and Oracle) tend to overuse it to show that they believe in their products so much that they are willing to use it for themselves. Recently though, I had the chance to try some of Martindale-Hubbell’s own dog food.

Over the past few months, my wife and I had been casually shopping for a new apartment. As a first time home buyer, it was a scary prospect committing large sums of money in bad economy, but rates and prices were low so we figured we get acquainted with the market. We found an apartment we liked and threw in a low offer to see what would happen. After a few counteroffers, the sellers accepted our offer!

After the initial excitement, reality quickly set it. We got by without a broker, but I needed a lawyer and fast. I got recommendations from all sorts of places – friends, the sellers, real estate agents, mortgage brokers, online discussion forums, etc. Many people try to find the cheapest lawyer to do the transaction, but my parents had lost out on tens of thousands of dollars on an apartment sale in the past because their lawyer didn’t uncover some important risks. I was willing to pay up for the right person.

So where did I turn to vet all of these referrals? Being a good corporate citizen, I of course turned to my sister site, lawyers.com. If I couldn’t even find the lawyer on there, they were eliminated from consideration. I then looked closely at the practice areas that the lawyer added to their profiles. If residential real estate was not central to what they did, they were also eliminated. I did not want someone who dabbled in a number of different matters and just did real estate on the side. Of the remaining lawyers, 2 of them were AV Peer Review Rated. I contact both of these lawyers and after speaking with some references for each, I ended up hiring Donna Glasgow.

Although I interact with lawyers more often than most people looking to hire a real estate lawyer, that still didn’t make me feel any more comfortable with the process. While I was aware that lawyers.com had guides to help you understand your legal issues, I had never actually visited one of these guides myself. They had one specifically called Buy and Sell a House. I expected to find info primarily about the legal aspects of the home buying process, but instead I found dozens of useful articles covering the basics of real estate and an overview of the entire process, from deciding whether buying is right for you, to dealing with real estate agents, obtaining mortgage financing, to closing, and of course, to hiring a lawyer. Bottom line is that I would have benefited greatly from checking this out well before even thinking about hiring a lawyer.

It may ultimately take years for me to know whether I made the right choice in hiring Donna, but so far so good, in no small part thanks to lawyers.com.

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Is Merger Still a Choice for a Law Firm?

by Mike Mintz on October 15, 2009 · 0 comments

in Martindale-Hubbell Connected, Practice Management, martindale.com

The following post comes to us from the merry shores of England. Our colleagues at Martindale-Hubbell UK put together this great article and we share it here in it’s entirety:

Is merger still a choice for a law firm? - The first principle towards mergers of law firms is that it must be considered as a means to an end. Merger is a scheme which allows certain aims to be fulfilled. These aims can be linked to growth strategy, gaining market share, approaching other types of clientele, strengthening the firm, ensuring economic stability, attracting new lawyers with a specific profile, pursuing competition or a number of other goals. Normally only international law firms are seen to be merging for mutual benefits.

We set out below the economic advantages and disadvantages linked to a merger:

Advantages of merging

Revenues created by law firm A’s strengths compared with law firm B’s clients

Revenues created by law firm B’s strengths compared with law firm A’s clients

Revenues created by new clients that would be attracted to the new law firm created by the merger

Strengthening of law firms A and B’s profitable clients through greater breadth of service

Economies of scale with more efficient IT systems, marketing and communication libraries

Communication opportunities created by the merger

Disadvantages of merging

Loss of revenues linked to conflicts of interest between clients A and B

Collateral damage in human resources (loss of certain associates)

Loss of referrals of files by other colleagues

Time needed to create a new culture and working methods between two groups of people

Direct costs of merging- consultants, update of logos, communication tools, website, stationery, client info and more

Those who have taken part or experienced merging know that managing economic aspects is a key element in an alliance but it is not enough to ensure success. The notion of ‘risk management’ has to be applied to creating a merger because failure often leads to structure break down or a fall in partner and associate numbers.

The Red Thread

Methods exist for evaluating the likelihood of accepting the merging principle between two law firms. In a law firm, this falls under four categories:

Capital

Culture

Added Value

Profitability

Each merger will have to go through an audit taking these factors into account. At the end of the day, both firms will be able to negotiate, amend, correct, discuss various aspects, and in conclusion, accept or refuse merging. It would be better for the candidate firm to assess such a scheme about merging in order to make a final important decision.

A. Capital

Capital of a law firm is made up of:

Quality of lawyers

Quality of clients’ portfolio

The firm’s cash reserves

B. Culture

Each lawyer and each firm impart their own culture and values. The initial difficulty found in mergers is that each other’s culture is hardly understood by partners. In fact, this phenomenon of ‘masked business culture’ implies that partners are not so committed to invest or implement the mutual business plan.
Commonly, after financial issues, the problem with ‘culture’ is the second determining factor in success or failure of merging. Do the prospective candidates speak the same language; have the same work visions, the same approach to clients and the same ideas ethically?

Business culture between ‘them’ and ‘us’ has to be handled at a partner level to create a melting pot. Associates and secretaries should also be taken into account in the evaluation.

C. Added value

1+1=3 is the mathematical formula reached by merging, which is based on the perception of added value which merger firms can offer to existing clients, prospective or potential clients, partners, and associates alike.

Individuals initiating the merging process evidently have to question the market view with regard to merging. Merging within two niche structures will not be seen in the same way between a full-service international firm and a niche structure. In some cases, merging has almost no outside impact vis-à-vis the market structure.

Does merging have a limited impact in cities, regions and on a national or international level? The link between a firm in a capital city and a firm in a province will usually go through an acquisition instead of merging. A specific type of communication can be envisaged in a capital city and a metropolitan one.

D. Profitability

Generally, profitability of a task plays a dominant role in merging, but this is not always the case. If revenues are the foundation of an argument between negotiators, it is definitive not only because lawyers have an equal importance but also because it is an issue backed by figures and therefore easier to compare.

Four Key figures to study in the merging sector are:

Hours worked by partners

Timetabled hours

Margin calculations

Partner/associate ratio (leverage)

Firms often less capable of merging with other firms due to managing issues, legal matters, finance and psychological- elements which govern the success of a business plan. Sorting legal aspects of merging or acquisition require special advice.

The assessment set out is not infallible. However, it is highly advisable to collect as much objective data as possible in order to avoid working on the basis of an emotional process. An assessment of this nature constitutes a useful way of getting candidates to co-operate. At a time when everyone is watching each other’s moves, it is important to embark with a compass on board.

At Martindale-Hubbell.co.uk, a lawyer locator service, we continuously try to provide useful information for international law firms. Contact us today at +44 (0)20 7347 3700 or international2@martindale.com to get listed with us.

Share your opinion about whether merger is still a good choice for a law firm in the comments below. Connected members can discuss this in the community in the Law Practice Management forum.

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Ratings Survey Findings Released

by Carlton Dyce on October 15, 2009 · 0 comments

in Ratings

Experience has taught me that wisdom comes from listening to feedback. That feedback, whether positive or negative, can serve as a powerful agent of change and growth.

Today we released findings of our 2009 Online Ratings Survey. The survey was conducted earlier this year by Lightspeed Research, an independent research firm. The survey included 361 legal professionals as well as 200 small business owners and consumers.

What I found very interesting was that the survey found that 87 percent of respondents use review and ratings Web sites for personal and professional reasons, and that more than 70 percent of lawyers believe a combination of both numerical scores and narrative feedback offers the most valuable type of evaluation from review and ratings Web sites.

Lawyers are also looking for more comprehensive information, particularly from review and ratings Web sites within their own profession. Ninety percent of lawyers believe current resources available to help evaluate lawyers are not comprehensive enough, provide incomplete information, and are not specific enough or objective enough.

Bear in mind that the survey did not ask respondents for their views specifically about ratings offerings from Martindale-Hubbell. Nonetheless, we have taken their feedback and criticisms to heart and we’ve used this and other research to help guide the transformation of our own ratings programs.

Earlier this year we introduced a new Client Review feature in response to numerous conversations with corporate counsel and private individuals who told us that Client Reviews could play a critical part in selecting counsel.

Last month we announced changes to the Martindale-Hubbell Peer Review Ratings. This ratings program continues to provide a measure of both a lawyer’s General Ethical Standards and Legal Ability based on anonymous peer assessments of members of the Bar and the Judiciary. However, the Legal Ability Rating is now area-of-practice-specific and rated on a scale of one to five. In addition, basic demographic data on reviewers is aggregated and displayed along with narrative feedback reviewers wish to offer.

These changes reflect extensive research (including but certainly not limited to this recent survey) and feedback from the legal community on decision-support data they consider most useful to inform their selection of legal counsel. We continue to adapt to the changing needs of the legal marketplace and we welcome your thoughts, feedback and input every step of the way. We are listening…

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← Previous Entries

martindale.com Blog by Martindale-Hubbell

Need to Get Cases and Shepardize? We’ve Got an App for That

Maximizing the Inside/Outside Counsel Relationships

Planning for the Good Times Ahead

Peer Review Ratings Explained

Martindale-Hubbell Connected Passes 20,000 User Mark

Lawyer Locator Service

2009 ACC Annual Meeting: Boldly Go Where No Corporate Counsel Has Gone Before

Good Tasting Dog Food (aka lawyers.com)

Is Merger Still a Choice for a Law Firm?

Ratings Survey Findings Released

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