Practical advice on growing your law firm, from Travelers and other expert suppliers to law firms. Watch this new site grow.

In marketing, like anything, you need to get the basics right. Otherwise the time and money you invest in marketing will be wasted

How to win new clients, make the most of existing relationships, encourage referrals and generate new leads

How to approach creating a law firm website that works, from agreeing your objectives to making sure you get the results you want

Why lawyers need to know about social media, how to make the most of the opportunities and how to avoid potential pitfalls

How to use PR to build your firm’s reputation; and how to create cost-effective advertising – traditional and online – that delivers results

How to protect your law firm from cyber attacks. What steps to take if your systems are hacked

How to set up your firm’s systems to provide the information that enables you to improve profitability and cashflow

This is a new section and only covers SRA Accounts Rules and GDPR at the moment. More articles will follow

This section covers succession, specialisation, mergers, selling a law firm, recruitment and talent retention, becoming a partner, and business structure

Strategy

Law firms face unprecedented change and competition. Business as usual is simply not an option.

For partners used to focusing on legal skills and the ability to build relationships, it's a new world that demands a new approach. A greater focus on marketing and business development is a start, but continued success may require a fundamental reappraisal of the firm's strategy.

Key sources of revenue are being commoditised while the pressure to innovate adds costs. Operating as a small or medium-sized full-service firm may no longer be a sustainable model – firms may need to look towards developing a specialist practice – or at least a brand that helps set them apart from the competition.

Many firms continue to consider selling the firm, or finding a suitable merger partner.

While the threat from new entrants and trend towards alternative business structures (ABSs) may not yet have fully emerged, firms should be reviewing their culture and business structure. Is the traditional partnership still viable, or does it reinforce a damaging focus on short-term profit?

With clients demanding better value, should the firm be offering alternative fee arrangements instead of pricing based on billable hours?

These are complex issues, so you need the right advisers to support your decision-making. Choosing the right firm of accountants is a good first step. A good accountant can also make all the difference when it comes to having good financial systems and MI, leading to high utilisation and minimised lock-up.

Lastly, law firm success is all about the team you put together. So how can you retain and motivate talent? And, related to this, how can you develop the leaders of the future as part of your succession planning?

Over the coming weeks and months, we'll be adding expert views on other key strategy issues your firm may need to address.

We hope you find the site useful – join us on Twitter to keep up to date as new content is added.

OUR EXPERTS

Viv Williams
Consulting director
Symphony Legal
Andy Poole
Legal sector partner
Armstrong Watson
Andrew Otterburn
Founding member
Law Consultancy Network
Paul McCluskey
UK Head of professional practices
Lloyds Bank
Nicola Jones
Director
Athena Professional

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