Mr. Jim Bliwas This is Me

 Web References

1. 1. Jim Bliwas

   www.AtticusCanada.com/html/our - [Cached]

   Published on: 1/16/2007   Last Visited: 1/16/2007

   Jim Bliwas - Principal
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   Jim Bliwas has spent 30 years working in senior marketing management positions in companies, as a consultant and an interim manager. He is a recognised authority on ways to use marketing as a strategic tool to help companies imagine achieving a way of making competitors irrelevant to customers or clients.
   
   He's worked with a range of sectors, including
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   Jim has particular expertise working with professional service firms in both Canada and the US, and heads the Professional Services Practice Group at Atticus. He is also a member of Atticus' Emerging Markets Practice Group. Jim has conducted marketing "think tanks" for clients trying to work through issues surrounding new opportunities, helped re-brand firms, worked with a consortium of healthcare-related businesses to increase their penetration of a mature, highly competitive market, and created new communications vehicles for organisations to connect better with their specific market, among others.
   
   He was honoured as "International Marketing Person of the Year" in 1994 by Professional Marketing International Assn. and has received numerous awards from the Law Marketing Assn. He has been cited by groups such as the Public Relations Society of America, the Institute for Professional Public Relations, and the Professional Services Marketing Assn. for the effectiveness of his work.
   
   A prolific writer, Jim has published articles about marketing in The Financial Post, The Globe and Mail, Marketing, Brand Management and Professional Marketing, among others. He also writes about non-business topics published in Canada and the US under a variety of pen names. Jim also writes, produces and directs corporate videos, CD's and commercials. Jim began his career as a journalist and served for a time as an Assistant Editor of Business Week magazine. He was also a reporter at media outlets in Minneapolis, San Francisco and Chicago. He also spent three years on the staff of the New York Stock Exchange's product development division.

2. 2. June 23 2005 News release

   www.interimmanagement.ca/resou - [Cached]

   Published on: 6/23/2005   Last Visited: 8/25/2005

   James Bliwas 416.644.8795
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   According to Atticus Principal James Bliwas, who conducted the study, ,It,s like listening in on a series of conversations with law firm clients.,
   
   It is the first comprehensive, syndicated, qualitative research study of the market for legal services in the Greater Toronto Area. Atticus held 25 one-on-one interviews with senior executives, general counsel and business owners who hire and use law firms, plus 16 focus groups with between eight and 10 participants each, including clients of large, multi-office firms, local and regional firms, and specialised boutiques.
   
   It also compares what clients say is important to them with what lawyers say clients feel is vital.
   
   According to Mr. Bliwas, the study uncovers disparities between what lawyers think client,s want and what clients say they really desire. Often, clients feel that law firms do not deliver what they want or need on a consistent basis.
   
   ,Concerns cut across the spectrum of clients, the size of their company and the size of the law firm they use,, he states.
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   But Atticus, Mr. Bliwas says a greater, overall worry for law firms of all sizes should be that clients say that they view legal services as a commodity. ,In general, clients aren,t unhappy with the lawyers they use, but participants in the research are convinced that other lawyers at other firms could do the same job just as well,, he notes. ,The research says very few firms do an adequate job of distinguishing themselves from their competitors.,
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   Atticus principal Mr. Bliwas says ,There is a considerable disparity between what lawyers believe clients want from them and their firms, and what clients of these same lawyers say they need and are not getting. While other businesses might find this type of ,non-compute, a recipe for disaster, it seems to be mostly inertia and a belief that things won,t be any different at another firm that prevents a regular stream of clients moving from one firm to another.,
   
   Although the study contains good news for most lawyers and law firms, it also shows numerous areas where many firms are vulnerable to a competitor,s business development activities. ,It addresses, in an objective way, what both pleases and bothers clients, and what positive, concrete steps a firm can take to help ward off growing competitive pressures,, Mr. Bliwas says.

3. 3. www.AtticusCanada.com

   www.AtticusCanada.com/html/res - [Cached]

   Published on: 9/24/2006   Last Visited: 11/14/2007

   By James Bliwas
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   Jim Bliwas has spent 30 years working as a senior marketing executive. He has worked in and with professional service firms since 1987 in both Canada and the US..