1 Document scope This document applies to Time period covered Owner of this document Date agreed ☐ Whole firm☐ Department / Practice area [Insert details]☐ Sector [Insert details]☐ Office / Region [Insert details] ☐ Next 12 months☐ 2–3 years☐ 3–5 years [Insert name and role] [Insert date] 2 Business development aim(s) Our

1 Budget details Applies to Budget owner Approved by Financial year [Insert eg, Whole firm, Conveyancing department, Charity sector etc] [Insert name and role] [Insert name and role] [Insert year the budget applies to] 2 Summary overview 2.1 The total business development and marketing budget for [insert eg, the firm, the conveyancing department etc] is: £[insert amount]. 2.2 The key priorities and assumptions this year are: Priorities Assumptions [Insert details eg, grow work in X sector][Insert details eg, improve digital visibility][Insert details eg, deepen key client relationships][Insert details][Insert details] [Insert details eg, no major rebrand this year][Insert

Key information Name of firm [Insert firm name] Name of role holder [Insert name] Reports to [Insert, eg Managing Partner, Chief Operating Officer, Head of Business Development etc] Role scope ☐ Whole firm☐ Department / Practice area [Insert details]☐ Sector [Insert details]☐ Office / Region [Insert details] Role type [Insert, eg Full-time/Part-time/Contractor][If a contractor role, length of contract] Primary location [Insert the primary location for this role—if there is a requirement for the role holder to regularly spend time in multiple locations, eg in each regional office, it is worth making sure this is made clear] Remote/hybrid/office-based? [Insert type of work model] Date role commenced [Insert date] Length of probation period [Insert] End

Plan summary Time period covered by this plan Level of plan Owner of the plan From [insert start date] to [insert end date] ☐ Whole firm☐ Department / Practice area ☐ Sector☐ Office / Region [Insert name and role] 1 Analysis 1.1 Internal review This section summarises our current position. 1.1.1 [Insert eg Firm, Department, Sector] strategy and priorities [Insert a brief summary of the direction, growth ambitions and key priorities.] 1.1.2 Financial position Year Financial summary Brief commentary Current year to date (or forecast) Fee income: £ [insert amount]Profit (or contribution) £ [insert amount] [Insert details] Last three years Fee income: £ [insert amount]Profit (or contribution) £ [insert amount]Fee income: £ [insert amount]Profit (or contribution) £ [insert amount]Fee income: £ [insert amount]Profit (or contribution) £ [insert amount] [Insert details]

Business development in a law firm is most effective when it follows a transparent, structured process. Too often, firms jump straight to activities—such as networking, publishing articles or launching campaigns—without first understanding their current position, agreeing what they want to achieve, or deciding how they will get there. This document brings together three critical stages of business development planning: • understanding your current position through internal and external analysis • setting clear and meaningful goals and objectives • developing a focused business development and marketing strategy Taken together, these steps provide a practical foundation for sustainable growth. They ensure business development activity is purposeful, aligned with firm strategy and capable of delivering measurable results. See also Precedents: • Business development—internal analysis—law firms • Business development—external market analysis—law firms • Business development aims, goals and objectives—law firms • Business development strategy—law firms Understanding your current position through analysis Analysis provides the foundation for all business development decisions. Without it, firms rely on assumptions, anecdote or habit. Proper analysis enables you to: • understand

1 Document scope This document applies to Time period covered Owner of this document Date agreed ☐ Whole firm☐ Department / Practice area [Insert details]☐ Sector [Insert details]☐ Office / Region [Insert details] ☐ Next 12 months☐ 2–3 years☐ 3–5 years [Insert name and role] [Insert date] 2 Our business development in context Size and structure Primary source of work today Main constraints on growth [Insert details, eg small / mid / large firm, departmental or sector led etc] ☐ Existing clients☐ Referrers / intermediaries☐ New client acquisition☐ Mixed [Insert details, eg visibility, relationships, capacity, skills, systems etc] 3 Unifying theme The unifying idea behind

1 Document scope This analysis covers Geographic scope Duration of analysis Person responsible for this analysis ☐ Whole firm☐ Department / Practice area [Insert details]☐ Sector [Insert details]☐ Office / Region [Insert details] ☐ Local☐ Regional☐ National☐ International Commenced: [insert start date]Completed: [insert end date or target

1 Document scope This analysis covers: Duration of analysis: Person responsible for this analysis: ☐ Whole firm☐ Department / Practice area [Insert details]☐ Sector [Insert details]☐ Office / Region [Insert details] Commenced:

Once a law firm has analysed its position, set clear goals and agreed on a strategy, the focus must shift to delivery. This means choosing the right business development activities, ensuring the firm has the time, people and systems to support them and pulling everything together into a clear business development plan. This document provides practical guidance across three linked areas: • selecting and running effective business development and marketing campaigns • managing the people, time, systems and budgets needed to support those activities • creating a business development plan that enables co-ordination, accountability and progress Together, these steps turn strategic intent into measurable action. Choosing business development and marketing activities Business development activity should never be chosen in isolation. Each activity must clearly support the agreed goals and strategy. Before committing to any campaign or initiative, the firm should be clear about: • what the activity is intended to achieve • who it is targeting • how success will be measured • who is responsible • what

This Practice Note explains what business development means in a law firm context, outlines the main approaches available and provides a simple, six-step method for creating an effective business development plan. Every law firm, regardless of size or specialism, must actively develop new business if it is to survive and grow. The legal market in the UK is increasingly competitive, clients are more informed and cost-conscious and they are increasingly willing to switch between law firms. Reputation alone is no longer enough to guarantee a steady flow of work. A successful firm requires a clear business development strategy, supported by realistic plans, appropriate systems and consistent management. Business development is no longer optional for law firms. Nor is it a reliable or sustainable strategy to rely on individual solicitors who naturally attract work through their personal reputation and contacts. Many law firms build high-level business plans focused on financial targets, such as turnover, profit or headcount. While these figures are important, they do not, in themselves, explain how work

Business expense describes expenditure incurred wholly and exclusively for the purposes of carrying on a trade, profession or business, and is central to tax deductibility and profit calculation across the UK and Ireland. In England and Wales, Scotland and Northern Ireland, income tax and corporation tax rules (including the Income Tax (Trading and Other Income) Act 2005 and Corporation Tax Act 2009) distinguish allowable business expenses from capital expenditure, private or mixed-use costs, and expenditure with a dual business and non-business purpose. HMRC guidance and case law refine concepts such as “wholly and exclusively”, “revenue” versus “capital”, and “necessarily” for employment expenses. In Ireland, similar principles apply under the Taxes Consolidation Act 1997, which permits deductions for expenses incurred “wholly and exclusively” for the purposes of a trade, with Irish Revenue guidance and case law addressing borderline categories. In legal practice, business expense issues arise in tax planning, corporate transactions, employment and consultancy arrangements, partnership and LLP disputes, and contentious tax enquiries. Key practical questions include timing (accruals vs cash basis), classification (trading vs capital), apportionment where there is mixed use, and evidential requirements (receipts, policies, board minutes) to support deductibility.

1 Business health check Date of review [Insert date] Person(s) conducting review [Insert name(s)] 2 Business planning 2.1 We have a realistic business plan in place Yes In part No The business plan is current and appropriate for the market challenges There are clear medium-term goals and shorter-term targets to get there The business plan addresses succession planning, market positioning and financial wellbeing The business plan is easily translated into actions for our people There is a process to keep the business plan under regular review We have checked on progress against the business plan in the last three months 2.2 We are investing in the future Yes In part No The investment plan for the next three years addresses what we need to do and how it will be funded Our premises are correctly located and suitable for our future plans Finances are flexible enough to allow us to invest if an opportunity comes along IT equipment, infrastructure and software applications are sufficient for us to deliver what our clients expect efficiently and effectively 3 Finances 3.1 We are financially secure Yes In part No Our