The Tribes of Marketing & Business Development in Law Firms.

Building business development cultures that thrive.

“Growth comes from leaders who create change and engage their organizations” 

-Seth Godin, author and marketing Guru.

In the ever-evolving world of law firms, understanding the distinct tribes within the marketing and business development (MBD) area is crucial for achieving success. When all the diverse and specialised roles within MBD are lumped together under the general term 'marketing', law firms risk misallocating resources and underutilising talent, ultimately limiting their growth potential.

Lawyers need to understand these tribes, each with its own expertise and focus, to effectively deploy resources and reach their MBD goals.

The Four Key Tribes in MBD

Marketing and business development practitioners aren’t a monolith; they fall into specific tribes with unique skill sets and approaches. Here’s a breakdown:

1. The Generalists: These professionals often lead MBD teams and have a broad understanding of various content areas. While they aren’t necessarily experts in any one field, their ability to manage and integrate different MBD functions makes them ideal for Director-level roles. Generalists are adept at overseeing teams and ensuring that MBD activities align with the firm’s broader objectives.

2. Strategic Communicators: Specialists in the art of communication, these professionals focus on crafting and disseminating the firm’s message. From press releases and media interactions to article writing and editing, they excel in ensuring that the firm’s voice remains consistent and impactful. Their primary lens is written communication, ensuring that the firm's narrative is compelling and strategically positioned.

3. Business Development Managers: These individuals have a sharp focus on numbers and commercial outcomes. Often with backgrounds in economics, law, or accounting, they are data-driven and results-oriented. Business Development Managers prioritise hands-on client engagement, ensuring that opportunities for growth are not just identified but actively pursued. Their strength lies in building and maintaining client relationships, which are fundamental for long-term growth.

4. Pure Marketers: This tribe applies marketing theory to achieve the firm’s commercial goals. Their focus is on brand management and value propositions, aiming to position the firm effectively in new and existing markets. They understand the power of branding and client engagement, using strategies that ensure the firm’s visibility and attractiveness in competitive markets.

Marketing vs. Business Development: The Strategic Divide

Understanding the fundamental differences between marketing and business development is key to optimising MBD resources. Though these functions share the common goal of increasing revenue, they take different approaches.

Marketing is a 'one-to-many' activity. It involves broad-based efforts such as events, brand strategy, social media, sponsorships, and campaigns targeting both new and existing clients. Marketing is about creating visibility, building brand equity, and positioning the firm as a trusted entity in the market.

Business Development, on the other hand, is 'one-to-one' or 'one-to-few'. It’s relationship-driven, focusing on building personal connections, developing referrals, and fostering repeat business. Business development activities include networking, relationship marketing, and meetings that facilitate client retention and expansion.

A firm’s focus on either marketing or business development may vary, but understanding these distinctions is important. Without this clarity, resources might be misallocated or under-utilised, leading to inefficient outcomes that don’t align with the firm’s strategic goals.

Law Firm Growth: The Importance of Targeted Resourcing

Knowing how and when to deploy these MBD tribes allows firms to get the most out of their resources. By understanding when to lean into marketing strategies versus business development tactics, firms can act strategically to win work and improve profitability. For instance, when business conditions require brand building and campaign outreach, allocating more resources to marketing is wise. Alternatively, when firms need to deepen existing client relationships or win new high-value clients, business development becomes the priority.

The Client as a Tribe: Applying Tribal Marketing to Business Development

You can expand the concept of ‘tribes’ beyond the firm’s internal resources to embrace clients themselves. Seth Godin’s book, 'Tribes: We Need You to Lead Us,' emphasises the power of leading and connecting with a group that shares common values or problems. In law firm marketing, identifying your client base as a particular tribe, across practice areas, enables you to target marketing efforts that resonate with their shared challenges and values. This approach can strengthen the firm’s relevance, ultimately driving growth.

Marketing and Business Development: A Strategic Alliance

While marketing and business development have distinct focuses, their ultimate goal is essentially the same: to draw and retain business to the firm. To make the most of their MBD resources, law firm leaders need to understand and leverage the unique capabilities of each tribe within the marketing and business development landscape. By strategically deploying these resources and ensuring lawyers use both functions effectively, firms can position themselves for long-term success in a competitive market.

THANK YOU

Tribes of Marketing and Business Development