Making marketing teams fit for the future

At the end of 2019 we completed a research programme for a major law firm into the future of in-house legal teams, what they would look like in 2025, and the challenges faced. The results were fascinating and it struck me that they might well also be true for many ‘intellect’ based professions and indeed in-house marketing, BD, HR and other functions within professional services firms. The key behaviours and skills which respondents said they needed to develop included a deeper understanding of the business and the wider sector, stakeholder management, influencing and the ability to understand technology. Soft skills and processes were a higher priority than technical functional skills, and a core challenge was balancing day to day demands with the ability to get ready for future challenges. While some people saw technology as a “magic bullet” most recognised that while it could help, there were many other aspects needed to get a team fit for the future. One of the key results that sticks in my mind was that the success stories we heard about, often were based on creating a team with shared goals, and real clarity of purpose that guided their behaviour, actions, and relationships with colleagues. That seems to me to be very true for marketers and BD people within professional services firms...

The technology was all very fine – but what about the basics?

I’ve recently been looking at getting new car. So I make appointments for test drives etc. All good fun. At one car brand/dealer, once I’d made the appointment, I got an email reminder the day before, then on the morning, and subsequently I’ve had about 3 mails, apparently from the head of customer sales (though clearly automatically generated) advising me of the risk of letting the car I really want go by. All very fine, if a bit irritating and intrusive. But the real problem is that the salesperson didn’t turn up to the appointment I’d booked and I left after 30 minutes of wasted time. It turns out the receptionist didn’t pass the message on properly, the salesperson didn’t check. The closest I got to an apology was a voicemail saying ‘sorry I missed you’. I wonder how much effort has got into the automated message system and how much has gone into staff training and behaviour. The former has no impact on my purchase decision, the latter has quite a bit. I won’t be buying a car from...

Mission Accomplished

My old school friend Russell and I reached John O’Groats 16 days after setting off on our bikes, from Lands End, at 6pm on 10th June. The journey was not without challenges but also, we met many lovely people and were the recipients of several acts of kindness along the way. The WorldWildlife Fund is over £1550 better off, and Russ also raised a great sum for his preferred charity, Make A Wish. You can see some of the...

Major clients feel law firms have only a “superficial” knowledge of their business

A recent analysis conducted by Lexis Nexis and Cambridge University’s Judge Business School made for somewhat disturbing reading. The results suggest that even across the biggest clients of firms, key contacts believe their relationship partners and firms serving them have only a superficial knowledge of their business. The report notes that “All clients were uniformly of the opinion that not only do the law firms not provide relationship services, in many cases they do not seem to see the need.” This is causing some clients to look elsewhere for advice. Given this is a substantive risk to firm revenue, the authors recommend that firms stop focusing predominantly on a transactional approach to key clients and instead instil “a sense of partnership where the client feels valued and protected.” Do you know how clients view their relationship with your...

Interesting article on implementing a client feedback programme

Deborah Shell of Winckworth Sherwood has written an easy to read and interesting article about implementing client feedback programmes. It covers not only the set up of gaining feedback but how it is shared with partners and others to gain commitment, buy-in, results and also an impact at the client. Take a look Are you...

How should leaders, marketers and managers of firms respond during “Brexit” ?

Brexit means uncertainty. Should leaders, marketers and other heads try and ignore it, in the hope that it will go away? Should they plan on the basis of an outcome they hope will happen? Or should they give in to the uncertainty and not plan at all? Should they promote hard, or accept reduced budgets? Or should they rethink where they can really add value – click here for some thoughts on how leaders can really respond positively to the challenge and help build the firm’s performance. I’ll talk about the role of scenario planning also in a future...

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