Thanks for the comment. I agree, but the path to true law office automation enlightenment, vis-a-vis HotDocs, begins with a single step. If a firm still has a typewriter in active use that first step is to donate it to a locate thrift shop or museum. BTW, I corrected the label example to accommodate the 2nd line in your honor.

Frank – My communications with other consultants indicate that we are all seeking the New Normal. SaaS? Mobile? Other programs not currently supported? All of the above? A lot has to do with our individual temperaments, ability/desire to learn new things and the kind of clients we each service. The gravy days are over, IMHO.

I did not read John Heckman’s comments. Since I have listened to John in the past I will assume he still speaks with a lot of passion. He may be struggling with the challenges of presenting his services to his clients in light of the recent, numerous changes at Lexis/Nexis. He is not alone.

It is clear the Lexis/Nexis is doing what needs to be done to grow their business. The main issue is: even if the current leadership stays in place and keeps their promises to the channel in the short run, we have no assurance that 2-3 years from now the legal software consultants will remain a vital part of their strategy. What we do have are a lot of loyal clients who were first our clients before they were Lexis/Nexis clients. They often ask us our opinions. Regardless how the recent changes affect our bottom line, we need to evenhandedly present the benefits of all support plans . . . especially without belittling the manufacturer.

I have more than 20 years in this business and dozens of lawyers who rely on my expertise. Most of those clients who have been regularly using my services may still see the need to keep me in the loop after they make a larger financial commitment to the manufacturer. Even some of them may tend to give me fewer dollars in the years to come. Also those occasional, fair weather clients may be harder to reach and may not call me as often when they are in crisis.

Our clients have been our source of continued revenue and it is clear that some of that revenue will now not flow into our coffers. One of our challenges is to offset that revenue loss. I admit that I don’t yet have a plan of action.

I am not as concerned with the client who know the value of and have learned to rely on my services. I expect that we will retain many of them. My largest concern in positioning the services of my company within the Lexis/Nexis current marketing model. New and prospective clients may never see a need for my services. Growing my client base may be the largest challenge.

I firmly believe that the legal software model will evolve in the years to come. I plan to keep my consulting firm in the mix. However I too am struggling with how to make the necessary adjustments to grow in the market. As CICs, we know that we don’t grow our business in a vacuum. We need to share some insights on how to embrace the changes.

What are other CICs doing to adjust their business model to the new realities?

I’ve worked with dozens of software companies over the years, in a variety of affiliations, from reseller to system integrator, to certified independent consultant. I’ve seen those programs come and go. I’ve been on the adverse side of channel conflict when the vendors got too greedy. And I’ve been in the awkward position of middle man between a client who has spent a sizable amount of money on a software product, and a vendor who has produced a product that is flawed, buggy, unstable, and embarrassing.

Meanwhile, I still have clients I had in 1985. A number of vendors and products I have supported over the years are in the techno bone pile, bankrupt and forgotten. Relationships matter.

I think the vast majority of my colleagues would find resonance in this perspective vs. yours. And frankly it would appear by the email address you used to contact me (CIC_2010@lawbill.com) that this was a targeted mailing to LexisNexis CICs. Shill on sir.