Brand Strategy and Management for Law Firms. Sean Larkan

Transcription

1 Brand Strategy and Management for Law Firms Sean Larkan Published by In association with

2 Brand Strategy and Management for Law Firms is published by Ark Group UK/EUROPE OFFICE Ark Conferences Ltd Paulton House 8 Shepherdess Walk London N1 7LB United Kingdom Tel +44 (0) Fax +44 (0) publishing@ark-group.com NORTH AMERICA OFFICE Ark Group Inc 4408 N. Rockwood Drive Suite 150 Peoria IL United States Tel Fax publishingna@ark-group.com ASIA/PACIFIC OFFICE Ark Group Australia Pty Ltd Main Level 83 Walker Street North Sydney NSW 2060 Australia Tel Fax aga@arkgroupasia.com Online bookshop Editor Evie Serventi eserventi@ark-group.com Reports Publisher International Fiona Tucker ftucker@ark-group.com UK/Europe marketing enquiries Robyn Macé rmace@ark-group.com US marketing enquiries Daniel Smallwood dsmallwood@ark-group.com Asia/Pacific marketing enquiries Steve Oesterreich aga@arkgroupasia.com ISBN: (hard copy) (PDF) Copyright The copyright of all material appearing within this publication is reserved by the author and Ark Conferences It may not be reproduced, duplicated or copied by any means without the prior written consent of the publisher. ARK2205

3 Chapter 1: Understanding brand The fundamentals Introduction and trends Brand is a term often used but little understood. Of nearly 130 million books in the world 1, brand has been written about in tens of millions of them. Unfortunately, many have tended to complicate, rather than simplify, what is an important subject for any business, including professional service firms such as law firms. This report is not an attempt to produce an academic or technical treatise on brand (there are plenty of very good examples of these, some of which are listed at the end of the report). Rather, it offers a simplified understanding of brand, providing a workable framework so everyone in a firm can understand brand; and every firm, whatever its size, can easily develop a coherent brand strategy. It suggests a simple framework for brand strategy development and ongoing management and discipline, as well as alignment and stress-testing of that strategy. The only time brand seems to arise in conversation within law firms in intangible terms is in sweeping statements like our brand seems to be getting traction in the... market without any true understanding of what brand truly is, its value and how to build and support it. In recent years, brand has become something of a hot topic in firms. This probably has more to do with the proliferation of information and the development of the social media phenomenon. Clients and other interested parties have become swamped with information and options but have less time to make choices. Their choices are no longer made on features and benefits, such as the strong, well-known features of a firm itself. As Neumeier 2 points out, the old method of comparing services by comparing features and benefits no longer works. One of the reasons is that competing firms can so easily copy features and benefits. It is common to hear of firms establishing offices in other locations, starting new practice areas or focusing on new industry sectors, offering more employment benefits, or re-doing their website simply because another firm is doing so. After all, law firms are sometimes like sheep, following whatever other firms are doing, nervous to launch out on their own. However, on the opposite side of the spectrum, more and more clients are basing purchasing decisions on symbolic attributes and how they feel: What kinds of clients are using the legal service? Which tribe will I join if I buy it? What are others saying about it? They are also questioning who is the provider law firm?, because if they can trust the firm they can buy now and worry about it later. The degree of trust a client feels towards the law firm, rather than an assessment of its features and benefits, will determine whether he or she will buy the service. An effective, innovative approach to brand strategy development with a view to strengthening one s law firm brand offers an almost guaranteed path to differentiation from competitor law firms. The reason is simple: few firms understand brand and even 1

4 Chapter 1 fewer have developed a coherent brand strategy to grow and develop their brands. Brand is still largely tackled in a limited ad hoc way with the main focus on brand symbols such as names, logos and design elements with occasional reference to a firm s website. The reality is that most law firm leaders are not lying awake thinking about their brand or how to really make their brand strategy work. However, they should not overlook what is one of their most valuable assets. They need to develop an understanding of why brand is important to them and their firms. Then they will recognise the wonderful opportunity they have discovered: a means to differentiate their firm from others. Why brand is vital for law firm success Brand has real value Potentially, brand has great value, including monetary value. However, it is not easy to put a financial value on brand; nor is it easy to fully understand the term value in relation to brand. This may be why so few firms put much thought into brand. The value comes from the fact that clients base their purchasing decisions around their perception of a law firm s brand. In deciding which law firm to use, clients take into account a large number of variables and attributes comprising the firm s brand, what the firm offers as components of its brand, and how potential clients feel about the firm, before making a decision to use a firm. This is where the true value of a brand lies: that it persuades clients to use the firm. At the heart of this is the fact that it is clients who determine a brand. It is not the law firm which owns and builds the brand. Essentially, it is what the clients believe is the brand. On the one hand this makes brand very challenging. The firm s brand is not determined by it or its people but by others. Others includes existing or potential employees, clients and other parties. So to some extent at least, brand is out of the direct control of a firm. However, on the other hand it creates potential: the firm that understands brand and develops a strong brand strategy has the potential to influence those who determine the brand and decide what it is, and how valuable and powerful it will be. Otherwise, law firms are largely leaving to chance the characteristics and inherent value of one of their most valuable assets. Brand differentiates a firm Brand can differentiate one firm from another, partly because law firms don t do brand very well. That your firm does take brand seriously will, in itself, set a firm apart. This question of differentiation is very important in the legal profession where differentiation is very difficult. Clients invariably have a hard time distinguishing between law firms. Firms that take the trouble to develop their brand and use it as a way of making themselves distinctive are at a great advantage. Another reason is that most brands, including very significant and valuable brands in the business world, have developed in essence by accident. They have not been intentionally developed and built as part of a coherent, structured brand strategy. A firm may, over many years, have completed valuable technical work, serviced clients well and consistently employed good staff, all with a view to running a good business. In so doing, the resulting by-product is a strong brand. If brand is recognised as the valuable asset that it is and properly strategised and managed, one can only imagine the possibilities and potential for the firm. 2

5 Brand Strategy and Management for Law Firms Brand is a representation of what clients and other parties think Brand is a representation of what existing and potential clients, employees and potential recruits think of you and your organisation. These others will be influenced by what you put out into the market, for instance, your people, your services and your infrastructure, the way you deliver legal services, how you deal with people, and a myriad other factors. How these things are experienced by them will determine your brand and its value. It is necessary to understand that this is what determines a firm s brand; then to put out into the market things that will influence those individuals positively and ensure they will experience those things just as you intend. Figure 1 represents this concept in a simple diagram. In simple terms, a firm must ensure it offers good things to market, the best it possibly can. This means high calibre people with good technical skills and industry sector knowledge and experience, good infrastructure, good communication and so on, with a view to ensuring a good experience on the part of those who determine the brand. If the experience is good, it will start building trust and, eventually, a strong brand. As these good things the firm does and offers are improved over time, so the experiences of others will in turn be improved. This in turn will further improve their perceptions and experiences, strengthening and adding value to the brand. And so the virtuous cycle can and should continue. Brands are dynamic and live Brand is determined in a dynamic and volatile business environment impacted by changeable things such as the very individualised and personal perceptions and experiences of people. This means brands live. Brands can quickly change and they are adaptable. As a result they require constant attention a vigilance, and discipline. Brand is about designing the firm s business Brand goes to the very heart of a firm s business because brand is essentially about 3. Establishes a firm s brand in the eyes and minds of those others 1. What the law firm continually offers to market e.g.: calibre of its people techincal skills creative elements and design industry sector knowledge how it delivers service its infrastructure, systems and processes location and offices etc. 2. How these offerings are continually experienced and perceived by others (e.g. clients, employees etc.) Figure 1: How a brand is established the continuous evolutionary brand cycle 3

6 Chapter 1 designing and building a firm s professional business. It impacts on and is determined by every component of it. Ideally the brand should become the foundational heart and soul of the firm s business model. Successful commercial businesses such as Apple and South West Airlines have long recognised this. Their brands are not something separate from their businesses, they are the business. What brand is Understanding what your brand is and what it is not, and ensuring everyone in your firm understands this, is the single most important first step to undertake. This will place your firm in a position to fully develop its brand, realise its potential and use it as a differentiator. Your brand is what other individuals think, not what you think it is 3. It is therefore the aggregate of what other relevant individuals think it is. This determines your brand. Your brand is someone s gut feeling about your law firm or the services you offer. Or in the case of many people it is the aggregate of those gut feelings. Because you are constantly trying to influence the perception and experiences of others, managing and growing your brand is enormously challenging and requires ongoing attention and involvement from every member of your law firm. You are constantly trying to influence how others perceive your brand, for instance by communicating the qualities of how you deliver your service or expertise, to improve the chances of it being well perceived. Of course, there is another side to this. If you decide on the elements offered as part of your brand offering, but fail to communicate them or describe them adequately in your communications, or you do not deliver on them, there will be an adverse impact on your brand. Brand is challenging as it is neither concrete nor easily definable. It is an approximate understanding of a service or firm. As Neumeier points out 4, to compare competing brands, you need to know the differences between brands as they exist in the minds of individual people because it is their gut feelings which determine brands. Figure 2: A brand is the aggregate of the gut feelings others have about what a firm offers to market. It is not what the firm offers as such. 4

7 Brand Strategy and Management for Law Firms So brand strategy becomes the strategic management of differences between firms as they exist in the minds of clients and potential clients. What brand is not Your brand is not your logo, your colour scheme or your firm name. These are merely symbols for your brand. A common misconception is that one or more of these are your brand. If you ask marketing managers or managing partners if they have developed a comprehensive brand strategy for their firm you will sometimes receive a response that they have just completed a re-brand. What they are really saying is they have reviewed and updated their colour scheme, designs, logos and possibly their name. These are their firm s brand symbols which are part of what is commonly referred to as a corporate identity. But nor is your brand your corporate identity. Your firm s name, logo and design elements are, however, critically important. They are components of your brand offering, what you put out into the market. They are the vital aesthetic and design aspects of your brand through which you intend to influence perceptions and connect with others at an emotional level. But don t confuse them with your brand. Your brand is not those things you put out into market in the form of your services, your expertise or your people. These are other components of your brand offering, the things you offer to market with a view to persuading others to regard your brand positively. A common mistake of many law firms is equating brand with a service they sell, in the same way many organisations mistakenly regard particular products as brands. Managing a brand is about something much less tangible: an aura, an invisible layer of meaning that surrounds the service, and based on the perceptions of individuals. If your partners and staff understand these two principles of what brand is, and what it is not, they will have an excellent foundation for a full understanding of brand and the future development of a comprehensive brand strategy. The role of design, creativity and innovation As Neumeier 5 points out, a combination of good strategy and poor execution in the form of design and creativity is like a Ferrari with flat tyres. It looks good in the specifications, but fails on the road. This is the biggest challenge with brand: succeeding in touching the emotions and igniting passion in clients. This is a particular challenge for law firms which are not used to thinking of their business challenges in terms of impacting emotion and rousing passions! Good design can build trust. If something looks and feels good, clients assume it is good. Apple Computer has turned this concept into an art form. Too often brand is built around logical, technical offerings and arguments based on features and benefits but logical argument seldom convinces anyone of anything important. Benefits and features don t often touch the heart and soul of your audience or build an emotional bridge between them and your brand. We have all read the firm brochure extolling the benefit of the firm s one hundred year plus heritage, or that it is the biggest of them all with offices in all the country s key centres important though these things might be. This is where design, creativity and innovation come in. It is a vital part of the branding challenge, as Neumeier says, where the brand rubber hits the road. 5

8 Chapter 1 Developing a strong brand around an effective brand strategy can build differentiation for a firm. Better still, market dominance or competitive positioning in chosen practice areas or industry sector specialties compound that differentiation. Apart from a clear understanding of brand, a structured approach to its development requires innovation and creativity, characteristics not traditionally found in abundance in law firms where left-brain thinking is the norm. However, innovation lies at the heart of design and business and helps to build emotional drive and passion, ensuring a firm builds a strong brand, not a bland 6 brand. Why brand is challenging Brand is challenging for a number of reasons. The ultimate test for a brand is what the client experiences and perceives a brand to be. You need to influence client perceptions and emotions in some way for them to feel good about your brand, to trust it and in time develop loyalty towards it. Simply putting forward logical arguments and facts and figures based on features and benefits will not cut it. You have to connect with their emotions and influence them psychologically. This of course is not easy, especially for mostly conservative, professional services entities like law firms. It is also necessary to be consistent about what the firm puts into the market. This builds trust. However, consistency is not necessarily a hallmark of law firm partners who tend to be individualistic and work selfsufficiently. Developing your brand requires team work. Why it is important to keep brand simple The concept of brand is kept simple in this report so that you, your partners and staff, and your target audience can understand it, talk about it and describe it in simple terms. Achieve this understanding and you and your firm are well on your way to building brand consistency and differentiation. Every staff member or anyone else who comes in touch with your brand, and understands it, becomes a potential amplifier of the virtues of your brand. This builds trust and in time loyalty towards your brand. It of course then strengthens your brand. The benefits of a strong brand A strong brand becomes a valuable asset, as trust in the brand is derived from the client, which in turn leads to loyalty. A number of practical benefits flow from this: clients become less price-sensitive and trust their advisers to provide their services at a fair fee. They become less likely to query bills or delay payment. They will pay now and ask questions later. We have all experienced partners in law firms who seldom attract client queries around their bills or billing practices. You will find on closer analysis that their personal brand, in their clients eyes, is very strong. Those clients have grown to trust them. This impacts how readily they will part with their money when they work for them. A strong brand results in referrals from satisfied clients and others who have a positive perception of the brand. Other benefits are that clients will sometimes make appointments of law firms without requiring the time-consuming and expensive process of requiring proposals and beauty parades. Furthermore, a strong brand can counter external challenges from competitors. Once competitors appreciate the strength of your brand they may become disillusioned at the prospect of taking you on, and attack weaker brands. This is why firms with strong 6

9 Brand Strategy and Management for Law Firms brands seem to grow effortlessly and go from strength to strength year after year. Monetary value Brands in the commercial sphere have long been recognised as having a strong monetary value. One of the best known annual valuations of brands is undertaken by Interbrand 7 whose Brand Strength Score comprises ten components, all of which have an important an equal role in the brand s ability to generate value, namely: While attempts have been made to value law firm brands in some jurisdictions from time to time 8, and these reflected values in the billions of dollars, there is no regular annual valuation undertaken. Suffice to say that the valuation efforts to date combined with a general understanding around brand value suggest law firm brands have very substantial monetary value. For instance, the strength of a firm s brand as perceived by clients and others will influence whether: 1. Commitment A measure of an organisation s internal commitment to or belief in its brand; 2. Protection How secure a brand is; 3. Clarity Are clearly articulated and shared across the organisation of the brand s values and positioning; 4. Responsiveness The brand s ability to change according to market circumstances; 5. Authenticity How soundly a brand is based on internal capability; 6. Relevance How well a brand fits with customer needs; 7. Understanding Of the brand s distinctive qualities and characteristics; 8. Consistency The degree to which a brand is experienced without fail across all touch points; 9. Presence How omnipresent does the brand feel and how positively is it discussed in traditional and social media; and 10. Differentiation The degree to which clients perceive the brand to have a positioning distinct from the competition. What is interesting in relation to commercial brands is the high percentage of market capitalisation that is attributable to brand value. Brand has real value. A new client requires a detailed process and request for proposal or simply instructs a firm; Existing clients provide repeat instructions; Key people join the firm, remain with the firm and recommend the firm; and Good suppliers are eager to serve the firm and provide outstanding service at a competitive price. As mentioned, brand value is usually built by chance, while firms are successfully doing other things. What if law firms could instead understand, influence, strategise and manage experiences and perceptions of their brands? This is what great business organisations have been doing for decades. There is a significant opportunity available to law firms which recognise its potential. Differentiation in a field in which it is difficult to differentiate Ed Wesemann in Creating Dominance 9 wrote: First, all strategy is about creating dominance... and second, strategy is about creating a competitive position relative to competitors. Invariably, dominance and competitive positioning is founded on differentiation. However, professional services firms are notoriously difficult to differentiate 7

10 Chapter 1 from one another. Witness the big four accounting firms (Deloitte Touche Tohmatsu, PricewaterhouseCoopers, KPMG and Ernst & Young). Everyone knows them but ask anyone to clearly distinguish between them and they will be hard-pressed to do so. One exception to this in Australasia is Deloitte which has differentiated itself through its innovation programs. This has not yet translated into market dominance although there has been international recognition of how the brand has been strengthened in the last decade. Law firms don t, as a rule, make an effort to differentiate. A 2005 report 10 compared the value of magic circle brands in the United Kingdom where the word international appeared in no fewer than seven of the taglines of the top 12 firms by brand value. Where a law firm can clearly differentiate itself and its brand, communicate this differentiation in a credible way and ensure client experiences accord with it will help achieve competitive positioning and market dominance in its chosen field of operation. Coupled with the right strategy this can lay the foundation for creating differentiation and dominance. Differentiation and the question of why In Start with why 11 author Simon Sinek emphasises the importance of inspiring loyalty through what he terms the golden circle. He reasons that every person and organisation knows what they do: in other words, they know what services they sell. Some know how they do it, but he argues that few organisations can clearly state why they do what they do. By why he means purpose, cause or belief, i.e. why does the organisation exist and why should anyone care? He points out that great organisations understand these principles and why they do what they do. In other words, they all start with why. He quotes the example of Apple and how they communicate: In all we do, we believe in thinking differently we challenge the status quo by making our products beautifully designed and simple to use. We just happen to make great computers. This reasoning has profound implications for brand. Most law firms start with the what : the facts, figures, features and benefits: How old they are; How large they are; How many cities they are in; and What practices they offer. However, such features do not connect with people at an emotional level and it is unlikely to impact their perceptions of brand. On the other hand, some great firms are clear on their purpose and their cause and they ask you to join this. A bit like Apple Computer who say we think different and invite you to join them and become more creative by using their products. If those who determine your brand understand your why as a firm it creates a hot link to what inspires people, which leads to trust and loyalty. Neumeier 12 makes a similar point when he says you need compelling answers to who you are, what you do and why does it matter?. Firms need compelling answers to all three questions if they want to create a strong brand. Those answers provide a litmus test for what makes their brand different. Trust Making it easier to do business A key building block for brand is trust, a fundamental goal of brand design. It should also be a strategic key objective for any law firm brand strategy. As Neumeier says: 13 Trust is the ultimate short-cut to a buying decision, and the bedrock of modern branding. Once trust builds towards a brand, loyalty develops, 8

11 Brand Strategy and Management for Law Firms making it easier to win business and retain key clients and people. The risks of a weak or discordant brand A weak brand will not stand out from competitors, or build trust, and will not differentiate your firm. It will also cost you financially as it will be harder and more expensive to hire and keep key people, because a strong brand is a key factor in attracting and retaining partners and staff. Your firm may also be vulnerable to predation from other competitors who will target your clients, partners and staff. A weak brand may also make it harder and more expensive to win new work and new clients who won t buy now and ask questions later. They may put you through the hoops, and cause you expense, forcing you to go through a bidding or proposal process before deciding whether or not to brief your firm. Who to involve in developing, maintaining and building brand As Neumeier says: It takes a village to build a brand, involving everyone in the organisation from the chief executive or managing partner to the most recently employed junior person. Ideally, everyone must understand brand and what the firm s brand offering comprises, and their role in supporting the brand to ensure it is experienced in the way that is intended. It is not limited to personnel who have brand or marketing in their job titles. There are many other players and influencers around brand which are external to a firm and contribute to building trust in the brand. Firms need to be very aware of their influences in building and determining a brand. For example, consider a firm s employment brand: there are many categories of people who influence the strength of this brand within a firm. These could include existing, former and potential employees, recruitment agencies, partners, human resources personnel, everyone who answers the firm s telephones, the media and even other law firms, to name some. Neumeier points out that building a brand is like building a cathedral. It takes a wide range of diversely talented people, both inside and outside an organisation, working together over a considerable time. Brand compared to reputation Some writers distinguish between brand and reputation. These concepts sit comfortably together and are closely related and aligned. Reputation is an important component of brand in that others perceptions of your personal and professional reputation (and that of the firm) will contribute to determining the strength and value of the overall brand. Your personal reputation is an important element in developing your personal brand. It is both an element of your personal brand offering (which for instance will include your reputation, technical skills and experience and how you deliver service) and an outcome of having a strong personal brand. In this way brand and reputation can work hand in hand as a virtuous cycle. Foundational elements to create a strong brand virtuous cycle Building a brand virtuous cycle should be the goal of any brand (see Figure 3) strategy. Three important types of brand for all law firms Firm brands When the term brand is used in relation to law firms it invariably points to the firm s brand. This is the brand we are most familiar with: the firm s overall brand, how everything 9

12 Chapter 1 all this Do Do all this& and trust in in the trust the brand builds builds brand brand Avoid aa brand gap Avoid gap alignment alignment build build Discipline and Discipline and management management Where Wherebrand brandrubber rubber hits creative hits the theroad road creative elements,design design& elements, and innovation innovation Understandbrand brand what what itit isis Understand (whatothers think) is not and is not (what think)and (what wewe think) nor islogos it brandthink or & (what names, logos icons)and icons) Builda brand virtuous cycle Understand the the 33 main types of Understand main types of brand firm firmbrand, brand,fmployment employment brand brand,personal personal brands brand, brands Determine brand Determine brand fundamentals fundamentals (vision, values, values, how (vision, how service is service isdelivered) delivered) Offering all Brand offering Brand (clarify (clarify all the elements elements and the and components offered offered to components to market) market) Communicate the the Communicate brandoffering offering Brand Brand Fusion Brand Fusion ensurewhat what is offered ensure is offered isactually actuallyexperienced experienced is Figure 3: The process for building a brand virtuous cycle the firm offers as a professional services organisation is perceived and experienced by others. This is its brand. However there are two other equally important types of brand which have both a direct and indirect bearing on the strength and value of a firm s brand. These are personal brands (invariably the partners ) and the firm s employment brand. Personal brands The important of personal brands is particularly relevant for law firms where an individual partner s reputation and brand can determine his or her success or failure, and can also positively influence the firm s brand. These partners will often have a level of thought leadership stature pertaining to their practice area or industry sector specialisation as a key component of their personal brand. In some cases, particularly in small firms named after founding partners, the personal brand of the founding partner/ partners and the firm brand are inextricably linked and may for all intents and purposes constitute the firm s brand. 10 Employment brand The firm s employment brand is a vital element in a firm s brand, although it seldom gets the special focus and treatment it warrants. The employment brand is the perception that partners, staff and potential recruits have of the firm as a place of employment. This is based on their perceptions, and first-hand practical experiences of working for the firm. It is very important for firms that employment brand receives a special focus because of the enormous impact it can have on the overall calibre of people in the organisation, how they provide a service to clients and how the firm competes for new recruits. While some alignment of the three types of brands is necessary, it is advisable to develop separate mini-strategies around each (see Chapter 2). Subsidiary brands It is common for law firms to develop subsidiary businesses focused on particular areas of practice or industry sectors. Sometimes these businesses run counter to

13 Brand Strategy and Management for Law Firms the overall vision and strategy of the firm but are nevertheless valuable components of the firm s overall business model. As Neumeier points out in Zag 14 there are four possible dangers for subsidiary brands where they are closely tied to the main brand: Identify brand SKOs; Study their options; Build discipline; Align the brand strategy with other firm strategies; and Take advantage of all three types of brand. Contagion If a problem arises, especially on the internet and social media, it can quickly impact the main brand; Confusion Where clients are unsure where one brand begins and ends; Contradiction Where a brand is perceived differently by diverse cultures. The answer is to build different, separate brand offering for each culture; and Complexity Potentially an issue where subsidiary brands grow in number, or a firm has a plethora of brand. Where a subsidiary business and brand is developed, it can make sense to develop a separate brand strategy and model for each business. The rationale is that each business focuses on a different group of clients, with diverse needs, as well as different perceptions of how the firm delivers service. Each case should be dealt with on its merits. Why it is critical to develop a brand strategy Now that we understand what brand is and what it is not, and that brand has real value, the question is: Does you firm need a brand strategy or should you allow a brand to evolve and develop? What if firms could develop a specific strategy to build and strengthen their brand? They could, for instance: Identify key components; Identify what makes up their brand offering; The list is endless. It makes good business sense to develop a dedicated brand strategy to further strengthen some of the most valuable and important components of your business: your firm brand, individual partner brands and your employment brand. We have seen that brand goes right to the fundamentals of an organisation. It stands to reason that it is critical to consider carefully what you want your brand to be and where you want it to go (your brand vision ). The challenges, weaknesses and threats facing the brand must be identified; and its positive attributes and potential strengths and opportunities recognised and built upon. Formulating a coherent strategy to build a firm s brand is the focus of the balance of this report. References 1. Google: There Are 129,864,880 Books in the Entire World 10 July Neumeier, M. The Brand Gap, New Riders, 2006 (p8). 3. Neumeier, M. The Brand Gap, New Riders, Neumeier, ibid (p3). 5. Neumeier, ibid (p73). 6. Neumeier, ibid (p90). 7. Interbrand 8. Interbrand-about-us.aspx. UKs-Most-Valuable-Law-Firm-Brands~376.html accessed on 20 September

14 Chapter 1 9. Wesemann, E. Creating Dominance, Author House, The UK s most valuable law firm brands 2005.pdf Sinek, S. Start with why Portfolio Hardcover Neumeier, ibid (p31). 13. Neumeier, ibid (p11). 14. Neumeier, M. Zag Peachpit Press