Strategic marketing for law firms

I was recently talking to Andrew Hedley, business-development director at Pinsents, about his evolving role in law-firm marketing. As he told me about his career to date, it struck me how far law firms are now looking to business-management expertise to build and develop their firms.

An architect by profession, he also has an MBA and the experience of running his own business. It was this expertise that convinced Hammonds to headhunt him for its marketing department, with Pinsents following the lead two years later by recruiting him to the firm’s business-development function.

His career development since then also indicates a possible future direction for law-firm marketers, as he has committed to furthering the firm’s knowledge-management activities. For a marketing director to be involved in a firm’s KM programme seems like a sensible step to integrating the different functions of a firm, with a good marketer often having the practical experience of leading the cultural change necessary for effective knowledge sharing. Such integration, however, is a far cry from law-firm marketing activities of old, and there are plenty of signs that many firms are still struggling to recognise their marketers as being integral to business growth.

Most firms have, admittedly, moved on from the days when marketing departments were merely concerned with a firm’s logo or letterhead, but a gulf still exists between the business-development strategies of modern marketers and the day-to-day behaviour of most lawyers. As several contributors in this issue argue, part of the problem lies with the marketers, who fail to adequately communicate their plans to busy partners. There is a consensus that marketing should be clear and its returns demonstrable, but the practicalities of measuring and proving its value can prove tough, with many marketers failing to bridge the gap between themselves and their partners. They are left with a difficult choice: either accept and live with the limitations of their role, or pack their bags and move on to a firm that might present better opportunities for marketing development.

For those that succeed in becoming valued members of the management team, there is an exciting career potential to implement real change across the firm. Given the authority to drive the firm’s business development, they find themselves working on a long-term strategic level, as well as a day-to-day behavioural level, encouraging partners to think differently about client development and driving the overall profitability of the business. And, if Andrew Hedley is anything to go by, marketers will even find themselves pushing into other areas of the business that have traditionally been managed by lawyers and PSLs.

For most firms, there is still some way to go before marketing really receives the respect it deserves, and work is needed by both marketers and partners to better communicate the possibilities. Some, however, seem to be successfully leading the way and could provide the practical lessons necessary for those that are keen to follow.

Caroline Poynton
Editor

Features

Marketing marketing: Overcoming an ingrained image problem Free
It is a long time since marketing was merely concerned with a firm’s letterhead or latest brochure, with many marketing departments now closely involved with internal training, business development and even sales. However, Emma Smith, business development and marketing director at Alexander Harris Solicitors, argues that many firms are far from getting the marketing mix right. And the problem starts with communication.

Behaving badly? Delivering behavioural change for successful CRM Free
Effective client-relationship management (CRM) has become something of a Holy Grail, as many firms still struggle to get their lawyers singing off the same hymn sheet when it comes to interacting with clients. Gillian Khan, marketing director at Berwin Leighton Paisner, details some practical strategies for overcoming the challenges of implementing firm-wide behavioural change for top-quality client service.

Dare to be different: Gaining the competitive edge on a behavioural level Free
In a profession where technical expertise is a given, how can a law firm really differentiate its services in a competitive market? Andrew Powell, director of marketing at CMS Cameron McKenna, argues that it’s about delivering and interacting with clients through the consistent application of behaviours and principles throughout the organisation.

Because it’s worth it: Proving marketing is an investment, not a cost Free
While marketers berate their perceived lack of worth within law firms, many still fail to properly communicate their strategies to partners. David Wallace, marketing director at Shepherd & Wedderburn, assesses the problems, and explains how marketing departments can ensure they are recognised as integral to their firm’s success.

Lawfort: A Belgian rebranding story Free
On 26 November 2003, Bogaert & Vandemeulebroeke became Lawfort, the culmination of a rebranding effort that paralleled rapid changes in the legal marketplace. Marketing director Erna Van Hoof and managing partner Mark Vandemeulebroeke, describe the process and strategy behind the creation of a new brand identity.

Avoid the cross-selling sandpits Free
With the rise of marketing in the legal profession, greater focus has been given to the role of sales in the professional marketplace. Some firms still find the thought of ‘selling’ distasteful, but, as Mungo Dunnett, an independent consultant explains, every successful firm will utilise selling techniques in one way or another. It’s just a question of avoiding the familiar mistakes to sell well.

Regulars

Thought leader Free
Saira Zaki, PR and marketing manager at Skadden Arps, Europe, introduces this month’s strategic-marketing theme with an overview of the different marketing strategies in US and UK firms, and what can be learnt from each approach.

A manager of the law Free
There’s no mistaking the lawyer in Anthony Barling, managing partner of Finers Stephens Innocent, as his eyes twinkle when he describes solving clients’ problems. But does he have the management potential to drive forward the firm that he now describes as a business? Caroline Poynton finds out.

Fiveminuteswith... Free
Bruce Gripton, head of the commercial services group at Eversheds, has considerable experience of partnership issues and has recently advised both his own and other firms on converting to limited-liability partnerships (LLP). Caroline Poynton talks to him about the Eversheds conversion and why it reflects a growing trend among professional firms.