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By Kevin Wheeler
Since the Financial Crisis in 2008, I have witnessed marketing in many law firms take a backwards step: senior marketing and business development specialists have been dispensed with in order to save money, marketing budgets and staff have been cut, and partners have gone back to hiring more junior marketing staff who are less likely to challenge what they are doing.
In fact, the Carter Murray survey, “The Good, the Bad, the Ugly and the Beautiful: Marketing by law firms, the client’s perspective” serves as supporting evidence for my premise that legal marketing has gone backwards of late and should now be taking its lead from the clients rather than the partners. In fact, one respondent said: “Interestingly, as the market has declined and the economy weakened, the more prevalent ‘bad’ marketing becomes.”
The survey polled the views of 84 leading GCs in the UK, who were each asked two simple questions: (1) “What law firm marketing works for you?” and (2) “What law firm marketing doesn’t work for you?”
Before delving into the answers to these two questions it is interesting to review what GCs consider “marketing” to comprise. Broadly, they feel that it covers the following activities:
Two observations spring from this: firstly, the importance of doing a great job for your existing clients, not taking them for granted, and thereby ensuring that they give you repeat business and recommend you to ot
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Kevin Wheeler has been advising professional services firms on all
aspects of marketing and business development for nearly 30 years. As a
consultant he helps firms to manage and grow their key clients as well
as to win new ones. As a certified coach with WABC he works with
partners and those approaching partnership to improve their BD skills.
0330 161 1234