Page 69 - The Handbook - Law Firm Networks 2018
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The Handbook: Law Firm Networks
the organizing process will also be the first step toward branding the network. The brand requires
consideration of many elements that feed into its image.
Network branding is different from that of a product or service. For example, the focus of the brand could be
the network or the members or both.306 This can be seen by the tag line on some networks. For example, “the
network of leading law firms” is very different from the “the leading law firm network.” In the first case the
brand is the member firms; in the second the branding relates to the network itself. The definition relates
back to the purpose in forming the network.307
Marketing, in the broadest sense, begins with the recruiting process. It is a continuous process throughout the
life of the network. As the network goes through different levels, the marketing efforts will be both the
cement that holds the network together and that which creates it success. Brand becomes more important as
the network develops. In fact it might be argued the brand become the raison d'être of the organization.308
When there are more than 100 networks, how can any one of them differentiate itself from the others by
establishing a brand? This can be done by defining a purpose for the network that none other has. For
example, the larger networks in accounting always brand themselves by size.309 Other areas for branding are
quality, reputation, practice, internal systems,310 and technology.
For all networks the internal brand, as seen from the perspective of the members, is important. Networks
spend a considerable amount of time defining their brand, first in the organization phase and then in the
development process. The rebranding takes place as new networks are organized or when new regulations
come into force, which necessitate or favor rebranding.311 Examples of brand statements can be found in
Appendix 4 for legal and multidisciplinary networks.
Internal Awareness and Engagement Marketing
Internal branding in a network is based upon generating awareness, which can be created by a logo to be
placed on the member’s brochures, publications, website, intranet, letterhead, business cards, and more. The
concept is simple: If the members are generally aware of the brand, they will use the network. Therefore, the
brand should appear at every possible location at member firms.
Marketing the network brand is different from marketing the member firms. Law and accounting firms
perform services and market those services to clients. A network markets internally to members to increase
awareness and usage. Use of law and accounting firms services does not increase because the client will have
a finite need for the services.
Internal marketing in a network is vastly different from the internal organizational development found in a
stand-alone hierarchical company. A company controls and pays its employees. The departments decide how
to increase awareness of company programs. The employees have no choice but to follow instructions.
306 AFFINITAS LEGAL, www.affinitaslegal.com/en/index.asp (last visited Feb. 5, 2016) (Affinitas is a network of South American law firms and a law
firm in Spain. The tagline is: “Alliance Promoted by Garrigues”).
307 See LEX MUNDI, www.lexmundi.com (last visited Feb. 5, 2016).
308 This is always the case for franchises. See Franchising, WIKIPEDIA, en.wikipedia.org/wiki/Franchising (last visited Feb. 5, 2016).
309 See Crowe Horwath accounting network’s description of their brand. See CROWE HORWATH, www.crowehorwath.com/about/ (last visited
Feb. 5, 2016).
310 MERITAS (www.meritas.org, last visited Feb. 5, 2016) has an internal referral monitoring system that measures the number of referrals and the
satisfaction with the referral.
311 See infra Chapter 7, Regulations and Other Legal Considerations for Networks.
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the organizing process will also be the first step toward branding the network. The brand requires
consideration of many elements that feed into its image.
Network branding is different from that of a product or service. For example, the focus of the brand could be
the network or the members or both.306 This can be seen by the tag line on some networks. For example, “the
network of leading law firms” is very different from the “the leading law firm network.” In the first case the
brand is the member firms; in the second the branding relates to the network itself. The definition relates
back to the purpose in forming the network.307
Marketing, in the broadest sense, begins with the recruiting process. It is a continuous process throughout the
life of the network. As the network goes through different levels, the marketing efforts will be both the
cement that holds the network together and that which creates it success. Brand becomes more important as
the network develops. In fact it might be argued the brand become the raison d'être of the organization.308
When there are more than 100 networks, how can any one of them differentiate itself from the others by
establishing a brand? This can be done by defining a purpose for the network that none other has. For
example, the larger networks in accounting always brand themselves by size.309 Other areas for branding are
quality, reputation, practice, internal systems,310 and technology.
For all networks the internal brand, as seen from the perspective of the members, is important. Networks
spend a considerable amount of time defining their brand, first in the organization phase and then in the
development process. The rebranding takes place as new networks are organized or when new regulations
come into force, which necessitate or favor rebranding.311 Examples of brand statements can be found in
Appendix 4 for legal and multidisciplinary networks.
Internal Awareness and Engagement Marketing
Internal branding in a network is based upon generating awareness, which can be created by a logo to be
placed on the member’s brochures, publications, website, intranet, letterhead, business cards, and more. The
concept is simple: If the members are generally aware of the brand, they will use the network. Therefore, the
brand should appear at every possible location at member firms.
Marketing the network brand is different from marketing the member firms. Law and accounting firms
perform services and market those services to clients. A network markets internally to members to increase
awareness and usage. Use of law and accounting firms services does not increase because the client will have
a finite need for the services.
Internal marketing in a network is vastly different from the internal organizational development found in a
stand-alone hierarchical company. A company controls and pays its employees. The departments decide how
to increase awareness of company programs. The employees have no choice but to follow instructions.
306 AFFINITAS LEGAL, www.affinitaslegal.com/en/index.asp (last visited Feb. 5, 2016) (Affinitas is a network of South American law firms and a law
firm in Spain. The tagline is: “Alliance Promoted by Garrigues”).
307 See LEX MUNDI, www.lexmundi.com (last visited Feb. 5, 2016).
308 This is always the case for franchises. See Franchising, WIKIPEDIA, en.wikipedia.org/wiki/Franchising (last visited Feb. 5, 2016).
309 See Crowe Horwath accounting network’s description of their brand. See CROWE HORWATH, www.crowehorwath.com/about/ (last visited
Feb. 5, 2016).
310 MERITAS (www.meritas.org, last visited Feb. 5, 2016) has an internal referral monitoring system that measures the number of referrals and the
satisfaction with the referral.
311 See infra Chapter 7, Regulations and Other Legal Considerations for Networks.
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