In today's The Legal Intelligencer, reporter Gina Passarella writes about the trend toward sticking "business development" into the titles of many Philadelphia law firm lead marketers. She could have changed the title to "Philly Law Marketers should not let the revolving door hit them on the way out."
The latest step (or misstep) for many of these firms is to add or change the CMO title to lead or include "business development" in it. Somehow, law firm management thinks this will make it all better. The irony is that most of the hires and candidates have the same set of credentials as their predecessors. It is nothing but semantics. Few have true BD experience, backgrounds or credentials. But that has not stopped many of these management committees from moving forward with their umpteenth marketing head of the last decade.
I often find myself reminding law firm management committees that there certainly is a connection between business development and marketing. In reality, every single employee of a law firm is somehow engaged in BD. We are all in business and we all are trying to develop more of the same. Marketing provides the image, messaging, tools and resources to develop said business. In corporate America, many CMOs are held to a number--meeting a revenue target, increasing market share, balancing the budget between them. In most law firms, it is the attorney that either generates a number--or not. They rely on the marketing team to give them what is needed to develop business. There are exceptions. But generally that is how it works.
Ms. Passarella cites Dilworth Paxson, Blank Rome, Ballard Spahr, Montgomery McCracken and Pepper Hamilton as just SOME of the firms where the marketing merry go round have made recent stops. This is certainly not a knock on the personnel. And it is not really a knock on firm management either. It is simply a reminder that law firms continue to struggle with the priorities, purpose and pay grades...which ironically is the title for an upcoming ABA webinar on the subject.
On May 5, 2014, I moderate and speak on a panel designed to address some of these very issues. My fellow panelists include Nick Gaffney of Infinite PR, who will address issues of public relations and media relations. Maziel Abrego is Practice Development Manager for Vedder Price. A former president of the New York chapter of the Legal Marketing Association, Maziel has bucked the trend with significant longevity at large law firms. All three of us are trained attorneys and marketers. We will discuss the issues that law firm management face in determining the best routes for spending and staffing marketing and business development. Thanks to Saturno Design's underwriting, the ABA webinar cost is well under $100. A small price to pay to avoid blowing another couple hundred grand.
Law firm marketing and business development efforts have increased significantly in the last decade. Recent shifts in firm demographics, client, and market pressures are making it more important than ever that a law firm's leadership and management has a working knowledge of the core aspects of any successful marketing plan and department.
We will discuss what a management team needs to know about the effective components among marketing efforts, staffing and spending. Learn first-hand what is working for the competition and what truly is a proper amount of time, money and resources for your practice.
Topics include: branding and advertising, technology tools (including web and social media), networks and professional associations, marketing materials, public and media relations, professional development training, proposals and pitches, ratings & rankings, sponsorships, community/charitable giving, ethics compliance, client surveys, staffing, and budgeting. CLICK HERE for more information and registration.