Thought leader

By Beverly Landais, director of marketing and business development, Baker & Mckenzie

Much is said about the shrinking nature of our world. Technology enables lightening-speed communication virtually anywhere at any time, international travel is readily and cheaply available, while global brands create a common language and appetite for goods and services. Yet access to the means for acting globally is not the same as doing it successfully. This is no more starkly apparent than when marketing legal services in an international context. Presence, or the ability to tap into local expertise in different countries, common working methodologies and shared resources, such as technology and infrastructure, do not automatically create a seamless, quality experience for clients. Nor a sense of belonging to staff spread across continents.

Neither is it enough to adopt a universal visual identity and call it a brand. Consistent look and feel provides an important clue for clients and staff as to what a particular firm can offer, but it is purely cosmetic dressing unless there is something more fundamental at work within
the firm.

Anyone who is serious about getting to grips with marketing in a global context must begin by considering the way in which their firm articulates business strategy and marshals resources. Is this done for the benefit of clients or is it historical and internally focused? Are resources allocated to strategic priorities or are they diluted by being spread across a multitude of disparate projects and favourite ‘hobby horses’?

In my experience it is not possible to successfully market global legal services, unless the people who provide those services are aligned, trained and motivated to work to a common end. Such teams are usually virtual and fluid. They come together and work to deliver whatever is required to fulfil the client’s business need. The ability to do this quickly and effectively across borders by marrying local market expertise with the know-how to deliver global projects is key.

This does not happen by chance and must be constantly worked upon and improved. It is unrealistic to simply ask people to work together across time zones without proper planning and support, then expect the outcome to be a success. Good organisation, understandable working practices and clear communication are vital. Key ingredients include establishing a global practice-group infrastructure and a framework for professional development to set standards, capture know-how and share best practice. Done well, this can create the sense of direction and purpose that is so critical to oiling the wheels of cooperation across borders.

In addition, bringing people together for international meetings and forums, where they can get to know each other and exchange experiences, is tremendously important to strengthening the glue of the firm – and not just for the lawyers. In my experience, the people within the marketing function also benefit greatly from such interaction. Ideas spark, understanding grows, cooperation increases and opportunities are uncovered for smarter working with better end results.