When considering leaders for an organization’s marketing efforts, it is important to evaluate not only that leader’s understanding of digital marketing tactics, techniques, and tools, but it is also equally important to assess that leader’s ability to execute, not just talk, about digital marketing programs.
Most CMOs, we’ve observed, have a few areas of core responsibility. More than 90% are responsible for marketing strategy and implementation, and more than 80% control brand strategy and customer metrics. But beyond that, the range of duties—from pricing to sales management, public relations to e‑commerce, product development to distribution—is mind-boggling.
Since the Great Recession of 2008, sustained pricing pressure from corporate clients and rapid technological leaps have combined to create the present environment in which law firms and corporate legal departments are not just open to technology-based solutions to problems formerly overcome by brute lawyer-hours, but actively inviting them in.
In this extract from the article “15+ of The Top Sales & Marketing Mistakes SaaS Startups Make,” Jason Lemkin highlights major mistakes in marketing that may inhibit SaaS success.
Is it okay to scrape data from another website? This is a frequently asked question that almost always leads to an ambiguous and equivocal answer.
Ask why your media sources might be afraid to publish anything that their largest sponsors might not like. As a very sharp GC once said to me, “Sometimes it is not what they say, but what they avoid saying that tells the true story.”
While some law firm website developers are advising law firms to bury law blogs inside a law firm website, a just released ABA book on strategic online publishing for law firms advises just the opposite.
Marketing is the science and art of exploring, creating, and delivering value to satisfy the needs of a target market at a profit. Marketing identifies unfulfilled needs and desires. It defines, measures and quantifies the size of the identified market and the profit potential. It pinpoints which segments the company is capable of serving best and it designs and promotes the appropriate products and services.
The law firm of the future recognizes what it does best and for whom. It segments its services and fees by the nature of the work, with a menu of services with rates for each. It follows a “best in breed model” for those things that it does well, and positions itself as one of the stable of law firms on the clients’ preferred provider list. The foundation is the delivery model for each service, with differentiated cost, talent models, and profit structures. The art is in how to bundle and price the services for the big customers, and the services that the others get.