Legal Services Act Seminar 3rd March 2010


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This seminar looked at the changes to the legal profession being introduced by the Legal Services Act 2007 and the potential implications for law firms. The main focus of the seminar was on how law firms could harness digital media to develop and promote their brands and online presence.

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  • Next page - Agenda
  • Simon – Housekeeping – Toilets, There are no fire alarms expected today, fire assembly points, there will be a break when refreshments will be servedQuick Bio from each of the speakersAsk attendees to introduce themselves and what they want to get out of the workshopNext page – Introduction to Gateway Media
  • Set up in 2005, we are working with businesses to enhance their communication and marketing strategies. We work with a partnership approach with many of our clients forming long term relationships with us.We do this be providing a consultative service, advising on which aspects of digital media will be most affective.Next page - Here are some examples of our clients.
  • We deal with similar issues with organisations across many sectors and large and small firms.Next Page – The Services We Offer
  • Video, design, online, marketingNext Slide – Our Promo Video
  • Play Video then Next Slide - Introduce Michael who is going to present on the Legal Services Act
  • “The business structures through which legal services are delivered to the public have changed little over a considerable period. The most easily recognisable structure is the high street solicitor, practising either on his own or in partnership with other solicitors. But business practices have changed. In particular the skills necessary to run a modern legal practice have developed; but whilst those with finance or IT skills may sit on the management committee of a legal firm, they are not permitted to be principals in the business. There is concern also about whether the restrictive practices of the main legal professional bodies can still be justified, in particular those which prevent different types of lawyers working together on an equal footing. There is pressure for change from those who represent consumer interests, but also from many in the legal profession, particularly the Law Society who have made a strong case for liberalisation of law practices.”“I have learnt that certain lawyers dislike being described as part of an industry. They see a conflict between lawyers as professionals and lawyers as business people. The idea that there is a major conflict is in my view misplaced. Access to justice requires not only that the legal advice given is sound, but also the presence of the business skills necessary to provide a cost-effective service in a consumer-friendly wayReview of the Regulatory Framework for Legal Services in England and Wales – Final Report; Sir David Clementi December 2004, Foreword
  • LDPs and ABSsLegal Complaints Commissioner and Legal Services Ombudsman abolished. The OLC created and that sets up the Legal Ombudsman, operational from the second half of this year.Non-lawyers can finally own law firms
  • LSB – answerable to the Consumer Panel and the Lord Chancellor, thence Parliament
  • s. 1(1) The regulatory objectives  (1) In this Act a reference to “the regulatory objectives” is a reference to the objectives of— (a) protecting and promoting the public interest; (b) supporting the constitutional principle of the rule of law; (c) improving access to justice; (d) protecting and promoting the interests of consumers; (e) promoting competition in the provision of services within subsection (2);(f) encouraging an independent, strong, diverse and effective legal profession; (g) increasing public understanding of the citizen’s legal rights and duties; (h) promoting and maintaining adherence to the professional principles.  And  s. 1 (3) The Professional Principles(a) that authorised persons should act with independence and integrity, (b) that authorised persons should maintain proper standards of work, (c) that authorised persons should act in the best interests of their clients, (d) that persons who exercise before any court a right of audience, or conduct litigation in relation to proceedings in any court, by virtue of being authorised persons should comply with their duty to the court to act with independence in the interests of justice, and (e) that the affairs of clients should be kept confidential. (4) In this section “authorised persons” means authorised persons in relation to activities which are reserved legal activities.s
  • The governing rules between regulators and the regulated and between regulators to avoid conflict still to be finalised
  • Independent Complaints process seen as being necessary after the failures of the SCB and Legal Complaints Service and LS Ombudsman
  • Only about 70 firms have opted for LDP status so far. They will convert to ABSs automatically when ABSs come in to force in October 2011Applications for ABS status to be allowed from next summer
  • Is “Tesco law” the main threat – or is it IT?Mayson – predicts carnage in the professionSusskind – IT will fundamentally change how lawyers do business – The End of Lawyers?
  • 15 Models – Nick Jarrett-KerrTraditional Law FirmMarketing Umbrella e.g Quality SolicitorsLaw Firm Franchise – Specsavers modelConsolidated Law Firm Roll UpVirtual Law Firm – e.g KeystoneLegal Multi-Disciplinary PartnershipIntegrated MDPExternally Financed Growth – e.g private equityBranded Conglomerate – e.g Tesco LawLaw Firm PLCIntegrated Legal NetworkExternal Consolidation Roll-upOnline Firms – Tessa SheppersonNot for profit firmsIn-house teams
  • In House Counsel?
  • $6 HaircutsThe four “A”sToo much lawSecretaries – why? Outsourcing/email/IT solutions/Online document creation – PJH Solicitors/Disruptive TechnologiesWhich is the bigger threat? LSA or IT?Knowledge vs Judgement
  • Having trawled through some of the top 200 UK firms there is a glaring absence of this information. At a time when clients want to know what you are doing for them, their communities and the environment it seems the industry has a long way to go. Part of the challenge for companies batting against Tesco in the power of the brand. When you have no brand recognition these values will go a long way to changing the traditional perception of law firms. Most consumers dread the thought of engaging a solicitor just because of the perceived high rates and inability to know whether you are getting value for money Tesco and the other supermarkets have addressed this by having their regular reviews of prices to publicly benchmark themselves against each other. Will they be doing this with their legal services I wonder?
  • Epoq saw an opportunity to be intermediaries based on the use of technology to create a new market. Probably used first mover advantage and create barriers to entry with technology. Entire business model is a USP.
  • Make sure you engage your staff and your closer more friendly customers when finalising your mission statement so they will be on board but it also creates another reason to get in touch.
  • Think about local communities and how you can help, pro-bono working, corporate social responsibility, providing work experience, volunteering, the environment and green issues (have you defined your environmental policy?). There are local agencies that can help. Every child matters so what can you do to help?Use of paper in law firms is extremely high. You should look at how to reduce this and increase productivity using relevant technologies.
  • People buy your products/services for their strengths. They work around any weaknesses. Suppliers often concentrate too much on their weaknesses and assume, incorrectly, that everyone understands their strengths. In the end, when everything is stripped sway all you have is your strengths, so actively promote them.
  • This is a key slide because it shows that marketing is not just leaflets and websites70% of marketing is research , asking people, reading and being in librariesNotice we start with the target first In terms of segmentation use example of restaurant:Look at corporate segmentsAnd then a restaurantFollowing segmentsLunchtime tradePre theatre partiesLate night dinersFamilies
  • In looking at what is your market you need to considerYour current marketThe potential market, of which your market is but a part Take a broader view of the market? E.g. An events company instead of looking at “events” take a broader view of company bonding, well being, etc. Focus on the benefitsLook at your own company? SWOT
  • AgeGenderWhere they liveThe market sectorBusiness size
  • Face to face / phone: Have script before hand, but don’t stick to it word for word or you will sound roboticTell them how long it will takeMake a note of the business contact you spokeFor business people it is sensible to agree a time, keep it short as possibleWritten questionnaires give a better quality of responseNB: 5% is average rate of return so make sure your response is statistically significantUse gifts as incentives and prepaid envelopesPersonalise the letterSend out a trial sample first
  • Marketing is like cooking – you need the correct blend of ingredients each of the four Ps needs to be tailored to each segment
  • For example primark, heavily focuses on price
  • For example marks and spencer
  • Depending on segments, resources and market characteristics will determine their marketing mixFor example Tie rack – strength is placeAmazon: placeTesco: used to be price, but now qualityM&S: productPrimark: priceSoap product and beer: promotion
  • Depending on segments, resources and market characteristics will determine their marketing mixFor example Tie rack – strength is placeAmazon: placeTesco: used to be price, but now qualityM&S: productPrimark: priceSoap product and beer: promotion
  • Depending on segments, resources and market characteristics will determine their marketing mixFor example Tie rack – strength is placeAmazon: placeTesco: used to be price, but now qualityM&S: productPrimark: priceSoap product and beer: promotion
  • Bottle:Features: fragrance, bottle, large lid, spray Benefits?GPS:map of UK, voice, clip, speed camera alert, full colour , electrical lead
  • The sum of your benefits is your value proposition = your core messageUse the link “which means that...”
  • Give example of working for arcadia
  • Which ?where would my potential customers look for suppliers of my products and services?choose methods according to cost, targeting and responseMarketers use cost per thousand (higher cost for better targeted methods)If seeking direct response monitor according to cost per response and also cost per conversion. Choose advertising and publicity methods that suit your targeting. If you decide to buy advertising the media agencies are able to provide a lot of information about their readership/audience. Getting and building evidence of advertising effectiveness is a vital partAsk people how did you hear of us? Keep a list of the recipient list by the phone and tick them off one by one.
  • we are going to focus on the red areas, especially sales face to face
  •      Contact the Direct Marketing Association or country equivalent for more information about providers of lists and mailing services, etc.
  • Printing costs reduce dramatically with volume. Ask for run-on costs. Digital printing methods are appropriate for low volumes. Paper type: letterheads 90-100gsm, Single sided colour printing 100gsm 200gsm is minimum weight for a post card format. Direct Mail: Avoid using non-standard envelope sizes. Royal Mails new pricing system based on size (and weight)Door to door: Large quantity leaflet drops to consumer households or business addresses, without the need for envelopes can be arranged through the Post Office in the UK). Targeting based on postcodes is possible to a degree, and the cost is often inclusive in the distribution charges. Inserts: Brochures to be sent out with a magazine or newspaper.Charges vary according to weight, volume, targetingResponse rates from inserts are almost always lower than direct mail, Big coverage Bound-in inserts don't fall Details can be obtained from the Direct Marketing Association.
  • You can look like an authority by adding newspaper articles, testimonials, case studies from real clients. Add a press section
  • We get on average 400 marketing messages a daySaturatedInterruptive
  • Look for parallels in other industriesThe Call Centre, Help Desk & Customer Service industry The retail banking & finance institutions took the lead in segmenting their market:Identify the 20% of clients that generate 80% of profitCreate 3 different versions of the same product differentiated by the level of service provided, cost, value added services, etc. (e.g. silver, gold, platinum)Offer platinum product to the high net worth 20% and make it really easy for them to but itMake sure you cross sell all your products to all your clientsTreat the silver service more like a commodity product with high levels of churn expected, low cost to sell (automate if possible), high charges to client if they want to go outside the mould, low barriers to entry, manage risk with a fixed impersonal automated approach to stop high risk defaulters becoming customers (the criteria changed as competition increased).
  • Is it happening from within your industry?Eversheds is doing it (from The Lawyer website)The national firm’s decision to ramp up its ­commodity arm through a joint venture with its South African ally is a fascinating admission that its bulk Legal Systems Group in Cardiff is under ­sustained pressure to deliver services even more cheaply. Eversheds envisages a model where 80 per cent of this bulk work will eventually go to South Africa and 20 per cent will remain in Cardiff. Clients want the low-level stuff done as cheaply as possible, and quite right too; in fact, the more firms that respond to this, the better.
  • Next slide – Is it Widely used in your organisation?
  • Next Slide – Is it new?
  • Next Slide – Digital growth forecast
  • Next Slide – How effective is your website?
  • Next slide - Good example from the industry
  • Does your site do all of this? Next Slide – Sites Blog
  • Next Slide - Features of the site
  • Next Slide - CMS websites
  • Do you have a CMS?Next Slide – Where a CMS sits between info site and interactive web 2.0 site
  • Next Slide – Content Managed Site homepage
  • Next Slide – doing a CMS update in action
  • Ease of use – like word processorNext Page – CMS are you interested?
  • Next page – Promotional strategies
  • Next Slide – Email Marketing Stats
  • Next Slide – What should it include?
  • Next Slide – Gateway Media email marketing example
  • Next Slide – Who to target
  • Next Slide – Email marketing reporting
  • Next Slide – Social Media
  • Next Slide – Social Media What is it?
  • Next Slide – Social Media Tools
  • Next Slide – Social Media Statistics
  • Next slide – Social Media Statistics Continued
  • Next slide – A Company blog?
  • Next slide – types of blog – wordpress, blogger etc
  • Next slide – Micro Blogging TwitterDifferent ways to create a blog, wordpress, blogger, typepad.Blogs are often more visited than company sites as people are more interested in personalities. Blogs also rank higher in Google searches.Technorati is a blog search engine that where you can register your blogA blog (a contraction of the term weblog) is a type of website, usually maintained by an individual with regular entries of commentary, descriptions of events, or other material such as graphics or video. Entries are commonly displayed in reverse-chronological order. "Blog" can also be used as a verb, meaning to maintain or add content to a blog.Many blogs provide commentary or news on a particular subject; others function as more personal online diaries. A typical blog combines text, images, and links to other blogs, Web pages, and other media related to its topic. The ability for readers to leave comments in an interactive format is an important part of many blogs. Most blogs are primarily textual, although some focus on art (artlog), photographs (photoblog), sketches (sketchblog), videos (vlog), music (MP3 blog), audio (podcasting), which are part of a wider network of social media. Micro-blogging is another type of blogging, one which consists of blogs with very short posts. As of December 2007, blog search engine Technorati was tracking more than 112 million blogs.[1] With the advent of video blogging, the word blog has taken on an even looser meaning — that of any bit of media wherein the subject expresses his opinion or simply talks about something.
  • Next slide – Gateway MediaTwitter pageMicro-blogging is a form of multimedia blogging that allows users to send brief text updates or micromedia such as photos or audio clips and publish them, either to be viewed by anyone or by a restricted group which can be chosen by the user. These messages can be submitted by a variety of means, including text messaging, instant messaging, email, digital audio or the web.The content of a micro-blog differs from a traditional blog in that it is typically more topical, smaller in aggregate file size (e.g. text, audio or video) but is the same in that people utilize it for both business and individual reasons. Many micro-blogs provide this short commentary on a person-to-person level, or share news about a company's products and services.However, the most notable service is Twitter, which was launched in July 2006. Twitter is a social networking and micro-blogging service that enables its users to send and read other users' updates known as tweets. Tweets are text-based posts of up to 140 bytes in length. Updates are displayed on the user's profile page and delivered to other users who have signed up to receive them. Senders can restrict delivery to those in their circle of friends (delivery to everyone being the default). Users can send and receive updates via the Twitter website, SMS, RSS (receive only).Most followed person on Twitter is Stephen Fry with nearly 340,000 followers.Other leading social networking websites Facebook, MySpace, LinkedIn, and Xing also have their own micro-blogging feature, better known as status updates.
  • Next Slide – Tips on Twitter
  • Taken from slide Social Networks
  • Next Slide – Linked In Tips
  • Taken from slide – Don’t forget your Tone of Voice
  • Tone of voice taken from slide – Viral Content? Photo and Video sharing
  • Next slide –Photo and Video sharing websites
  • Next slide – Pay per click
  • Next slide – Pay Per Click Continued
  • Next slide – Summary – Who are you talking to?
  • Next slide – Summary – Where are you talking to them?
  • Next slide – Summary – How are you talking to them?
  • Shouting Vs. Sharing a relationshipNext slide – Summary – What are you saying?
  • If you had 100 people in a room, what would you want them to do?Next slide – Summary – Media Matrix?
  • Next slide – Q&A
  • Next slide – Contact Details
  • Legal Services Act Seminar 3rd March 2010

    1. 1. Combating ‘Tesco Law’: <br />Prepare your Brand Presence <br /><ul><li>Simon Baker – Account Manager
    2. 2. Yvette Elkana – Managing Director
    3. 3. Neil Ramsorrun – Creative Director
    4. 4. Michael Scutt – Dale Langley</li></li></ul><li>Agenda<br />Introduction<br />Legal Services Act – Michael Scutt<br />Marketing Refresher – Yvette Elkana<br />Digital Media – Neil Ramsorrun<br />Q&A session & Feedback<br />
    5. 5. Gateway Media<br />Cutting edge digital design agency<br />Working with businesses who are trying to grow but are not getting noticed in their market <br />Providing expertise and skills to improve communication and marketing efforts<br />An impressive track record of intelligent and engaging solutions for a wide range of clients<br />Industry leading quality and value for money<br />A social enterprise supporting City Gateway<br />
    6. 6. Sectors<br />
    7. 7. Services<br />
    8. 8.
    9. 9. Combating Tesco Law: The Legal Services Act 2007<br />Michael Scutt <br />Dale Langley & Co<br />60 Lombard Street<br />London EC3V 9EA<br />
    10. 10. Agenda<br />The Legal Services Act 2007<br />Why ? <br />What?<br />Tesco Law<br />10/2/10<br />(c) Michael Scutt 2010<br />8<br />
    11. 11. WHY?<br />Brief History – OFT, Clementi Report<br />Legal Profession – the last cottage industry?<br />Need for reform<br />10/2/10<br />(c) Michael Scutt 2010<br />9<br />
    12. 12. What?<br />Simplify Regulation<br />new regulatory structure<br />Reform Complaints Procedures<br /> - Office for Legal Complaints to be created<br />Increase Competition <br /> - “Tesco Law” <br />10/2/10<br />(c) Michael Scutt 2010<br />10<br />
    13. 13. Pre- LSA Regulatory Structure<br />10/2/10<br />(c) Michael Scutt 2010<br />11<br />DTI<br />Department for Constitutional Affairs<br />Master of the Rolls<br />CIPA<br />The Law Society<br />Bar Council<br />ILEX<br />CLC<br />Higher Judiciary<br />Legal Services Ombudsman<br />Legal Services Complaints Commissioner<br />Archbishop of Canterbury<br />Faculty Office<br />
    14. 14. Regulatory Structure<br />10/2/10<br />(c) Michael Scutt 2010<br />12<br />Legal Services Board<br />SRA<br />BSB<br />ILEX<br />CLC<br />CIPA<br />Faculty Office<br />
    15. 15. Regulatory Structure<br />Eight Regulatory Objectives LSA 2007 s.1(1)<br />Five Professional Principles – s.1(3)<br />Six Reserved Legal Activities – Part 3 s.12<br />Only authorised persons or exempt persons may carry on reserved legal activities<br />10/2/10<br />(c) Michael Scutt 2010<br />13<br />
    16. 16. Regulatory Structure cont’d<br />A person who holds a practising certificate from one regulator will be governed as well by regulator of his employer<br />Non-lawyers managing or working in a regulated entity will be governed by the relevant regulator<br />10/2/10<br />(c) Michael Scutt 2010<br />14<br />
    17. 17. Reform of Complaints Procedures<br />10/2/10<br />(c) Michael Scutt 2010<br />15<br />
    18. 18. Reform of Complaints Procedures<br />Legal Services Complaints Commissioner – abolished<br />Legal Services Ombudsman – abolished<br />Office for Legal Complaints created – in force by late 2010 – single body for all legal complaints<br />OLC – creates the Legal Ombudsman to deal with complaints NOT misconduct<br />10/2/10<br />(c) Michael Scutt 2010<br />16<br />
    19. 19. Increase Competition<br />10/2/10<br />(c) Michael Scutt 2010<br />17<br />
    20. 20. New Ways to do Legal Business<br />Legal Disciplinary Partnerships (LDPs)<br />Allows mixed lawyers and non-lawyers to own and manage a law firm<br />But, up to 75% of owners/managers must be qualified lawyers and hold at least 75% of shares and voting rights<br />10/2/10<br />(c) Michael Scutt 2010<br />18<br />
    21. 21. More on LDPs<br />SRA has to approve non-lawyer members<br />In existence since 30th March 2009<br />Will become ABSs from 2011 <br />10/2/10<br />(c) Michael Scutt 2010<br />19<br />
    22. 22. Alternative Business Structures<br />Allowed from 2011<br />A “Licensable Body” is one that carries on reserved legal activities and a non-authorised person is a manager of the body or has an interest in it<br />At least one manager must be an authorised person (member, director, partner)<br />Every Body will need a Head of Legal Practice and Head of Finance<br />10/2/10<br />(c) Michael Scutt 2010<br />20<br />
    23. 23. Alternative Business Structures (cont’d)<br />The ABS must carry on a licensed activity through a person authorised to carry on those services<br />10/2/10<br />(c) Michael Scutt 2010<br />21<br />
    24. 24. Tesco Law<br />10/2/10<br />(c) Michael Scutt 2010<br />22<br />
    25. 25. Tesco Law (2)<br />Opportunity or threat? <br />Threat? High Street wipe-out in face of powerful brands that people “know” – faster service, efficiency, response - but see later<br />Opportunity? External investment may be a good thing<br />10/2/10<br />(c) Michael Scutt 2010<br />23<br />
    26. 26. Tesco Law (3)<br />Commoditised Services at risk – Wills/Conveyancing/Personal injury/Compromise Agreements in employment law/ET proceedings? Co-Op Legal Services<br />Will Tesco law appeal to client SMEs? cf Peninsula in ET proceedings <br /> <br />Will Tesco be interested in potentially costly and lengthy court proceedings, e.g. family proceedings/care/social welfare – where no cost orders likely at the end of the day? <br />The LAG is worried that this area might be completely neglected – suggests partnerships between law firms and CABx.<br /> <br />10/2/10<br />(c) Michael Scutt 2010<br />24<br />
    27. 27. But ...<br />See the ComRes poll commissioned by the SRA – 1014 respondents, May 2009 <br />69% of people said they would be concerned about the quality of service offered by banks/supermarkets<br />83% of people had a positive experience of solicitors, up from 65% the previous year.<br />10/2/10<br />(c) Michael Scutt 2010<br />25<br />
    28. 28. Perhaps ...<br />Clients buy people - especially where there is any emotional involvement for them – e.g. litigation/family proceedings/employment. <br />Traditional solicitors may struggle where they rely on conveyancing and wills.<br />10/2/10<br />(c) Michael Scutt 2010<br />26<br />
    29. 29. How to avoid meltdown<br />Build relationships w. clients and other suppliers<br />Marketing – social media/word of mouth – raising profile – demonstrate excellence<br />Cross selling of services; wills to conveyancing/newly divorced clients<br />10/2/10<br />(c) Michael Scutt 2010<br />27<br />
    30. 30. How to avoid meltdown (2)<br />Quality not Quantity<br />How do you demonstrate value?<br />The end of GPs?<br />Do you need a secretary?<br />Effective use of social media<br />10/2/10<br />(c) Michael Scutt 2010<br />28<br />
    31. 31. Social Media<br />Web 2.0 – what is it?<br />Not just websites<br />Blogs –<br />Online Communities – <br />Social Media Strategy<br />Ideal way to get “out there”<br />29/10/2009<br />(c) Michael Scutt 2009<br />29<br />
    32. 32. Don’t Panic! <br />10/2/10<br />(c) Michael Scutt 2010<br />30<br />
    33. 33. Combating Tesco Law<br />Michael Scutt<br />Dale Langley & Co<br />60 Lombard Street, London EC3V 9EA<br /><br />Blog =<br />@michaelscutt<br />10/2/10<br />(c) Michael Scutt 2010<br />31<br />
    34. 34. Strategic Marketing<br />2nd March 2010<br /><ul><li>Yvette Elkana – Managing Director</li></li></ul><li>Strategic Marketing – Key Steps<br />Let’s see where we are starting from?<br />SWOT & The 4 P’s<br />What can I do tomorrow?<br />Just a thought<br />
    35. 35. What is marketing?<br />“Marketing is so basic that it cannot be considered a separate function ... It is the whole business seen from the point of view of the final result, that is from the customer’s point of view.” – Peter Drucker<br />All departments should be externally-oriented<br />The ultimate goal is to provide services profitably for your chosen customers<br />
    36. 36. Strategic Marketing<br />
    37. 37. Vision<br />Where are we going? <br />What difference will we make? <br />How do we want to be remembered? <br />In what ways will we change things for the better? <br />Is this vision relevant and good and desired by the customers and staff and stakeholders? <br />Is it realistic and achievable? <br />Have we involved staff and customers in defining our vision? <br />Is it written down and published and understood?<br />The Vision is the stage of planning when the organisation states its relationship with its market-place, customers, or users. The Vision can also include references to staff, suppliers, 'stakeholders' and all others affected by the organisation.<br />Dependent on values and philosophy<br />
    38. 38. Example Vision Statements<br />Linklaters<br />Epoq<br />
    39. 39. Mission<br />How do we describe what we aim to do and be and achieve? <br />What is special about what we are and do compared to any other organisation or business unit? <br />Do our employees understand and agree with this? <br />Do our customers agree that it's what they want?<br />
    40. 40. Example Mission Statements<br />Linklaters<br />
    41. 41. Values<br />Ethics, integrity, care and compassion, quality, standards of behaviour - whatever the values are - are they stated and understood and agreed by the staff? <br />Do the values resonate with the customers and owners or stakeholders? <br />Are they right and good, and things that we feel proud to be associated with?<br />Enabled by and dependent on philosophy and leadership.<br />
    42. 42. Example Values<br />Linklaters<br />
    43. 43. Philosophy<br />How does the organisation relate to the world? This is deeper than values. <br />What is the organisation's purpose? If it is exclusively to make money for the shareholders, or to make a few million for the management buyout team when the business is floated, perhaps have a little re-think. Customers and staff are not daft. They will not be comfortable buying into an organisation whose deepest foundation is greed and profit. Profit's fine to an extent, but where does it fit in the wider scheme of things? <br />Is it more important than taking care of our people and our customers and the world we live in? <br />Does the organisation have a stated philosophy that might inspire people at a deeper level? Dare we aspire to build organisations of truly great worth and value to the world? <br />Fundamentally defined by the leadership. <br />The stronger our philosophy, the easier it is to build and run a great organisation<br />
    44. 44. Example Philosophy Statements<br />
    45. 45. Networking Academy<br />Volunteerism<br />community<br />we believe<br />belongs to everyone.<br />Make Every Connection a Green Connection<br />SustainableBusiness Practices<br />
    46. 46. Exercise – Mission Statement<br />The subject e.g. company<br />Competitive positioning – leader, best value, a leading, lowest cost, best quality, most desirable, friendliest, etc.<br />Market segments<br />Products and/or services<br />Staff<br />Culture/style/values<br />Adjectives to complete the sentence<br />
    47. 47. Clear Mission Statements<br />Northern Rock is a specialised lending and savings bank which aims to deliver superior value to customers and shareholders through excellent products, efficiency and growth.<br />To shape the future of the Internet by creating unprecedented value and opportunity for our customers, employees, investors and ecosystem partners<br />
    48. 48. Strategic Marketing<br />
    49. 49. Strategic Marketing Planning<br />
    50. 50. 4 – SWOT<br />Strengths<br />Weaknesses<br />Exploitation Strategies<br />Improvement Strategies<br />Opportunities<br />Threats<br />Investment<br />Strategies<br />Blocking Strategies<br />
    51. 51. Exercise – Do your SWOT<br />Strengths<br />Weaknesses<br />Opportunities<br />Threats<br />
    52. 52. Marketing strategy involves research and implementation<br />The Target Market<br />Segmentation<br />Marketing mix (also called the 4 P’s)<br />Research <br />Implementation <br />Marketing is NOT just about leaflets, brochures and websites<br />Infact 70% of marketing is research, asking people and planning<br />51<br />
    53. 53. Marketing strategy involves research and implementation<br />The Target Market<br />Segmentation<br />Marketing mix (also called the 4 P’s)<br />What market are you in?<br />What is the potential market?<br />What is the size of the market?<br />Who are your competitors? What do they offer and at what prices? <br />How do you compare with them? SWOT?<br />52<br />
    54. 54. The target market needs to be segmented<br />The Target Market<br />Segmentation<br />Marketing mix (also called the 4 P’s)<br />A customer segment is a group of buyers who have similar needs and respond to marketing offers in similar ways<br />Study your proposed markets and target the appropriate segments <br />Each segment has its unique market potential, and will need to have price, product, promotion and place targeted for it.<br />53<br />
    55. 55. Segmentations have four main categories in consumer marketing<br />Socio-<br />demographic<br />Transactional<br />Psychographic<br />Lifestyle<br />Age<br />Gender<br />Marital status<br />Neighbourhood<br />Children <br />Education<br />Life stage<br />Occupation<br />What they read?<br />How they travel?<br />Hobbies<br />Sports<br />Fashion<br />How much they spend with you?<br />How often?<br />How recently?<br />Risk takers<br />Safety-first<br />Early adopters<br />54<br />
    56. 56. Segmentations in business to business marketing<br />Market sector<br />Public or private<br />Size of business<br />Turnover<br />Where they trade<br />Expanding or contracting<br />Do they make a profit?<br />55<br />
    57. 57. Teens<br />Young Active Fun<br />Adult Personal User<br />Mature Basic User<br />International Business Traveller<br />Self-Chooser for Work<br />Company Paid<br />An example of segmentation in the mobile telecoms marketplace<br />56<br />
    58. 58. Q: What segmentation can a small business create?<br />Segments?<br />Lunchtime eaters<br />Pre theatre parties<br />Late night diners<br />Families<br />Special occasion customers<br />57<br />
    59. 59. Exercise: Your market segmentation<br />List 4 target segments in your chosen target market<br />Your market: _____________________________<br />Segment 1: ___________________________________<br />Segment 2: ___________________________________<br />Segment 3: ___________________________________<br />Segment 4: ___________________________________<br />58<br />
    60. 60. You can use a whole range of sources to research your market<br />Primary research is recommended for local or niche marketing<br />Phone interviews or face to face<br />Written questionnaires. You can do your own online survey free of charge, use<br />Consumer panels / focus groups/observation<br />59<br />
    61. 61. You can use a whole range of sources to research your market<br />Secondary research i.e. research that others have prepared <br />Trade associations - see<br />Market Research Firms: research firms, Gallup, Nielsen, Mori<br />Government publications (HMSO)<br />Internet searches<br />Try to avoid paying for market research information. These sources are free:<br />Office of national statistics<br /><br />British Library:<br /><br />60<br />
    62. 62. Marketing strategy involves research and implementation<br />The Target Market<br />Segmentation<br />Marketing mix ( the 4 P’s)<br />What shall we sell? – the Product<br />How much should we charge? – the Price<br />Where shall we sell it? – the Place<br />How do we tell the customer? – the Promotion<br />61<br />
    63. 63. The great challenge in marketing is to get the 4 Ps right<br />Different companies will focus on different parts of the mix<br />Promotion<br />Price<br />Product<br />Place<br />62<br />
    64. 64. The 4 P’s in practice<br />Different companies will focus on different parts of the mix (“positioning”)<br />Promotion<br />Price<br />Product<br />Place<br />63<br />
    65. 65. The 4 P’s in practice<br />Different companies can coexist in the same marketplace<br />Promotion<br />Price<br />Product<br />Marks and Spencer<br />BMW<br />Rolex<br />Primark<br />Ford<br />Casio<br />Place<br />64<br />
    66. 66. Different companies focus on different parts of the 4 P’s<br />Promotion<br />Price<br />Product<br />Amazon<br />Tie Rack<br />Place<br />65<br />
    67. 67. Different companies focus on different parts of the 4 P’s<br />Promotion<br />M&S<br />Price<br />Product<br />Place<br />66<br />
    68. 68. Different companies focus on different parts of the 4 P’s<br />Promotion<br />Tesco<br />Price<br />Product<br />Place<br />67<br />
    69. 69. The first P: The Product (or service)<br />Look at the benefits of the product for the customer, not only the features<br />Examine quality, design, technical features, branding, packaging, service levels, processes, training<br />Tailor this to your segments <br />68<br />
    70. 70. Emphasising benefits not features<br />Features?<br />Benefits?<br />Features:<br />Benefits?<br />69<br />
    71. 71. Exercise: Your service/ product<br />List 4 features of your service and for each one list a benefit for the customer.<br />Your Service:_____________________<br />Feature 1:___________________<br />Feature 2:___________________<br />Feature 3: __________________<br />Feature4:____________________<br />Benefit 1:_________________<br />Benefit 2:_________________<br />Benefit 3:_________________<br />Benefit 4:_________________<br />Your core message = the sum of your benefits<br />70<br />
    72. 72. The Second P: Price<br />Not just guess a number<br />Factors to consider:<br /><ul><li>Discounts
    73. 73. Bundling (or separate pricing)
    74. 74. Lump sum or piece rate
    75. 75. Rebates/ loyalty scheme
    76. 76. Undercutting the competition</li></ul>71<br />
    77. 77. The 3rd P: Place<br />How will your product be distributed?<br /> Retail<br /> Internet/ home shopping<br /> Remote or face to face<br /> Brokers<br />Can you give a choice?<br />72<br />
    78. 78. The 4th P: Promotion <br />Radio/ TV adverts <br />Exhibitions/shows<br />Cost<br />Sales people <br />Brochures<br />Direct mail<br />Online<br />Emails<br />social media <br />PR<br />Ease<br />73<br />
    79. 79. The Promotion – how do you choose the correct channel?<br />Radio/ TV adverts, <br />Exhibitions/shows<br />Cost<br />Sales people <br />Brochures<br />Direct mail<br />Online<br />Emails<br />social media <br />PR<br />Ease<br />74<br />
    80. 80. The Promotion – how do you choose the correct channel?<br />Evaluate them on Cost per sale:<br /><ul><li>e.g. A radio ad may reach 200,000 people and generate 20 sales but costs £2,000 = £100 per sale
    81. 81. An email campaign may reach 5,000 people and generate 10 sales, but costs £100 for campaign = £10 per sale</li></ul>Evaluate your channels on cost per response and conversion: test, and roll out<br />75<br />
    82. 82. Direct Mail<br />2% response = very successful, less than 1% is the norm. Need to understand your breakeven point<br />You can rent names and addresses for a one off use (£200 per 000 names)<br />Keep track of your customer contacts<br /> using a CRM package or use Access database<br />76<br />
    83. 83. Brochures /newsletters<br />Look at other people's materials, the basis of design should be: attention- interest- desire- action. <br />Distribution options <br />Stick to standard sizes<br />Remember Royal Mail pricing<br /> <br /> <br /> <br />Direct Mail  <br /> <br />Door to Door <br />Inserts<br />High volume with magazines or post office<br />Response lower than Direct Mail<br />77<br />
    84. 84. Email campaigns<br />One subject one email<br />Heading should be eye catching but appropriate<br />Sentences should be shorter than any other document<br />Use simple formatting <br />Always write at the top: “if you cannot read this email click here” and provide a link to a webpage<br />Send out midweek<br />Test before sending and check spelling<br />Must allow opt out<br />Not too often<br />e.g. - Online service<br />Design and the copy (text)<br />Sending out<br />Capability<br /> <br /> <br /> <br />78<br />
    85. 85. Websites<br />All businesses should have a web presence<br />Don’t use free webhosting as they will add adverts <br />If you have budget use a SEO consultant<br />Look like an authority (see social media section):<br />79<br />
    86. 86. Search Engine Optimisation – making your website more visible <br />organic<br />paid<br />versus<br />Doing things to your own website that makes it more visible <br />Paying an advertiser<br />Search Google for your service in your area and related search terms. <br />Your business should be in the online directories that appear in the listings <br />80<br />
    87. 87. Press releases are a good source of free publicity<br />Get your editorial printed for free<br />Local papers need local community stories<br />Guidelines:<br />Faxes preferred<br />A good photo helps<br />Journalists will alter your text<br />Push your case (newspapers prefer agencies)<br />Surveys are excellent material<br />81<br />
    88. 88. Social media marketing – why is it important?<br />Traditional media:<br />Direct mail<br />Phone calls<br />Leaflets<br />TV and radio Adverts<br />Emails<br />New media:<br />Search engine optimisation<br />Blogging<br />Social media<br />RSS<br />Free tools<br />Viral videos<br />NON-INTERRUPTIVE<br />INTERRUPTIVE<br />82<br />
    89. 89. A few thoughts ... Where has this happened before?<br />The retail banking & finance institutions took the lead in segmenting their market for credit card sales:<br />Identify the 20% of clients that generate 80% of profit<br />Create 3 different versions of the same product differentiated by the level of service provided, cost, value added services, etc. (e.g. silver, gold, platinum) and cross sell<br />Offer platinum product to the preferential high net worth 20% and make it really easy for them to get it<br />Offer Silver to 80% of the market with incentive to get the Gold<br />Manage risk with fast credit checking service<br />
    90. 90. Then things got out of hand<br />Reduce processing costs <br />Use off-shore call centres and internet to sell and service<br />Automate processing using technology<br />Mass marketing to grab market share – even overseas<br />Offer interest free transfers to get more market share<br />Forget the risk – lend to those who are already over committed for more market share<br />Crash & Burn .... Total UK credit card debt in December 2009 was £54.5bn..<br />It was a great marketing strategy when it started.<br />That would never happen in the legal sector ... Would it?<br />
    91. 91. Commoditisation at Eversheds<br />Bulk work model<br />80% of this work will go to South Africa<br />20% will stay in Cardiff<br />It is being suggested that they rename these products or even this part of the business so they don’t damage brand perception<br />
    92. 92. Digital Media<br />Neil Ramsorrun<br />
    93. 93. Consumer behaviour online<br />
    94. 94. Is it New or Widely Used by Organisations?<br />
    95. 95. Digital growth forecast<br />
    96. 96. How effective is your website?<br />Does it reflect your brand identity?<br />Does it engage your audiences?<br />Easy to update?<br />Linked in with digital marketing – social media, email campaigns?<br />Well ranked on search engines?<br />
    97. 97.<br />
    98. 98.<br />
    99. 99.<br />Fully integrated digital media campaign<br />Use of newsletters, polls, blog<br />Facebook channel<br />Twitter channel<br />Linkedin channel<br />Excellent Google ranking (1th result when you search for “landlord law london”)<br />
    100. 100. Content management system<br />Allows you to update your site whenever you like, change/add new pages and content<br />What You See Is What You Get (WYSIWYG) editor, anyone can use<br />Can build bespoke systems or use open source platforms, depending on your needs<br />Whole site can be built to interact with other software – CRM, ecommerce, blog<br />
    101. 101. Content management systems<br />
    102. 102. Content management system<br />
    103. 103. Content management system<br />
    104. 104. CRM<br />Client Relationship Management<br />A database of your contacts used on and off line<br />Helps set up effective processes<br />Gives your organisation a 360 degree view of their many relationships<br />CRM assists, tracks and reports on efforts<br />Sales, marketing, support, service<br />
    105. 105. Promotional strategies<br />
    106. 106. 1. Email marketing<br />Now used in higher volumes than direct mail<br />Impressive potential return on investment: US Direct Marketing Association estimates $48.56 for every dollar spent <br />What makes a good email marketing campaign? 42% of email companies say targeting, 33% say offers, 25% say creative<br />
    107. 107. Email marketing - newsletters<br />Keep your contacts up to date with your news, offers and latest work<br />HTML branded emails with imagery and links to your website<br />Use CRM software to send emails in bulk and then track results<br />Include signup form on website to build up your following<br />
    108. 108. 1. Email marketing<br />
    109. 109. Email marketing – business development<br />Target specific audience groups<br />Create 12 month campaign calendar emailing each audience every 2 months<br />Promote new case studies, product offerings to that sector etc<br />Tailor email to specific sector, sending them only relevant content<br />
    110. 110. Email marketing Reporting<br />Good email marketing solutions give good reports<br />GM newsletters 3,500 sent each month<br />18% Opened<br />Of opened 30% click through rate<br />Latest Sales campaign – Construction<br />175 sent, 29 viewed, 22 click through, 5 opted out, 6 leads<br />
    111. 111. 2. Social Media<br />“Word cloud” showing some key elements of social media<br /><br />
    112. 112. Social Media - What is it?<br />A global online conversation<br />A marriage of content and community<br />Building your business through grassroots networks<br />Building a community around a conversation<br />Power to the people - Putting the consumer in control of content and broadcasting<br />
    113. 113. Social Media Tools<br />Blogging<br />RSS Feeds<br />Social Networks (eg Facebook, Bebo, Myspace)<br />Podcasting/vodcasting<br />Wikis<br />Social Bookmarking (eg Delicious, Digg)<br />Photo/video-sharing (eg Flickr, YouTube)<br />Forums/message boards/groups<br />
    114. 114. Social Media Statistics<br />Over 10 million Facebook users in the UK<br />UK social network membership predicted to rise to 27 million by 2012<br />184 million bloggers worldwide<br />215 million people downloading podcasts<br />184 million people uploading videos<br />36% of online users think more positively about companies who run their own blog<br />successful viral films seen by hundreds of millions of viewers (Star Wars Kid = 900 million views)<br />
    115. 115. Social Media Statistics<br />Top 15 most viewed sites in the UK, November 2009 – 9 out of 20 are social media sites <br />
    116. 116. A company blog?<br />Gives you chance to show the personality of your organisation and to give expert advice<br />Cheap to set up and maintain, using open source software – WordPress, Blogger<br />Easy to update<br />Allows people to follow what you’re up to and engage with you<br />Helps search engine rankings<br />Linkable between other social media channels<br />
    117. 117. Blogging<br />
    118. 118. Micro Blogging (Twitter)<br />
    119. 119. Gateway Media Twitter<br />New contacts, promotion, show your personality!<br />Follow Gateway Media -<br />
    120. 120. Twitter Tips<br /><ul><li>Retweeting – Encourage your follows to retweet your links. Retweeting pushes your @username into foreign social graphs, resulting in clicks back.
    121. 121. Bio - Fill out your bio. Your latest tweets don’t mean much to someone that doesn’t know you. Your bio is the only place you have to tell people who you are.
    122. 122. Links - Put links to your Twitter profile everywhere, in presentations, business cards, figure out a way to broadcast or display your twitter account.
    123. 123. Stalk - Follow top twitter users, watch what they tweet.
    124. 124. Content – Pictures ( and Links ( spread fast</li></li></ul><li>Social networks<br />Facebook – Gateway Media Page<br /><br />LinkedIn – Gateway Media Group<br />
    125. 125. Linked In<br /><ul><li>Make your personal profile client focused - Treat it like your introduction at a networking meeting
    126. 126. The most powerful use of Linkedin is to find new clients and business partners through the search function and Groups.
    127. 127. Choose a Lion (adding everyone) or a “Trusted Partner” (adding few) approach
    128. 128. Join Groups and participate in discussions</li></li></ul><li>Tone of Voice (ToV)<br /><ul><li>a writing guide that helps you reflect the core values of your company or its brand.
    129. 129. How will you sound online?
    130. 130. “define” your writing style to ensure consistent approach to posting
    131. 131. Do you want to be seen as “personal”, “friendly”, “trustworthy”, “objective”, “expert”, “dynamic”, “energetic”</li></li></ul><li>Interesting Content<br /><ul><li>What is Viral content?
    132. 132. Find interesting ways to deliver your key messages, try new approaches.
    133. 133. The videos we produce are used across many media channels. From social networks to meetings and presentations like this. Video Podcasting is a very low cost way of doing this.
    134. 134. Animation
    135. 135. Photos </li></li></ul><li>Photo/video sharing<br />YouTube Channel<br /><br />
    136. 136. 3. Pay per click<br />PAID search results<br />ORGANIC or NATURAL search results<br />
    137. 137. Pay per click<br />Organic search can take a long time to get right<br />Paid search gets you straight to the top of the search results<br />Flexible budgets – can start a trial campaign in 5mins with a £1.00 budget<br />Low set up costs and maintenance – initial consultancy to set campaign up then you can run it yourself<br />Fully trackable so you can calculate ROI<br />
    138. 138. Summary<br />Who are you talking to?<br />
    139. 139. Where are you talking to them?<br />
    140. 140. How are you talking to them?<br />
    141. 141. What are you saying?<br />Business Speak<br />This is my journey<br />Or Both<br />Are you telling a story?<br />
    142. 142. Media Matrix<br />This media matrix will help to focus the strategic objectives and tactical activities of your digital media campaign.<br />
    143. 143. Q&A<br />How can digital help you?<br />
    144. 144. Contact<br /><br /><br /><br /><br /><br />
    145. 145. Feedback<br />Thanks for attending, your feedback would be greatly appreciated<br />