For many law firms, the function of marketing is the proverbial 800-pound gorilla in the room. It’s the can best kicked down the road for another time or, even better, kicked to another individual or committee.
Part of the reason for this may be a discomfort attorneys have when it comes to making decisions on matters with which they may be unfamiliar. But perhaps far greater is a perception that some marketing activities aren’t working and are not worth implementing simply because no direct linkage can be made between the dollars allocated and the revenue generated. Further, because of this, the responsibility for promoting the firm is susceptible not just to risk, but also to Monday morning quarterbacking.
