November/December 2019


Marketing Musical Chairs

Micah Buchdahl

You couldn’t help but laugh when reading earlier this year about the Am Law 100 law firm that had a new chief marketing officer (CMO) last less than a week before moving on. It was a microcosmic, anecdotal example of a problem that is plaguing law firms a few decades into what appears to still be a “new reality” of investment in professional marketing personnel.

If your firm has been through the often arduous and painstaking process of searching for a marketer that fits your needs, culture and payroll, you shook your head with an understanding nod to how difficult it seems to find the right people and the right fit. More times than not, you probably feel like you ended up trying to shove a square peg into a round hole.

Call the positions and titles what you want—usually a combination of one or more from marketing, business development, client service, branding, sales or some attempts at creative terminology that end up being more silly than anything else. In the end the marketer is hired to help a law firm generate business and revenue in an increasingly competitive marketplace.

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