For boutique/mid-sized firms, particularly law firms and professional services practices, in the midst of client work, billings, staff management, very often, business development and marketing (BDM) decisions are being overlooked or pushed further down the line.
Unfortunately, BDM doesn’t have the same urgency that client work requires, eg, a client needs urgent attention as a lawsuit has been filed or one of your team members is experiencing a meltdown that needs to be dealt with straightaway.
For most BDM activities, deadlines are given 1-2 months in advance. Inevitably, lawyers and professionals will always think “oh, it’s not due for another month” or “I can put it off for another week”.
One thing is for sure, even if BDM considerations are not dealt with at the start, sooner or later, it has to be dealt with. So, the sooner firms get to it, preferably right at the start, the better it is for the firm, then you will have better clarity in defining your strengths, identifying your target clients and articulating your key messages. Early audits of these foundations ultimately lead to stronger strategy, greater creativity, a more impactful market presence and clarity in pipelines.
1. Clarify Your Strategic Positioning
Before any BDM work, the firm must know what it stands for.
Key questions to answer:
- What are our core practice strengths?
- What differentiates us in a crowded local market?
- Which client segments matter most? (e.g., SMEs, MNCs, startups, HNWIs)
- What are the challenges that our clients are facing and how can we help our clients?
Outcome: A clear, defensible positioning that partners and staff can articulate consistently. Think of it like an elevator statement – you have 10 seconds to tell your client what your firm does.
2. Build a Scalable BD and Marketing Foundation
You don’t need a large team or deep pockets—but you do need solid building blocks. Begin with a clear structure, lay one block at a time, and build from there.
Early priorities:
- Set up a centralised BD/marketing function (even part-time or outsourced) so you know how, when and who will be helping you.
- Standardise branding, brochures, pitch materials, capability statements and professional bios.
- Implement a basic content calendar (LinkedIn, website insights, articles, newsletters).
- Create a repository of matters and experience – for proposals, capability statements, directory submissions.
Outcome: Professionalised BD infrastructure with consistent tone of voice —so every message, pitch, and publication reflects who the firm is in a well-thought out way, without last-minute scrambling.
3. Establish a Strong Digital Presence
In Asia, clients do not default to Google—you need a multi-channel presence.
Minimum required assets:
- A modern, mobile-responsive website with your services clearly articulated. Consider including multiple languages if you are catering to a diverse audience.
- Optimised professional profiles on LinkedIn and firm-wide posting discipline.
- A presence on regionally relevant platforms (e.g., WeChat for China work).
Outcome: Visibility, credibility, and discoverability – 24/7.
4. Create Internal Discipline Around BD
Most Asian firms struggle because BD is “everyone’s responsibility” but no one’s priority and it is always the last on the list.
Foundational behaviours:
- Partners and senior associates agree on monthly client targets.
- Introduce a simple CRM or relationship tracking spreadsheet.
- Weekly BD meetings to maintain accountability and follow ups with clients.
- Identify the firm’s top 10 clients and/or prospects for basic client targeting activities.
Outcome: A BD culture—not just BD tasks. Because you are building a pipeline and a business, not just getting a new matter in.
5. Strengthen Operational and Pricing Hygiene
Clients today compare firms on consistency, speed and transparency.
Priorities:
- Clear engagement letters, fee quotes, rate cards.
- Standardised templates for deliverables.
- Document management and workflow processes.
- Billing discipline and WIP transparency.
Outcome: Fewer disputes, better profitability and a more “corporate” client experience.
6. Invest in Lawyer Training
In smaller firms, the team is the brand.
Early focus areas:
- BD and client relationship skills for associates and partners – it’s never too early to start.
- Writing skills for insights and client communications – ensure your communications are relevant to your clients.
Outcome: Every professional becomes a credible representative of the firm.
7. Strengthen Client Relationships From Day One
Most small and mid-sized firms survive and grow because of loyal, long-term clients.
Foundational relationship practices:
- Quarterly check-ins with key clients.
- A simple client listening programme.
- Keeping clients updated before they ask.
- Offering practical, business-relevant advice—not just legal or templated answers.
Outcome: Relationship-driven revenue and a more resilient client base.
🔍 Summary: The 7 Foundational Priorities
- Strategic positioning and differentiation
- Basic BD & marketing infrastructure
- Digital presence that matches client expectations
- Structured internal BD discipline
- Operational hygiene & pricing clarity
- Training and professional development
- Client relationships as a core strategic asset
