Commercial law firm managed to tailor its offering to different customer segments
An ambitious commercial law firm had realized that its existing approach to brand management had failed to capture and acknowledge the scope and worth of its services.
The goal was therefore to
- develop the offering to qualified and profitable customer segments with high demands
- become a more attractive employer
- recruit new senior partners.
These goals demanded redefining and vitalization of the brand to create more value for customers, co-workers, and partners. The most important customer target groups were
- officials in large companies or public sector organizations
- in-house solicitors in medium-sized privately held companies or public organizations
- medium-sized privately held companies where management primarily consisted of the owners.
Previously, the law firm had grouped these clients into “one”, thereby overlooking the particular needs prevalent in the different businesses and thus requiring several different judicial lines of thought and distinct commercial offerings.
An evaluation as well as mapping different client, partner, and employee needs, were conducted to form a new set of best practice guidelines. These focused on strengthening external offerings and carefully tailored communications, building a truly client centric service.
Working alongside the firm, these new best practice principals were utilized to form a “frame of reference” and core values for employees, so to ensure a better level of service for all future clients.