Providing essential marketingservices for chambers

Differentiating ChambersGaining instructions through differentiation

introDuCtion

The legal market is becoming increasinglycommoditised. The arrival of the New Entrants andABSs will continue to drive commoditisation aseveryone vies for the same business with the sameservice offerings.

The more a legal service is commoditised, the lessmonetary value it is worth. Price becomes thedetermining factor.

Faced with this situation, chambers managers needto find ways to differentiate their services from theNew Entrants and also from other chambers so thatthey can retain and grow their market share withoutdetrimentally affecting price.

They also need to do it now, before the “big brands”with mass marketing spend become too established.

So what is differentiation?

Differentiation is the creation of a unique value. Thisunique value both attracts new and retains existingclients. It also raises barriers to competitors byencouraging purchase over others and creatingbrand loyalty.

However, it’s not easy to determine or implement.Differentiation takes a real understanding of clientand market needs, of market forces and of your ownchambers strengths and weaknesses. It also needsgreat leadership to implement.

There are a number of ways to differentiate.However, all can be categorised within three broadstrategies: Service innovation; Client care orChambers effectiveness.

ServiCe innovationService innovation refers to the chambers’ ability toidentify emerging issues and trends within theirareas of expertise. I don’t just mean the legaldevelopments within those areas, but alldevelopments that may influence that specificmarket sector.

Chambers need to understand the impact of thesedevelopments on their clients and potential clients.Regular communications through website, socialmedia, newsletters, events and direct mail / email allhelp to position chambers as the market leader inthe specific sector.

Working with other complementary suppliersreinforces this perception and helps to keepcompetition at bay.

In short, it differentiates chambers and provides acompetitive advantage, assuming chambers areahead of the competition in spotting and interpretingthe issues and are first to respond with appropriateadvice.

Client CareClient care refers to chambers’ ability to understandall their clients and to address their needs. Itobviously helps to have a comprehensive databasecontaining information about past purchase history,legal specialisms etc.

However, equally important is the building of clientrelationships and trust at all levels within chambers.Clients’ needs include not only the individual’s needsbut those of the client’s company (assuming theywork for an instructing organisation).

Needs are categorised as both the client’s immediatelegal needs and also any longer-term needs not yetanticipated. Chambers must stop thinking of theclient in the short-term, case by case but insteadlook holistically at the client and take a proactivestance.

What is the likelihood of repeat instructions?

Who else from that organisation instructs on similarmatters?

What complementary services could chambers offer?

Who else is in the client’s supply chain and whatservices might they need?

Differentiating Chambers Gaining instructions through differentiation

In a marketplace saturated with legal services suppliers offering very similar wares,differentiation is the key to competitive advantage. At a time of increasing competitionchambers must learn to differentiate themselves effectively.

This article examines how they might achieve that, thus retaining clients and increasinginstructions.

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Is the client happy enough with chambers to providereferences in print and video?

Will they speak at events on chambers’ behalf?

What about prospective clients, what will it take toconvert them into clients? In this categorydifferentiators include the speed of responsiveness toclients, the time and care taken to explain the legalprocess, the after-case service, on-goingcommunications etc.

None of these cost a great deal but all are valuable tothe client and are a way in which chambers candifferentiate itself from the competition.

ChamberS effeCtiveneSSThe third category, chambers effectiveness, refers tochambers’ ability to operate in a lean and efficientmanner.

We know that chambers have significantly feweroverheads than law firms and that this is a distinctadvantage to them.

However, they’ve also got fewer bodies available toperform the work. Therefore chambers need to lookat adapting their operating models to ensure that theyare always delivering a high value service to theirclients.

Strategic partnerships with law firms or outsourcingbusinesses can provide significant help to chamberslooking to efficiently manage their overheads whilstmaintaining their flexibility.

Within each of the three areas there are many waysfor chambers to differentiate. The best strategiesdraw on elements from all three categories and reflectthe chambers’ personality for consistent branding.

So, once chambers has a differentiation strategy,what next?

Communicate it!

To do this chambers will need to draft valuestatements for each differentiator. These sound easyenough but in reality they can be quite tricky.

The key to a value statement is the emotion itresonates with the reader.

The best value statements give the recipient theclear message that the service will improve their lifeto such an extent that they will be happier!

The more chambers understand their clients thebetter and more personally crafted the valuestatements can be.

However, for prospects that aren’t particularly wellknown to chambers, a more general approach willneed to be taken.

The emotions will not be as strong, but they will stillregister a desire to know more. Value statementscan be written for individuals, companies or marketsectors.

They will differentiate chambers and give acompetitive advantage, particularly when combinedwith other sector marketing activities that showchambers is adding value.

Differentiation strategies and value creation can betime consuming and difficult to produce, so it mightbe an idea for chambers to outsource theseelements, thus freeing up time and resources to dowhat they do best – delivering valuable legalservices!

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Where to get help

If you are interested in differentiation and chambersmarketing support with subsequent improvements toyour client service, please contact us to discuss yourrequirements.

Other publications in this series:

Client Service

Promoting Chambers

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Differentiating Chambers Gaining instructions through differentiation

SummaryWe’ve looked at a number of ways to differentiatewithin the categories of Service innovation, ClientCare and Chambers Effectiveness – and by now youshould have some idea of where your set stands inrelation to others.

So, as a test of your current level of differentiation,can you complete the following sentence?

“Our chambers is the only chambers that _______”

If you are struggling or can’t think of anything trulybeneficial, then your set remains undifferentiatedand ultimately it is vulnerable to more differentiatedcompetitors. If that is the case, then you need to actnow.

Consider the following checklist of differentiation;

valuable – capability, size, geography – what setsyou apart?

replication – do your competitors have the sameclaims to differentiation as you? If they do, thinkagain!

Credible – are your claims credible and believable?Do you have evidence to support you?

Sustainable – what can you do to make sure youretain your differentiation?

targeted – the most believable differentiationstrategies are targeted to niches. The ‘we can doeverything for everyone’ just won’t wash.

Remember, differentiation is not a ‘Marketing Add-on’ and it’s more than a slogan. It is core to thechambers existence; it should be believed anddelivered on by all members and staff!

And the results?

The results of a successful differentiation strategyare clear to see:

Increased instructions

Increased client retention

Bills paid on time

Who can ask for more?

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about the author

Catherine bailey

Catherine Bailey, former Head of Marketing for IRIS Legal Solutions –the foremost supplier of software solutions for the Bar and law firms.

With over 10 years of experience in the UK legal sector, in particular theBar and widely known for her proactive stance on ProcureCo andalternate business structures, Catherine has the depth of knowledge ofthe Bar coupled with 20 years of strategic and operational marketingexperience which truly sets her and Bar Marketing apart from othermarketing consultancies.

barmarketing.co.ukinfo@barmarketing.co.uk0771 434 5072

We provide every marketing service: We will help you to:

Bar Marketing, with over 10 years’ experience working closely with chambers,has an in-depth understanding of the way you work.

Time to make some noise? We hear you loud and clear!

in-house marketing supporta fully outsourced serviceplanning & communicationsmanaging press, events & webinars

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let us give you a voice!

Struggling to makeyourself heard?

Differentiating Chambers Gaining instructions through differentiation

bar marketing offers a range of effective chambers marketingservices to meet your needs.

Whether you are looking for a long-term partnership to manageyour chambers marketing, require additional resources on aproject by project basis to run chambers marketing initiatives orboost your existing capabilities, we can help.

With over twenty years of experience in strategic andoperational marketing, ten of which in the UK legal sector, youcan rest assured that the marketing needs of chambers andfirms are fully understood and appreciated.

It is this deep knowledge and understanding which ensureschambers receive just the right mix of marketing they need tohelp them secure more business and grow.

For further information, call Catherine Bailey on 0771 434 5072or visit barmarketing.co.uk

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