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Firm name: Kirkpatrick & Lockhart Locations: Pittsburgh, Pa., and five other offices Size: 600 attorneys Chairman: Peter J. Kalis On the face of it, the product that launched Kirkpatrick & Lockhart’s new branding campaign doesn’t look much different from efforts by other firms. It’s a four-color glossy brochure that introduces a new look and tagline. But there is a major difference between this and other law firm propaganda; this glossy was designed and written solely for the firm’s internal staff and lawyers. That’s right. The firm forked over big bucks to create what it calls “A Guide to Our Brand.” In addition to being distributed to existing staff and lawyers, the brochure will be continually updated, reprinted and given to all new hires. “Often firms are loath to spend the resources to do an internal campaign like this,” says K&L’s chief marketing officer, Clara Boza. The purpose of the brochure is to inform firm lawyers and staff what the branding effort entails, how it was put together and how all the pieces, from stationery to advertisements, fit together. Branding is increasingly important in the law firm world, says firm Chairman Peter J. Kalis, because “the enemy of professional service organizations is fungibility. Law firms must have distinct personalities that resonate both with their internal and external audiences. “Some might ask the question of ‘Why do you believe it’s important for every secretary to understand what it is that the firm is doing?’ These are the people that produce the work product, deal with clients. “It’s important that people in the organization be on message with respect to any message that’s being communicated externally. You don’t want employees verbally interacting in ways that undercut the message.” The firm undertook its branding initiative two years ago, when Boza joined K&L, by conducting surveys to find out what clients already thought of the firm and by interviewing firm lawyers and personnel. “It’s not always easy to get lawyers to agree,” says Boza, “but what we heard over and over was the same message … that we do our best work when we have something really tough that perhaps others have not been able to resolve.” From that feedback emerged the firm’s new tag line, “Challenge Us.” The slogan, around which all the new advertising is hung, not only fits the image K&L wants its clients to have; Boza says she became convinced it also fits an attitude fostered in-house. “Even though I hadn’t been here for very long … there was not one single person on the staff who I found to have a negative reaction to the things I asked or was suggesting.” Before the campaign was made final, the firm went through a notice-and-comment process, in which attorneys and staff were invited to provide feedback on the proposed materials. The internal brochure reminds staff that the K&L brand was developed from the inside out. Boza says, “It’s a better sell if you can say, ‘Well, this is who you are,’ rather than ‘This is what we want you to be.’ ” Now she’s holding training sessions in each office to make everyone familiar with the elements of the campaign and to get them to remember to use the new stationery, fax forms and so on. Getting staff on board already has broadened the reach of the firm’s efforts, Boza says. She was in the New York office recently and learned that a secretary, who was in charge of the firm’s participation in a local corporate run, had called the T-shirt vendor to add, “Challenge Us” to the firm’s T-shirts. “I can’t tell you how terrific that made me feel,” Boza says.

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