header-logo header-logo

17 December 2019
Issue: 7869 / Categories: Legal News
printer mail-detail

Firms must focus to attract clients

Law firms are investing heavily in online marketing but continue to suffer from lack of focus and poor prospect targeting

The ‘boiling the ocean’ approach to marketing, where firms pursue too many opportunities, is hampering business development, according to the LexisNexis InterAction’s global marketing and business development 2019 survey, published this week. Other obstacles to growth include failure to follow up on opportunities that do arise and heavy competition in the market.

Collaboration between different departments within firms is another weak spot, although it is improving―42% of survey respondents (compared to 56% in 2018) cited ‘cross-firm collaboration’ as their top challenge. However, this should be balanced against the fact 52% of 2019 respondents rated their collaboration as ‘successful’.

Collaboration with the IT department is increasing as firms place greater emphasis on digital marketing and prospective clients request information on the firm’s technology. Some 70% of law firms expect to invest more in website and social media in 2020. However, their online activities lack focus and fail to target business opportunities.

For example, a mere 9% use analytics to track business opportunities over the lifecycle of a client relationship, although 42% of respondents mentioned analytics as a major investment initiative.

‘As technology continues to support marketing and business development initiatives and reporting capabilities, IT is becoming a strategic partner for helping drive growth among top law firms,’ said Meghan Frank, Global Director of Marketing, LexisNexis Legal & Professional Software Solutions.

‘Improved technology integration combined with actionable data greatly enrich client engagement and can help firms grow new business development opportunities.’

As was the case in the previous two years, just under half of US firms and a quarter of Europe and Asia Pacific firms described their business development efforts as successful.

‘While most firms are using technology to maintain client data, many are still not using it to create the insights needed to drive better decisions, improve client service and create focused firm growth strategies,’ said Scott Wallingford, VP and General Manager of LexisNexis Software Solutions.

‘Leveraging client data will help overcome these challenges, providing critical insights to focus business development planning efforts and ultimately achieve improved client service and firm growth.’

The survey was conducted between August and October 2019 among 103 Big Law executives in the US, Europe and Asia Pacific.

Issue: 7869 / Categories: Legal News
printer mail-details

MOVERS & SHAKERS

Freeths—Rachel Crosier

Freeths—Rachel Crosier

Projects and rail practices strengthened by director hire in London

Bird & Bird—Gordon Moir

Bird & Bird—Gordon Moir

London tech and comms team boosted by telecoms and regulatory hires

DWF—Stephen Hickling

DWF—Stephen Hickling

Real estate team in Birmingham welcomes back returning partner

NEWS
The Police and Criminal Evidence Act 1984 transformed criminal justice. Writing in NLJ this week, Ed Cape of UWE and Matthew Hardcastle and Sandra Paul of Kingsley Napley trace its ‘seismic impact’
Operational resilience is no longer optional. Writing in NLJ this week, Emma Radmore and Michael Lewis of Womble Bond Dickinson explain how UK regulators expect firms to identify ‘important business services’ that could cause ‘intolerable levels of harm’ if disrupted
Criminal juries may be convicting—or acquitting—on a misunderstanding. Writing in NLJ this week Paul McKeown, Adrian Keane and Sally Stares of The City Law School and LSE report troubling survey findings on the meaning of ‘sure’
The Serious Fraud Office (SFO) has narrowly preserved a key weapon in its anti-corruption arsenal. In this week's NLJ, Jonathan Fisher KC of Red Lion Chambers examines Guralp Systems Ltd v SFO, in which the High Court ruled that a deferred prosecution agreement (DPA) remained in force despite the company’s failure to disgorge £2m by the stated deadline
As the drip-feed of Epstein disclosures fuels ‘collateral damage’, the rush to cry misconduct in public office may be premature. Writing in NLJ this week, David Locke of Hill Dickinson warns that the offence is no catch-all for political embarrassment. It demands a ‘grave departure’ from proper standards, an ‘abuse of the public’s trust’ and conduct ‘sufficiently serious to warrant criminal punishment’
back-to-top-scroll