Editor's Letter

WELCOME TO the October/November issue of Legal Marketing. First of all, I would like to introduce Lucy McNulty, who has recently joined us as editorial assistant. Lucy will be working across our portfolio of magazines and has already written a case study, which is featured in this issue. I’m sure you will join me in wishing her the best of luck in her new role.
Moving on, I read recent news coverage of Lovells’ movements in the Chinese legal market with much interest. The firm, which already has offices in Beijing and Shanghai, has entered into an alliance with nine independent Chinese firms, as part of a drive to strengthen its presence in this much sought-after region. The Sino-Global Legal Alliance (SGLA) will enable lawyers from participating firms – which are located in some of China’s key economic regions – to work together in cross-firm practice groups. Each team will also share business development, training and know-how activities.
The alliance is just one example of the growing link between marketing and knowledge management. As editor of one of Legal Marketing’s sister publications, KM Legal, I’ve noticed increasing correlation between the two functions. Indeed, integration of know-how and business-development activities is becoming a must for firms looking to enhance the level of service they offer to new and existing clients. The SGLA, for example, will work with clients to identify relationship partners, who will act as a single point of contact to coordinate joint services offered by the firms. Previously, Lovells has worked with other member firms on projects that have resulted in referrals, and the SGLA’s chairman and managing partner at Lovells Beijing, Robert Lewis, has described it as a ‘client-driven’ venture (Managing Partner, October 2007). Definitely one to watch.
Growing demand from Chinese clients for domestic and international legal support, along with strong growth in the Hong Kong economy, are making China a desirable market for international law firms. Silvia Hodges looks into marketing the law firm in China in this issue’s cover feature (page 10) and finds that while there is no doubt that the marketplace is booming, cultural differences can be of detriment to even the most well-thought out marketing strategy.
If you have been involved in marketing in this area, we would love to hear from you. Similarly, as we look towards 2008, if you have any subjects or questions that you would like Legal Marketing to cover, please do get in touch. As ever, I can be contacted at kclifton@ark-group.com. In the meantime, I hope you enjoy this issue.

Kate Clifton
Editor

Features

Brand rollout: Putting it together This article is for subscribers only
Creating a brand for any law firm is difficult, but doing so for a global law firm carries unique challenges. Most law firm marketing professionals understand the trickiness of shepherding a brand project through consensus-based partnership decision making, and the struggle of maintaining the creativity and originality of the brand ‘big idea’ while doing so. When creating and implementing a brand for a global law firm, the chief marketing officer (CMO) and project team must also develop a keen understanding of regional client and cultural considerations, and that requires building an international project team.

Strengthening links with clients and communities This article is for subscribers only
Allen & Overy’s pro bono and community affairs programme – Values into Community Action – covers a variety of projects and initiatives undertaken by lawyers and staff across its international offices. These are chosen to reflect the firm’s core values and its commitment to access to justice and education. Litigation associate Davina Watson has been seconded to undertake a review of the firm’s approach to corporate responsibility (CR), reflecting its strong commitment to its CR programme.

At one with CRM This article is for subscribers only
At its formation, as a result of a three-way merger in 1999, asb law modelled itself as a law firm that would take pride in placing the needs of its clients above everything else.
Six years later, however, limitations in the practice management system were hindering effective client relationship management (CRM) within the firm. Marketing director Susan Arnold decided it was time for change and set about designing and implementing ‘engage’, a firm-wide CRM programme, which if successful, would foster greater understanding of, and closer relationships, with clients

Rebranding: Behind the mask This article is for subscribers only
Has branding got any real relevance for professional partnerships?
Any doubt reflects the fact that so few accountancy or legal firms have managed to create distinctive and differentiating brand propositions offering real value to the end user. Even if they have, many fail to communicate them or make them ‘stick’. Frankly, they probably should not have bothered in the first place.

Eastern promise This article is for subscribers only
Although a region of great potential for legal marketers, cultural differences must be considered when setting up shop in China.

Pitchin' nightmares This article is for subscribers only
ALL THAT business-development activity has paid off and it’s Beauty Parade time again. Proposals have been submitted, project teams selected, fees calculated. The Board is waiting. You’ve got the slides and a snazzy handout big enough to require the Heimlich manoeuvre on a large African pachyderm. Super.

Time to wake up and smell the coffee This article is for subscribers only
The best businesses have an insatiable hunger to make things better for both their clients and themselves. For those law firms which have adopted a less ambitious approach to marketing and business development strategy. It is time to take a long hard look at their existing processes and how these can be strengthened for business success.

Regulars

The pitch doctor Free
Having your cake and eating it with well-informed, slick and honest tendering

Thought Leader Free
THE BUSINESS environment in which our clients operate continues to evolve. This has had a marked effect on the culture and structure of marketing departments within professional-services firms.