Of course, firms must respond to what clients are telling them. But the practice management, service and pricing issues that are identified continue to make client surveys one of the most important marketing weapons the firm can wield. This article has suggested the need for a sound marketing function in law firms. There is a corresponding need for sound management of the marketing function within the firm. In the near future, more lawyers can be expected to be part of the marketing process, participating in an even more meaningful way.
Firms are also reduc-ing or eliminating their marketing committees.
Instead, they are vesting power in a marketing partner with clout to make partners and associates live up to their marketing commitments. To demonstrate their commitment to the marketing process, firms are revising timekeeping and compensation policies to provide the time and support to market. Since many lawyers are willing to help market the firm but don't know where to begin, firms are offering sophisticated marketing training programs where appropriate. These are significant changes in the management process that make marketing central to the firm. Conclusion Law firms have seen more change in the past five years than in the preceding 50 years.