"The Legal Intelligencer"

Published on: May 9, 2016

Small Firms Look to Attract Middle Class with Flat Rates

When I chatted with The Legal Intelligencer’s Lizzy McLellan about Small Firms Look to Attract Middle Class With Flat Rates (TLI, May 6, 2016), she asked me about a law firms’ initiative that touted (in a press release) an original and unique attempt to target the middle class through the firm’s website. Unfortunately, I may have burst her (and that firms’) bubble when I said there was little unique about the website offering and less original about using the Internet to target this massive potential audience.

But it did get us talking about how much of a role the Internet has played in providing legal services options to middle-income individuals and families when it comes to estate planning purposes and related consumer-driven practice areas. I also noted that services from entities such as LegalZoom, Rocket Lawyer and Avvo often were competing with them, although in many instances, they are funneling work back to the same lawyers through various marketing initiatives.

For law firms, success on the web is driven by the power and credibility of their websites, paired with a combination of organic search results and paid online advertising–often a combination of both. But you can expect to spend on quality Search Engine Optimization (SEO) to win the battle of reaching your target audience. Make no mistake, I sit with law firms that are only targeting high wealth or possibly only targeting low wealth (more about quantity in numbers than quality of a matter).

Published on: July 27, 2015

Law Firms Online — Rebranding and Client Tracking

by Micah Buchdahl

July has been a busy month for me in chatting with legal reporters about the law firm world online in 2015, starting with Gina Passarella’s piece for The Legal Intelligencer on Morgan Lewis’ controversial rebrand. Little did she know when our conversation started that I was involved in Morgan Lewis’ first website, some 18 years ago or so and in the firms’ shift from mlb.com to morganlewis.com shortly thereafter.

A few weeks later, her American Lawyer Media colleague Lizzy McLellan followed up with Online Rebranding ‘Not Just for the Big Guys’ in which we discussed rebranding issues impacting midsize firms–where there is not likely a large marketing team with a wealth of resources, yet still needing to deliver a unified message.

In “Firms aim to track clients on websites,” California’s Daily Journal staff writer Joshua Sebold spoke with me about a topic beyond site development and branding–the way web traffic can be tracked and analyzed in strategic business development. From web cookies to analytics analysis, tracking open rates on e-mail legal alerts, online advertising, social media hooks and tracking URL clicks, the beauty of the online world is still that it offers much greater hard data to identify return on investment than almost any law firm branding effort–online or off. You’d have to go back to tracking phone numbers in a Yellow Pages ad to find anything close. Or as my kids would ask you, “What are the Yellow Pages?”

Published on: July 7, 2015

Morgan Lewis Took Risks in Its Rebranding

by Micah Buchdahl

In ALM’s The Legal Intelligencer, reporter Gina Passarella writes on Morgan Lewis Took Risks in Its Rebranding. She spoke with me about the effectiveness and controversial aspects of the mega firms’ new look, which included a new website among the various rebranding efforts.

Passarella points out that with a new chairwoman and two mergers, the firm is undergoing change. The article also mentions that the rebranding initiatives, led by the firm’s marketer, Despina Kartson, started prior to the Bingham McCutchen and Stamford LLC mergers.

While the article states that the firm’s goal was to balance the classic and the modern, you can’t help but see the dreaded Executive leadership compromise in the end result. The logo itself is staid and very old school. The website and the content “below the fold” (logo and imagery) is closer to The Huffington Post in design, appearance and functionality. So if you cannot agree on classic or modern–do neither and both. I’ve been at the table of plenty of these branding and rebranding conversations at law firms. I can’t say I win many of those battles either.

Published on: March 9, 2015

The Legal Intelligencer–Major Changes Could Be in Store for Law Firm Websites

by Micah Buchdahl

In today’s edition of ALM’s The Legal Intelligencer, reporter Gina Passarella writes on Major Changes Could Be in Store for Law Firm Websites. She spoke to me about the state of law firm websites in general and the new K&L Gates Hub in particular.

K&L Gates describes their new “hub” as “a digital destination for timely insight on critical issues at the intersection of business and law. Whether you are in a legal department or are a C-suite executive, we hope you will find our current insight on industry and legal trends to be a valuable resource.” It is not designed to replace the regular law firm website, but provide extensive content on a few topics for a very specific audience.

Websites have come a long, long way since the first one I worked on–for Morgan Lewis–in 1996. I found this screen capture online from 2000, back when mlb.com belonged to the law firm and not to Major League Baseball. In 2000, I was proud to have worked on one of the first unique components on a large law firm website–HSRScan–which was a searchable database of letters interpreting the Hart-Scott-Rodino Antitrust Improvements Act of 1976 (the HSR Act) and its regulations. At the time, moving beyond attorney bios, news, practice area descriptions and maybe some dynamic recruiting content was quite unique. I loved that HSRScan was a database of content that literally did not exist anywhere else.

Published on: April 16, 2014

Marketing for Law Firms: Priorities, Purpose, and Pay Grades

by Micah Buchdahl

In today’s The Legal Intelligencer, reporter Gina Passarella writes about the trend toward sticking “business development” into the titles of many Philadelphia law firm lead marketers. She could have changed the title to “Philly Law Marketers should not let the revolving door hit them on the way out.”

The latest step (or misstep) for many of these firms is to add or change the CMO title to lead or include “business development” in it. Somehow, law firm management thinks this will make it all better. The irony is that most of the hires and candidates have the same set of credentials as their predecessors. It is nothing but semantics. Few have true BD experience, backgrounds or credentials. But that has not stopped many of these management committees from moving forward with their umpteenth marketing head of the last decade.

I often find myself reminding law firm management committees that there certainly is a connection between business development and marketing. In reality, every single employee of a law firm is somehow engaged in BD. We are all in business and we all are trying to develop more of the same. Marketing provides the image, messaging, tools and resources to develop said business. In corporate America, many CMOs are held to a number–meeting a revenue target, increasing market share, balancing the budget between them. In most law firms, it is the attorney that either generates a number–or not. They rely on the marketing team to give them what is needed to develop business. There are exceptions. But generally that is how it works.