Client Background

My client, a prestigious barristers’ chambers with specialisations in areas such as crime, shipping, and public practice, recognised a significant opportunity to optimise their marketing efforts. Traditionally relying on external agencies for their marketing needs, the chambers’ leadership, spearheaded by the CEO, sought to explore the feasibility and benefits of establishing an in-house marketing function.

Objective

The primary objective was to determine the necessary marketing resources that would not only fit the unique needs of the chambers but also ensure a seamless transition from outsourced to in-house marketing. This involved a detailed assessment of the current marketing efforts, understanding the specific needs of each practice area, and proposing a structured marketing department.

Process

Interviews and Assessments

To garner a comprehensive understanding of the chambers’ marketing needs, I conducted extensive interviews with key stakeholders:

CEO: From the top-down, I discussed with the CEO to understand the broader strategic goals, the shortcomings of the current outsourced model, and expectations from an in-house setup.

Barristers: Each head of practice area was interviewed to pinpoint the specific marketing needs, challenges, and expectations unique to their practice areas.

Practice Clerks: These discussions aimed at understanding the ground-level support required for effective marketing and business development.

Analysis and Report Compilation

Using insights gathered from these interviews, I developed an exhaustive marketing report that included:

Needs assessment: A detailed analysis of the marketing needs across all levels of the chambers.

Resource identification: Identification of the types and number of marketing roles required to cover all marketing needs adequately.

Skill set specification: Outlining the specific skills each marketing role would need to effectively support the various practice areas.

Short-term mapping: A 6-12 month plan for developing the marketing team, starting with key roles and gradually expanding.

Long-term strategic plan: A comprehensive plan detailing a solid team structure for ongoing marketing efforts and scenarios where outsourcing would still be beneficial.

Outcome

The marketing report was well-received by the CEO and subsequently presented to the strategic board. It was praised for its depth of analysis and clear, actionable steps towards establishing a robust in-house marketing department. The chambers have begun implementing the short-term hiring plan and are in the process of setting up the foundational team as recommended. I have been asked to work with them to help recruit for the team.

This transition marks a significant milestone for the chambers as it aims to enhance its marketing efficacy while reducing long-term costs associated with external agencies. The newly established in-house team will not only ensure a tailored marketing approach specific to the legal landscape but also foster a more cohesive brand strategy.