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Well, now, there’s a radical notion, eh? Were you inclined to reject it out of hand as mere headline click-bait? Or did it make you think about that big client from whom you get most of your origination credit and your firm gets so many billable hours? Have you ever thought about Fortune 500 companies failing? That’s rare, isn’t it?
When lawyers think about losing clients, they think primarily of being displaced by another law firm or, these days, by technology, in-sourcing, an alternative service provider – or even having the relationship partner take the client with her to another firm. The assumption is that the client will still be buying legal services but from someone else.
In March 2016, Sports Authority, the national sporting goods retailer that, at its peak, had $3.5 billion annual sales and made Forbes magazine’s list of America’s Largest Private Companies, filed for bankruptcy. Afterward, its email marketing shifted from promoting famous brands to announcing a fire-sale of their remaining inventory. The last email I received, in mid-June that year, wasn’t about merchandise at all, but instead offered its stores’ fixtures for sale.
When they start selling the fixtures, it’s definitely over. By August, the last of Sports Authority’s remaining 450 stores had gone dark, and the last of its once-16,000 employees hit the unemployment office.
The pain and loss aren’t limited to Sports Authority and its employees. It affects suppliers, too. While a behemoth like Under Armour says the retailer’s death will “knock a few million off 2016 profits,” many smaller suppliers will be hurt significantly, and some may be in danger of failing entirely.
Set aside the bankruptcy firms for whom Sports Authority’s demise was a windfall. What of the other outside counsel who won’t get paid for the work they had already done on employment, contracts, intellectual property, tax and litigation? And the lawyers who must replace that future business?
In a Working Capital Review article, “Sports Authority’s Bankruptcy a Reminder to Ratchet Up Your Company’s Robustness,” the Boston Consulting Group cautions that “Sports Authority’s fall reflects a wider phenomenon. The mortality rates of companies — across all industries — have increased significantly. Our analysis of entry, growth, and exit patterns for 35,000 publicly listed US companies since 1950 revealed a dramatic trend.”
Steven Denning pointed out a few years ago in Forbes that 50 years ago, the life expectancy of a firm in the Fortune 500 was around 75 years. Today, it’s less than 15 years and declining all the time. That’s less time than it takes a lawyer to make partner and establish himself as a reliable business generator.
Only 12.2 percent of the Fortune 500 companies in 1955 were still on the list 59 years later, in 2014, and almost 88 percent of the companies from 1955 have either gone bankrupt, merged, or still exist but have fallen out of the Fortune 500 (ranked by total revenues).
The Boston Consulting Group article continues, “Rising mortality among businesses is an increasing threat, and will likely remain so for the foreseeable future. Leaders need to consider not only how strong their game is, but how long it will last.”
These are Fortune 500 companies, not mom-and-pop stores or start-ups.
Fast-growing companies fare no better. The Kauffman Foundation and Inc. Magazine conducted a follow-up study of companies five to eight years after they had appeared on the magazine’s list of the 5,000 fastest-growing companies. What they found was startling: About two-thirds of the companies that made the list had shrunk in size, gone out of business or been disadvantageously sold.
What can law firms learn from this trend? A few things:
“[T]he importance of the repeat client is central since the number of potential corporate clients is severely limited. What this means is that corporate lawyers depend on a relatively small client base for a large portion of their incomes.”
– Lawyers at Work by Herbert M. Kritzer
According to Dun and Bradstreet Credibility Corp., which specializes in business credit, “The greatest risk to working capital and company cash flow is deferred billing.”
D&B advises, “In service businesses, make sure to bill for work as soon as the job is completed. Establish a disciplined billing system so that all invoices are sent promptly with clear payment terms. Keep track of all invoices and payments. While this sounds like elementary advice, the busy [lawyer] may become so engrossed in work that actual billing of clients is not prioritized. Failure to maintain discipline in billing affects your cash-conversion cycle and the viability of the business.”
In business, there’s no such thing as stasis. Your clients are either getting stronger or weaker, growing or shrinking. You need to know which it is, and how it’s trending.
To protect yourself and your firm, resolve today to:
Many of you have set up Google alerts to tell you when your clients are in the news. That’s fine, but by the time there’s bad news about your client’s company, it’s too late. Add alerts about your clients’ industries and follow those closely. The industry will be talking about the forces that affect your client long before anybody will be talking about your client specifically.
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