WHAT WE DO

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Issue 1:  The sales cycle has changed dramatically, with more digital-savvy clients and search engines (ChatGPT, Google, Claude). But experience and the firepower of the firm is missing from website bios and practice pages, so your firm isn't even in the conversation. 

According to Gartner, legal and other B2B buyers are 57% of the way through the buying cycle before they contact a prospective attorney. Further, roughly 87% of web traffic is to attorney bios. There is a significant cost of doing nothing, as your firm can be out of the "game" before you know you're in it! Let's face it- no potential client is going to call and ask if you have expertise that isn't listed on your site. 

Issue 2: Attorneys and staff spend hours each week chasing data, firm brainpower, or the wrong clients, which drives down realization, losing money, draining staff resources, and increasing turnover. (3.5 years average CMO)

• On average, attorneys spend 2-4 hours per client opportunity. For example, if you or your firm have 100 pitches per year and charge a rate of $850 per hour, that could equate to $255,000 per year. How many of your attorneys are just pitching everywhere?
• An opportunistic mindset and a checkbook doesn't make a plan that builds a sustainable book of business. Identifying your ideal client, testing theories, and relying on data to narrow your focus does.
• For staff, the time spent on pitches and RFP’s can average 8-10 hours- with 100 pitches per year at $250 an hour, this could be $225,000 per year. That’s over $450K annually in revenue leakage (to say nothing about poor outputs that don't win when they could have if the information was available)

Issue 3: A law firm's most critical decisions are made on the back of poor matter intake, hygiene, coding and closing. 

• Firms are making decisions on expansion, lateral growth, or rightsizing based on matter intake data that is not regulated closely or properly vetted.
• Further opportunities are lost because important information is not being shared between groups (billing/intake, marketing, HR, etc.)
• Inefficiency creates weeks of manual work, causes turnover in administrative and business functions, and prevents any strategic vision or analysis to be done.
• Without tracking, it is difficult to identify practice correlations and new/existing clients primed for your services. 

THE SOLUTION IS SIMPLE:

• Audit your marketing technology stack, your firm's collective experience by attorney, and your overall marketing spend;
• Require strategic business planning at the firm, industry/practice and attorney level based on verifiable data to identify and lever strategic advantages;
• Use the findings to improve your digital and online presence to make it easy for clients (and Google, ChatGPT and Claude) to find you. 
• Pilot and rollout plans and give them 6-12 months (doubling down on winners)
• Build governance and accountability at the data “goalposts” of matter intake/conflicts, closing, and invoicing. 
• Optimize your internal marketing processes so staff can spend time on customization and value-add (as opposed to recreating the wheel). 
• Be more strategic about how the firm presents itself in pitches (team creation, diversity, practicing for presentations, discovery calls vs. selling).

The key here is to do all of the above within the “cultural glasses” of the firm and to incentivize the changes you want to see.

ADDITIONAL/DOVETAIL SERVICES 

• Legal Marketing "Pain Point" Audits and Assessments (Departmental/Structural, Pitch/Proposal/RFP, Go-To-Market (GTM) Strategy)
• Strategic Planning (Firm/Practice/Issue/Industry/Attorney Marketing)
• Process and Procedure Development and Analysis (Marketing Team/Client-Facing Pitch Team/Internal Pitch Function/GTM)
• Internal/Marketing Team Training (Law 101, Train the Trainer)
• Pitch and RFP Overflow/Project/Temporary Work
• Market Analysis and Competitive Intelligence
• Artificial Intelligence (AI) Workflow and Automation