The 32nd Annual Marketing Partner Forum

Please join us for lunch as we officially launch our program.

Attendees are invited to participate in workshops designed for law firm partners and senior business development executives.

As the power dynamics in the legal industry veer decidedly to talent, competitive advantage and continued growth lies in law firms’ ability to respond to changing needs and demands of its people. For leaders–anyone who has influence over another–the way we engage, motivate and reward our teams is paramount. Yet all too often, we approach leadership from natural default or instinct, rather than considering which style may be best suited to the situation. Join us for an introduction to understanding leadership styles and how they can help enhance our impact and advance us on our leadership journey.

Facilitator:

Marcie Borgal Shunk, President and Founder, The Tilt Institute

Attorneys who pride themselves in deepened client engagement note that client listening programs provide them with insight into the minds of their clients that they might not otherwise have an opportunity to engage. Clients also speak to their benefit, noting that asking for their feedback makes them feel valued by their firm. In many cases, this feeling of value translates to a higher spend with that firm and recommendations to other potential future clients. Yet, according to a recent study, less than 30% of clients noted that they’ve been asked for feedback. With clear room for that number to grow and the many benefits to firms, attorneys and clients alike, how can firms move forward on the road of creating a client listening program? What are the costs and key components of implementing such a program? Join us in a discussion about the elements of solid client listening programs and best practices and lessons learned by other firms who’ve undergone this process.

Panelists:

Nicole Miles, Chief Clients & Markets Officer, Dentons Canada LLP

In 1994, a jest named “The Six Degrees of Kevin Bacon” became a game about the power of networks. Though the game was played ahead of widespread use of the worldwide web, it made clear that connections to almost anyone were within reach. Now, with the power of the internet and social media, the game, as well as the greater lessons around networking, are more easily obtained. Though almost every firm has a website and social media presence, they might not be utilizing them to their maximum capacity. With this, how should firms be coupling their use of AI tools with their online presence to expand their networks and gain access to hard-to-reach clients? Join us in an important lesson on how to expand and deepen networking and social media opportunities via AI for law firms.

Please join us for three lively discussions on hot topics in the legal profession.

There is an art to a strong pricing strategy, but it turns out there might be some science behind a sound one as well. As law firm leaders balance the fine line between what customers are willing to pay vs what is being billing for the firm’s services, it is important to consider the potential ripple effects not only with each individual customer, but in the larger legal market as well. Given this, what are both the short- and long-term impacts that different pricing strategies have on consumers of legal services? Are current customers more likely to accept a rise in pricing or is money better spent attracting new customers, who are also not guaranteed to be on board with pricing changes? How are firms and their marketing departments using price to communicate their value to the market and when does that value push against the boundary of customer trust? Join us as we explore these and other questions around the psychology of pricing within the legal industry.

High performing teams are marked by several key and celebrated attributes. They demonstrate clear, shared goals, have open lines of communication, possess mutual accountability and are led by a strong leader. There are several organizational techniques, rooted in both process improvement and strategic alignment, that are meant to empower teams in achieving exceptional results by focusing on continuous improvement. Yet, given the myriad of approaches, such as Six Sigma, DMAIC, Hoshin Kanri, and countless others, how should a CMO decide which approach is appropriate for their team and their desired outcomes? How do these techniques allow marketing teams to better align themselves with the overall firm? Join us in a session that seeks to understand how chief marketing officers can employ these techniques in their efforts towards fostering a high performing team.

The adage “communication is key” has no exception when it comes to the workplace; though, perhaps it should reflect upon cross-team-communication as being paramount. In order to be a part of a successful firm, lawyers and their marketing teams must establish strong lines of communication and collaboration, so marketers understand the objective of the lawyers, and lawyers are able to benefit from the marketer’s expertise. Yet, these teams don’t always work in tandem. On the part of marketing leadership, how can they encourage lawyers to be accountable for their reflection on the firm, fulfilling the branding efforts they’ve undertaken? Further, how can they subtly integrate cross-team-communication, even if the receiving side is hesitant to connect? Join us we discuss how firm leaders can help address the more nuanced issues around accountability and communication between marketing department and lawyers.

Please join us for cocktails and canapés as we reflect upon the day’s discussions. Spouses and significant others are welcome.

Please join peers and industry colleagues for a networking breakfast.

Jen Sander, Director, Enterprise Marketing, Events & Operations, Thomson Reuters

Among its many compelling qualities, the legal market is resilient. In an environment currently challenged by international conflict and a domestic political tug-o-war, law firms have shown strong acumen in adjusting their financial footing to balance themselves on the shifting sands of legal service demand. Though it remains strong, the industry is not without its tests, some of which seem to be both alleviated and complicated by the deepening grasp of generative AI. Within the selection of issues firms continue to grapple with, (i.e. staffing, rising expenses, declining realization, etc.), where should marketing and business development teams be focusing their efforts? This discussion offers a comprehensive exploration of issues pertinent to the current and future state of the legal industry towards a determination of how legal marketing professionals and their firms can best navigate changes in the market.

There is little doubt that the competition for top talent in the legal industry is fierce, to say the least. Firms with large resources to attract talent have fewer issues in recruitment, but how do firms without these same fiscal resources compete? As lawyers evaluate a total compensation package, how do elements like titles and company reputation best come into play? Moreover, how can CMOs use their standing to bolster various elements of compensation that attract the very best talent? Does engaging in overarching investments such as thought leadership or brand identity truly attract more talent, even if offered a less competitive salary? While it’s important to recruit top talent with a competitive compensation package, there’s always the possibility of being outbid. Join us to explore how firms can further promote lawyer retention in a culture where individuals are always chasing their next opportunity.

Please join peers and industry colleagues during our networking luncheon.

Please join us for three simultaneous discussions dedicated to law firm business development and firmwide management.

In the current business landscape, episodes such as cyber breaches are becoming common place. With the reach of social media into every facet of daily life, such incidents are rarely unnoticed. Whether a firm is grappling with a breach, the move of a rainmaker or a public mishap of someone, or something, associated with the firm, the marketing department is on the front line. Given this, what next steps should a firm’s marketing department take when it comes to an issue or crisis that has the potential to bring further damage to the firm? What actions should marketing prioritize to ensure the recovery of firm confidence and credibility with customers and the greater public? Are there actions that might cause more harm than good? This session will offer an opportunity to identify strategies to mitigate and rebound from incidents that have the potential to cause reputable hardship for law firms.

Referrals aren’t just an opportunity to obtain new clients but stand as a testament to the firm’s expertise. With it being such a cornerstone of business development, continuous innovation in this arena with an eye towards creating sustained growth and client acquisition are paramount. But where do firms concentrate their efforts in this arena? How do firms anticipate which clients are most likely to provide referrals and would the value of incentivizing that feedback outweigh the cost? How might activities such as building relationships with other professional service firms boost referral numbers? To manage the data around this process, how should firms be evaluating their use of technologies to streamline referral tracking, KPIs and management of the strategy? As law firm goals change, how often should the strategic framework of a firm’s referral strategy be revisited to ensure the two are aligned? Join us for a thorough discussion of referral strategies.

TBA

TBA

Join us for two concurrent discussions dedicated to law firm business development and firmwide management.

Currently, the Silent Generation, Baby Boomers, Gen X, Millennials, and Gen Z are participating members of the workforce, totaling five generations. Each generation varies in their working styles, firm expectations, approaches to technology, and more. Outside the firm, lawyers are tasked with marketing to five generations of clients simultaneously. How can law firms appropriately navigate this, capitalizing on each generation’s strengths and positions in the workforce? Should law firm marketers take different approaches to marketing for several generations? If so, which pathways bear the most fruit? Join us as we explore a multigenerational breadth of client communication and attention.

The law firm sales pitch is an integral part of dealmaking, so much so that some lawyers may rarely alter their pitch styles, even if they may produce limited success. In a time where the introduction of AI opens an opportunity for firms to stand out as market leaders, lawyers need to make sure they can clinch the deal with a proper pitch. How can lawyers ensure that they are coming off as savvy while maintaining personability and intellect? Join us as we pick apart the pitch, honing in on what not to do—and how to, instead, experience success by focusing on strategies for managing the meaning, refining client-centricity, and differentiating the firm.

Please join us for cocktails and canapés. Spouses and significant others are welcome.

Please join peers and industry colleagues for a networking breakfast.

Please join us for two simultaneous discussions dedicated to hot topics in law firm business development and firmwide management.

As client bases expand, marketers are faced with the Sisyphean task of managing existing clients and new leads on their own. While Client Relationship Management software facilitates organization, much of the effort still falls on the lawyers. Many marketers are turning to CRM automation and AI-assisted operation, reserving valuable time and energy. However, utilizing AI for CRM can create one-sided relationships, either wherein the client engages and the AI reciprocates, or wherein the AI repeatedly engages on behalf of the firm without response. Where is the balance between automation and personal flair? The session will focus on how firms can smartly keep up with market trends of AI automation while still establishing meaningful and built-to-last client relationships.

In the age of clicks, taps, and views, data is its own form of information capital, revealing empirical market trends with speed and precision. Yet, masterfully interpreting and translating data requires a specific level of skill—of which data analysts are the masters. Does the modern law firm marketing team contain a handful of data analysts? Or should law firms outsource market insights specialists who have access to data from multiple firms? What is the most effective means of obtaining, translating, and actioning market and firm data? Join us as we talk data analysis both internally and externally.

Please join us for two simultaneous discussions dedicated to hot topics in law firm business development and firmwide management.

Dogma is the enemy of the modern law firm—once sharp business decisions always have the potential to dull. The strongest of teams are those able to read the firm’s needs and adjust. Yet too much mobility makes for confusion and a lack of efficiency. How can firms keep up with the developmental need to change and reorganize without becoming too disruptive? For firms undergoing major reorganizations, how can teams restructure in a manner that activates change but continues productivity? Join us as we discuss key considerations in making major shifts to work inside the firm.

TBA

Please join us for cocktails as we conclude this year’s program. Significant others welcome.