Late last year, in my column at Slaw, I posited the idea of lawyers adopting a client partnership model based on Amazon.com’s customer relationship approach. One of my suggestions was to track a client’s use of the electronic newsletters that law firms send out and use the data to tailor their services to that client accordingly:
If a client receives a general business and corporate e-newsletter but only clicks on and reads the articles pertaining to entrepreneurship while ignoring the items on competition law, her copy of the e-news can be automatically customized to include more of the former and less of the latter. Not only that, but the client’s browsing interest is added to her profile and could prompt a phone call from the lawyer inviting her to a venture capital seminar.
I was pretty delighted, then, to read this article from Law Firm, Inc. this morning, which led off with an anecdote about a Houston law firm’s marketing director and her innovative use of the firm’s existing but underutilized Customer Relations Management software:
She set the CRM system so that whenever the firm e-mailed clients a newsletter, it tracked which articles were opened by which recipients. This enabled Horn to home in on the topics that were most interesting to specific clients. She then centered her marketing efforts around these hot issues — a client alert devoted to climate change, for instance, or a seminar on intellectual property. The result: The more focused her marketing efforts became, the more phone calls the firm’s partners received. “We’ve sent out more than 500 items this year — newsletters, invitations to conferences and so on,” says Horn. “At least 10 percent have directly produced work.”
But this innovation success story, unfortunately, was one of the few reported in the article’s comprehensive survey of the state of marketing and business development at the 200 largest American law firms by revenue. The overall sense emerging from the article is that most law firm marketing is like a car stuck in deep mud, with the Chief Marketing Officer pressing hard on the gas pedal but unable to make much headway. Here are some of the reasons for (and effects of) all the tire-spinning: Continue Reading