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Legal Nirvana: Building successful relationships online


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In this presentation, you will discover how Lewis Silkin and their Sitecore partner Reading Room focused on two key digital objectives. First, Reading Room looked to grow Lewis Silkin’s reputation, visibility and web traffic through thought leadership (content) and multi-channel engagement (web, social, search and events). Converting interest into action with personalised content and goal centred design, and building relationships with prospects (in-house counsel and senior decision makers) and ongoing engagement.

Through both of these objectives above, the intent was to develop the brand idea of a rather more human law firm through design, user experience and engaging clients and prospects in dialogue.

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Legal Nirvana: Building successful relationships online

  1. 1. Legal NirvanaSam Booth – Reading RoomMark Grant – Lewis Silkin
  2. 2. Digital success in the B2B marketplace isnotoriously hard to track
  3. 3. Professional services companies offer aneven bigger challenge
  4. 4. Crowded market place
  5. 5. Confusion
  6. 6. Lack of differentiation
  7. 7. Success is hard to quantify…
  8. 8. And even harder to track
  9. 9. Management are focused on corebusiness activity
  10. 10. Often not seeing the value in digitalactivity
  11. 11. Reading Room and Lewis Silkin set workout what success would like
  12. 12. and have started on a journey to achievesuccess (or as close to Nirvana as we canget)
  13. 13. Who are Lewis Silkin?• Commercial firm – with real specialisms• 5 years in the ‘Sunday times Top 100 Companies to Work for’ Listing• Established in 1952; 60 partners and over 300 staff, with offices at Clifford’s Inn, London, Oxford and Cardiff• Member of two global Alliances
  14. 14. Who are Lewis Silkin?• Main specialisms in employment, brand management and real estate and regeneration• A ‘rather more human law firm’• Strong brand (pre 2012 – offline stronger than online)
  15. 15. What was the situation?• Public facing website built on Sharepoint in addition to intranet and extranet.• Whilst the website held the brand to a certain extent it was flat, cold and not dynamic; difficult to update• Outside of the website the digital presence was poor• The competition were gaining ground• Clients in the sector were asking......
  16. 16. The business challenge was clear• Develop a digital strategy that brings on line presence up to speed with off line• Demonstrate value add• Do it quickly
  17. 17. What could be achieved?• Promoting the brand• Supporting new business activity• Growing the profile of teams and individuals• Servicing / growing existing client accounts• Recruitment (trainee and ‘laterals’)• Protecting reputation
  18. 18. Transformation not redevelopmentFrom a text based website
  19. 19. Transformation not redevelopmentTo engaging media, interactivity &engagement
  20. 20. Transformation not redevelopmentFrom desktop access
  21. 21. Transformation not redevelopmentTo multi-device, multi-platform
  22. 22. Transformation not redevelopmentFrom one-size fits all content
  23. 23. Transformation not redevelopmentTo content that adapts
  24. 24. Transformation not redevelopmentFrom anonymity and equality of service
  25. 25. Transformation not redevelopmentTo personalised adaptive messaging
  26. 26. Transformation not redevelopmentFrom another face in the crowd
  27. 27. Transformation not redevelopmentTo being a rather more human law firm
  28. 28. Transformation not redevelopmentFrom waiting for people to arrive
  29. 29. Transformation not redevelopmentTo motivating people and reaching out topeople wherever they are
  30. 30. So what did we do?We developed a digital transformationstrategy with Lewis Silkin
  31. 31. Digital Strategy:Legal sector founded on ‘traditional’ service principles• Credibility, expertise and personal connections• These principles are mirrored in the way digital worksFocus on Reputations & Relationships• Pro-active participation and engagement• Multiple co-ordinated channels to maximise impact benefit• Listening and monitoring against success metrics
  32. 32. Co-ordinated CommunicationsAn effective digitalStrategy will requirethe co-ordination of anumber of channels social blog website
  33. 33. Co-ordinated CommunicationsEssential elements of the digital communications mix:• Company, people, expertise (Website)• Approach, thinking, personality (Blog)• Relationship building, personalised content (Newsletter)• Communities centred on service areas (Linkedin / Twitter)• Content repositories, supports SEO (Slideshare / Youtube)
  34. 34. Building Relationships• Digital requires a conversational approach• CRM is not just about technology• Requires a holistic change in approach• Social dialogue is key to building relationships• Offer multiple channels for clients to connect• Talk to clients in the way that suits them• Tailor communications to the platform
  35. 35. Building Relationships• Sitecore allows us to personalise the content and target different client sectors.• Media want a different updates, news and social content compared to the social housing clients.
  36. 36. What did we do?• We used Sitcore to deliver a corporate site and blog, incorporating social media content and surfacing the latest personalised content.• We are now in phase two considering tying in the Sitecore email marketing capability to utilise that capability and provide further tailored experiences
  37. 37. Measurement: Objectives / KPIsWe needed to agree clear objectives & measurable KPIs• Support new business – lead generation (email enquiries, dedicated phone number)• Grow reputation / influence – attendance at events, social mentions, search ranking – email signups, social follows, Linkedin group members• Facilitate client relationships – regularity of interaction (all channels) – engagement (clicked link in email, posted comment, attended event) – Source of traffic (email, blog, tweet, linked in group)
  38. 38. Measurement: MonitoringWe also need a means of monitoring them• Web analytics – track interactions as well as page views – report on sources of traffic and segment – user journey monitoring & goal tracking• Email tracking: opens, clicks, social shares• Social Tracking: track reach of social activity• Conversation Monitoring: track social mentions• CRM: capture individual interactions with clients
  39. 39. Changing internal behaviourWe built “the journal”, to encourage theprofession to engage, comment, debate andargue… something lawyers are very good at.We ran a social media “road show” explainingthe basics of twitter, linked in and blogging andtook it around the business
  40. 40. Governance: Management• Teams and individual staff need to own their content – Responsible for accuracy and timeliness – Proud of it – would happily recommend – Easy to author and maintain• Social media champions – People follow individuals more than organisations / teams – Need key staff to become social champions, volunteers not forced labour – Need ground rules / acceptable use policy; a framework for creativity – Workflow would stifle totally – must be based on trust
  41. 41. The path to enlightenmentAnalytics show realimprovements.Engagement is up withbounce rates reducingfrom over 60% to 25%Spending longer on siteengaging with morecontent
  42. 42. The path to enlightenmentMobile usage on the sitehas increased massively –vindicating the mobile firstapproachPeople are engaging onmobile devices not justbouncing
  43. 43. The path to enlightenmentA couple of anecdotal examples of howthe strategy has been realised
  44. 44. Have we reached Nirvana?• Much closer than before………• Other firms adopting Sitecore so need to stay ahead!• Real engagement from the business• More to do – marathon not a sprint
  45. 45. Thank youQuestions?