Time to evaluate

Over the past year we have really put our
foot down on the accelerator pedal of our marketing activity. Spurred
on by the desire to make the most out of our firm's 50th anniversary, we have been engaged in charity and community events, advertising, sponsorship, digital marketing and working with all aspects of the media.

We have had many comments from both new and existing clients, colleagues and associates on how we have visibly 'raised our game' in the past year and it has not gone unnoticed that some other firms in our area have followed our lead (well, you know what they say about imitation, don't you?). So now what?

Quantifying success

Well, this is the time I find the most fascinating: evaluation. What has worked, what hasn't worked and what feels right, despite the lack of cold hard evidence supporting return on investment? In marketing, when essentially the main goal is to create recognition and respect of a company and its reputation, success can be hard to quantify.

Some things, such as social media, require a long run in and the right moment. That is particularly difficult to evaluate because, although people have spoken to me about posts on the firm's Facebook and Twitter pages, they have not actively 'liked' or 'followed' them. That is when you have to look at the reach of these channels and not just rely on the obvious statistics. There is still a lot of work we want to do on these, but my gut reaction is that, for regional firms, actively getting involved in social media is like getting prepared for the future.

While we assigned designated contact details to various activities so that we can monitor any enquiries made as a result of literature or adverts, how do you put a price on someone spotting your stand at an event and coming up to tell you that your firm handled their last two house moves and a divorce? I found this quite fascinating because I have heard from a lot of solicitors that clients try to avoid eye contact if they see their lawyers out in public, but our experience has been quite the reverse.

Data capture

The way I am going to be reviewing the year is first by meeting members of the firm's marketing team to look at any data that has been captured and hear about what they thought worked well and what could
be improved. I will then feed
that information back to the partnership with any reports
I think are necessary.

Having pulled out the strengths from the past year, we can then build on them for our strategy for 2015. I have to admit I have some ideas on how to capitalise on certain marketing activities that proved undeniable hits.

To me, good marketing depends on two things: making it clear from the start what you want marketing activity to achieve, and then evaluating whether it succeeded, surpassed or fell short of expectation.
While putting in measures and processes can provide the cold hard data, it will be interesting to see how we decide on the value of the qualitative, anecdotal benefits of our marketing activity in the
past year. SJ

TOP THREE TIPS: Choose your team carefully. I have met with creative agencies that inspired and excited me on their first approach, but were disappointing in subsequent meetings when they couldn’t convince me they understood what we were asking for. Look further afield. Of course, it is good to work with people who have experience and an understanding of professional services and the markets you wish to target, but always choosing a specialist from the legal profession could prove a rather narrow view. Fresh ideas and a new approach can come from those with an excitement and enthusiasm for the opportunity to work in the legal profession, so don’t be afraid to give new people a go. Keep an open mind. If you are not from a marketing background, allow those who are to explain their ideas and opinions. Never dismiss a suggestion out of hand based on your experience of the legal profession, but instead ask questions.

 

Catherine Maxfield is managing partner of Eric Robinson Solicitors