Greentarget

Evaluator

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Journalists have long seen themselves as members of the fourth estate—watchdogs whose work informs the public, shines a light on injustice and holds power to account. But in recent years, Americans’ trust in the media has plummeted amid deepening political polarization and the rampant spread of misinformation and disinformation online.  

That’s why in 2020 and 2021, Greentarget conducted research to understand the toll that so-called “fake news” is taking on seasoned journalists—and offer guidance for how PR professionals and business leaders can help stem the tide.  

Since then, the challenges facing journalism have only deepened, from widespread media layoffs to technological shifts like the explosive growth of generative artificial intelligence (AI) that could automate some reporting and writing tasks—and potentially further undermine journalism jobs. Those developments prompted a different approach to our ongoing research.  

For our latest iteration, we surveyed young reporters and journalism students to understand the following: 

  • Why they’re committed to pursuing the profession 
  • Their outlook on the future of journalism 
  • Their perspectives on AI, social media and fake news 

We’ll publish the full report in the coming weeks. In the meantime, here’s a glimpse at why up-and-coming journalists are optimistically jumping into the arena, and how they view factors that are changing the industry in real time. 

1. To Provide Credible, Fact-Based Information 

Nearly all the up-and-coming journalists we surveyed believe traditional media should be impartial. And a majority said a key reason they’re entering the field is to provide accurate information that the public can rely on to make informed decisions—reflecting respondents’ faith in the role of the press as an arbiter of truth and accountability.  

So where does their credible information come from? Respondents said they research and/or vet stories using tried-and-true techniques from the reporter’s toolbox, including: 

  • Doing first-hand field reporting 
  • Reviewing top-tier publications 
  • Reaching out to academics, experts, and/or think tanks 
  • Looking at information from government agencies/organizations 

Respondents had a complex relationship with social media, which they used to generate story ideas and/or vet information—but to a lesser degree than the above methods. That may be due to next-gen journalists’ view that social media is a key spreader of false or misleading information. However, they also see social media as valuable for distribution and measurement.  

AI-enabled tools from ChatGPT to Google Translate are also gaining ground for some tasks, including data analysis, research, writing and editing. But some respondents expressed concern about how AI could impact the industry in the future, citing the potential for inaccuracy and/or misinformation, as well as fears that technology could replace some human journalists.   

Whatever the tools, they reported taking several steps to verify that the information they publish is trustworthy, including: 

  • Contacting the source directly 
  • Securing multiple sources 
  • Searching for corroborating sources 
  • Using fact-checking sites (e.g., PolitiFact) to avoid spreading false information 

2. To Shine a Light on Injustice and Social Issues 

Gen Z (those born between the late 90s and early 2000s) may be the most progressive, technologically savvy, and socially-minded generation yet, and share many values that Millennials also prioritize. It’s no wonder, then, that this generation views a career in journalism as a way to tell the truth about what’s happening in the world around them and, in some cases, advance the social change they want to see. 

Many of the reasons respondents cited for deciding to pursue journalism reflect those concerns, including: 

  • To expose injustice 
  • To make a difference in the world 
  • To hold governments and institutions accountable 

Next-gen journalists also said that diversity, equity and inclusion (DEI) is a significant concern, both in newsrooms and in terms of coverage. Many respondents believe that diversity in the profession across racial, gender, and economic categories is foundational for good reporting, and note that lack of representation could lead to narrow coverage, “social imbalance” on topics in the news—and the loss of public trust. 

3. To Combat the Spread of Fake News 

Students and NextGen journalists aren’t naive about the challenges they’ll face as a result of misinformation (information that is false) and disinformation (information that is intentionally fabricated). In fact, many respondents expected the problem to worsen, with social media cited as a leading factor.  

But they also don’t hold a purely doom-and-gloom view. Rather, they’re passionate about the opportunity to combat misinformation and disinformation in their sphere of influence. In fact, nearly half of our survey respondents said fighting fake news is one reason they want to be journalists. 

As digital natives, Gen Z could be uniquely qualified to take up this battle cry. A marked rise in media literacy education means members of this generation may be more likely to know how to ask critical questions about the media they consume, spot misleading or false claims, and avoid manipulation.   

Despite Challenges, Gen Z Looks at the Future of Journalism With Optimism 

In our last Fake News Report, only 14% of journalists said they believed their own efforts had an impact on the fight against misinformation and disinformation. According to our survey, Gen Z holds a more upbeat view, responding that their outlook for the next decade is at least somewhat positive.   

At Greentarget, we’re optimistic about the future as well. And in large part because of what we’re learning from the next generation of journalists, we continue to believe that traditional media will play a crucial role in inspiring and leading smarter conversations.  

We’ll delve more deeply into the reasons for that optimism when we release our full report later this year. 

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We hear it all the time: the next generation of talent—and leadership—wants more. More balance in their careers. More alignment with their values. More engagement with social issues.

The world of professional services firms—buttoned-up places that have traditionally skewed white, male and older, especially in leadership ranks—is particularly vulnerable to emerging stakeholders’ preferences. In a recent poll, less than 40% of Gen Z lawyers said they would like to join one of the U.S.’s largest 200 firms, down from nearly 60% just three years prior. Meanwhile, recent news out of law firm Barber Ranen involving the name partners’ racist, sexist, homophobic, and antisemitic emails (and those partners’ subsequent exit from the firm) is just one more indication that times are changing. Behavior that might once have been papered over now (rightly) carries significant consequences.

The question, then, isn’t whether these generational shifts are here or will have an impact. That’s a fait accompli. Rather, today’s business leaders should be asking how they can best communicate with their younger workers and clients to mitigate risks and set themselves up for success for years to come. Here’s how.  

Get to Know This New Audience

You can look up all the statistics you want: that younger employees care more about corporate culture; that almost 90% of millennial lawyers want flexibility and work-from-home options; that roughly half of accounting and finance students and young professionals cite personal well-being and mental health as a concern and think a great work-life balance is a key attraction factor for employment.

But while that’s a good start, it takes more to operationalize efforts at your own firm. Start by asking some key questions to help hone in: 

  • Who is our audience, internally and externally?
  • How quickly are their expectations evolving?
  • What messages do they need to hear and who should they hear them from?
  • How can we support our messages with tangible actions? 

 Social media listening, focus groups, surveys, and routine conversations with teammates and clients are extremely helpful tools for answering these questions.

For instance, one major law firm we work with held a series of focus groups last year to create messaging that would help attract and retain attorneys in a post-COVID landscape. The resulting messages—highlighting alternative career paths, the firm’s supportive culture, its initiatives around diversity, equity and inclusion, and a robust benefits program—were in large part aimed at this next generation of lawyers. They also helped with the continued evolution of their sponsoring and mentoring initiatives and talent outreach.

You can do the same with clients: Voice of the Client research can help build a multi-faceted understanding of your client’s needs, expectations and pain points—and can update your approach to the coming generation.

Establish and Live Up To Your Firm’s Values 

What does your professional services firm stand for? Why do you do what you do? And what impact do you make in the community, the nation, and the world?

These questions may sound lofty or even squishy to hard-charging business leaders. But these are the elements that millennials and Gen Z care most about. And MIT research shows that even if companies have a set of values written down, far too few are translating them into action in any tangible way.

The good news is since many organizations don’t meaningfully connect their actions to their values, you have an opportunity to set your firm apart in the minds of emerging stakeholders. To do so, you’ll need to look at your existing mission, governing principles, and values and honestly assess how well you’re living up to them. 

For example, if your values state that you’re committed to creating an internal culture that’s welcoming and inclusive, evaluate what building blocks you’ve put in place to make that value a reality. Have you taken steps to attract and retain a more diverse workforce? Are you actively combating harassment at your firm? Are you elevating diverse voices and ensuring people from underrepresented groups have a seat at leadership tables?

You’ll also need to be able to read the room and pivot when necessary. One professional services firm we work with did just that – after a series of acquisitions, the firm realized it needed to step up its executive communications game, particularly when it came to reaching newer, younger and prospective employees. A content campaign of internal emails and byline articles from one of the firm’s leaders brought the organization’s values to life in a personal, authentic way—and aimed to infuse the firm’s work with purpose, meaning, technological innovation, and fun.

Embrace an Authentic, Transparent Approach to Communication

Finally, you’ll need to evolve your firm’s communication style to earn the trust of a younger audience. Follow these best practices as you get started:

  • Carefully consider who to appoint as your firm’s spokesperson in each PR situation. Your CEO or managing partner may not always be the ideal choice, even when you’re countering negative press. A community leader, boots-on-the-ground manager, or third-party expert might be better suited to make your case and establish (or reestablish) trust.
  • Be strategic about the channels you use when communicating with younger audiences. Social media channels—especially YouTube and TikTok—are more effective at reaching Millennials and Gen Z than traditional media outlets. When you do communicate using these channels, be sure to keep a close eye on your audience’s comments and reactions. Staying engaged even in the face of criticism or intense questioning is key to demonstrating trustworthiness.
  • Avoid jargon and corporate speak. Use clear, straightforward language that paints a compelling picture. Don’t be afraid to pull back the curtain on your decision making process or draw on personal experiences. Younger audiences in particular roll their eyes at any hint of obfuscation.
  • Back up your words with action. Authenticity doesn’t just come from words—it comes from meaningful and concrete actions that support those words, whether it’s new hybrid working policies, benefits programs, mentorship opportunities, or DEI initiatives.

The Future is Now for Better Communications and Better Business

It’s imperative that professional services firms recognize the capabilities of Gen Zers and millennials, and work towards meeting their needs as soon as possible. That makes sense from more than a recruitment standpoint. Soon, those generations will also be in need of your services—but only if you take the time to establish trust now.

Taking steps to develop and adhere to strong corporate values, operate transparently and ethically, and understand stakeholder sentiments just make good sense, for your operations today as well as for the future of your business.

Greentarget knows how to develop PR strategies that speak the language of every generation. As a full-service communications firm, we’d love to help you position your firm for success now and down the road. Let’s talk.

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The partners at your professional services firm are essentially owners of their respective business units, which means the cost of your marketing initiatives comes out of their pockets. And given the pressure they’re under to hit their revenue and growth targets, they expect you to support their individual marketing needs as if those partners are your team’s top priority. That can make it tough to advance the overall business objectives for your firm. 

Sure, it might be tenable if you’re only managing a handful of competing agendas. But if you answer to dozens — or even hundreds — of partners and myriad other stakeholders,  chances are your audience is on the receiving end of too many messages, or diluted messages that don’t speak to their needs.

When you’re bogged down by the tyranny of the urgent — and when your firm’s partners are focused on their messages and their goals — how can you shift gears to create a cohesive and meaningful marketing strategy? Instead of disparate initiatives, you need to create a comprehensive plan organized around a focused objective.

Once that focus is in place, it’s time to switch into campaign mode: building an integrated program to reach your desired audience through  paid, earned, social, and owned (PESO) media . 

Here’s how to build sophisticated PESO campaigns that elevate your firm’s digital marketing — and win the buy-in and support you’ll need to bring them to life.

Building Blocks of an Integrated PESO Marketing Campaign

Your firm is not the only voice vying for your audience’s attention. To combat this information overload, lean on integrated campaigns that highlight authoritative content with a unique point of view.

What does it mean to adopt a PESO campaign orientation? You’ll leverage: 

  • Paid channels by buying ad space in traditional outlets and/or on Google and LinkedIn
  • Earned media by reaching out to reporters and earned media outlets with quotes and snippets that demonstrate your firm’s authority
  • Social channels by sharing your firm’s insights via email and social media
  • Owned media by publishing articles, eBooks, white papers, and other assets to your website

Furthermore, each campaign should:

  • Align to a measurable business objective (e.g. increase awareness of your firm; demonstrate your firm’s position of authority; drive revenue growth)
  • Present a unique point of view on an issue that’s important to your audience (make them think “hmmm, I hadn’t heard that before”)
  • Drive specific KPIs (like number of organic site visitors, downloads, audience reach, LinkedIn engagement)

Reddit used several elements of the PESO model effectively when the social media platform took out a five-second Superbowl ad that made it look like the company was hacking a car commercial. It simultaneously posted the video with a “What just happened?” caption on Twitter. From there, Reddit drove users to the site with a link to a sampling of its community forums. And in the aftermath, the platform earned positive media coverage from high-profile outlets praising its ingenuity.

As a professional services marketer, you can use creativity and drama to reach your audience, too. Your firm’s experts are writing and speaking on a variety of topics. Don’t shy away from promoting their hot takes with catchy copy and your version of a grand reveal.

How To Persuade Your Firm’s Partners To Adopt a Campaign Orientation

Talking about the value of an integrated marketing campaign to marketers is a bit like preaching to the choir. But if your firm’s partners aren’t on board with your plans, all the campaign know-how in the world won’t matter. And when you first launch an integrated campaign, you’ll undoubtedly encounter pushback from leaders who (wrongly) think you should focus on a marketing plan that is all things to all audiences.

You know the most effective marketing campaigns are targeted to a specific persona looking for help with specific questions at a particular moment in time. But how can you get your partners to buy in?

Show Partners What’s in It for Them

Partners may initially balk at investing marketing dollars into campaigns that don’t directly benefit their business unit. That’s why it’s crucial to demonstrate the value a campaign model will offer them both immediately and over time. They need to understand that:

  • Rising tides lift all boats. Successful campaigns drive increased traffic to useful content on your site. And when these visitors discover relevant content that meets their business needs, they’ll be primed to learn about your firm’s partners, service offerings, and additional areas of expertise.
  • Every campaign is rooted in your firm’s authority (and that of your partners). Invite partners to participate in your campaign plans by authoring bespoke content that fits in with the broader objective, whether it’s offering a unique POV that fills in “white space” in your industry, or providing insight into how your firm solves tricky client problems. Putting your partners’ expertise in the spotlight is a great way to win their support.
  • Coordinated campaigns shed light on what your audience is looking for. Tracking the content that resonates with your audience and learning what drives engagement helps business development team and partners better meet your prospects’ needs. Importantly, it also demonstrates the return on investment.
  • It’s an opportunity to outshine and outperform the competition. Your partners are undoubtedly paying attention to what their peers at other firms are doing. Well-crafted campaigns give your experts something worth sharing and promoting in their spheres of influence. 

Start Small, Then Build on Your Campaign Success

Your PESO campaigns don’t have to be perfect to be impactful. Nor do you need to devote all your time and energy to adopting a campaign mindset. Carving out 20% of your work week to create and implement thoughtful campaigns is a great place to start.

The best campaigns tend to be recognized with awards from industry publications. Using the format of an award entry to craft your campaign is another smart way to make the case for its value. Identify the opportunities and challenges to the business, then lay out the strategy, tactical approach and measurable results. In other words, try reviewing the award entry format of an organization you respect and work backwards to structure your campaign idea.


Just remember: Useful, relevant content is what powers your digital marketing engine. If you need help identifying the types of content your audience is looking for — and honing unique points of view that will cut through the digital clutter — don’t hesitate to reach out. We know what it takes to create campaigns that drive audiences to action.

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If you’re looking for tangible ways to improve your PR or professional services firm’s commitment to diversity, equity, and inclusion (DEI), you’re not alone. DEI is a key business priority for a majority of C-suite executives and in-house counsel, according to Greentarget and Zeughauser Group’s 2022 State of DEI Content report — and the most frequently mentioned area where decision makers want guidance from their service providers is on how to recruit and retain diverse talent. 

That report got me thinking about what leaders could learn from my perspective garnered from wearing various hats at Greentarget: a former intern, a current senior associate and intern coordinator, an Asian-American woman breaking into a historically and predominantly white industry, and — last but not least — a member of Gen Z who, like many of my peers, prioritizes the social impact of my work and the inclusive values of my employer. 

Two years ago, I navigated a remote internship with Greentarget in the midst of the pandemic. Last summer, I returned for an in-person internship. And today, not only am I an associate serving clients in the legal and professional services industries, with a focus on media relations — I’m also a coordinator on Greentarget’s intern team, responsible for recruiting, training, and overseeing our intern classes (whose seat I was in not too long ago), as well as expanding our diversity recruiting strategy and partnerships. 

My internships played a direct role in influencing my decision to further my career in public relations at Greentarget, not only by giving me hands-on PR experience — but also by fostering a workplace with an authentic commitment to DEI, allowing me to envision myself as a team member, mentor, and leader whose perspective would be encouraged, rather than curtailed. And as value-oriented Gen Z professionals continue entering the job market, decision makers at professional services firms can and must take proactive steps to recruit and retain young talent. 

1. Demonstrate an Authentic Commitment to DEI at Your Firm

Gen Z is the most diverse generation in American history. We actively tune into DEI conversations and want to work for organizations that align with our values. And we expect employers to go beyond the performative when it comes to creating a diverse, equitable, and inclusive atmosphere. 

Tackling issues of diversity and inclusion is not easy, and it’s not about establishing quotas or simply boosting your numbers. Rather, it’s about creating a workplace culture where diverse talent wants to invest their professional energies. Getting started can feel intimidating, and DEI initiatives can and should be ongoing. But the good news is there are thoughtful ways to start embedding DEI into your culture that aren’t overly complicated or expensive. 

At Greentarget, we started a book club that gives interns and employees an avenue to explore DEI-focused topics. Reading Minor Feelings, for example  — an autobiography by Korean American author Cathy Park Hong — particularly resonated with me. Not only was I able to voice how my Asian-American identity has impacted me personally and professionally, but our whole team engaged in open discourse about the Asian-American psyche, and how we can be more culturally competent in the workplace.

If you’re looking to start a similar initiative at your firm, don’t be deterred by your level of understanding about a given identity or aspect of DEI. Initiatives like our book club are, after all, about education: providing a platform for your team to share their experiences, and actively listening for insights and opportunities to become a more socially conscious professional and person.

It’s also important to give interns a seat at the table, and for them to see employees from underrepresented backgrounds taking part in the business, including as decision makers. One way we do this is to invite interns to participate in many of the same professional learning opportunities that associates and leadership team members attend — from company-wide trainings on media relations and strategy, to brainstorms during which we discuss current events and explore new pitching angles. Of course, it’s also important for interns to see diverse employees in action, whether in client-facing roles or leading internal initiatives. Representation matters.

2. Elevate Diverse Voices Internally and Externally 

It can be challenging for people of color and members of underrepresented groups to speak up and share ideas freely at work. And frankly, it can be especially intimidating to interact with powerful (often white male) senior executives. 

This is as true for associates as it is for interns.

That’s why people in positions of power within your professional services firm should look for ways to open doors of opportunity and amplify diverse voices. This can be as simple as:

  • Asking questions and truly listening to the answers 
  • Encouraging interns and young associates to share their ideas and giving them merit 
  • Staying curious about perspectives and lived experiences that differ from your own  
  • Seeking input about ways to improve your culture 
  • Offering one-on-one mentorship and support 

It’s also important for your interns to see you promote diverse perspectives through your owned and earned media efforts. Greentarget is deliberate about representation on our own Insights page. We use it as a platform to amplify voices from across our entire organization, from our CEO to associates and interns. 

The diverse employees at your firm have unique and compelling points of view that will resonate with your audience. Use your platform to make their voices heard.

3. Provide Interns Access to Meaningful Work 

The best internships offer students a glimpse of what their professional futures could look like. So if you want your internship program to become a powerful recruiting tool that advances your DEI objectives, you need to give interns work they can be excited about.

From day one of my internships at Greentarget, I felt I was part of something bigger than myself. I was able to:

  • Immerse myself in topics that matter to society as a whole — like tax law, healthcare/drug pricing, and labor/employment law
  • Create a start-to-finish media campaign addressing corporate responses to the Black Lives Matter movement and present it to the entire company 
  • Interact with and learn from junior, mid-level, and senior members of the team 

That’s not to say I didn’t also handle lower-level tasks as an intern. After all, I was there to learn the business from the ground up. But employers can elevate even menial tasks if you share the “why” behind each one. For example, I initially overlooked the importance of the media lists I assembled — but by educating my intern cohort on the media relations process and how our work shaped this process, my mentors at Greentarget illuminated the significance of a “simple” task like a media list. 

4. Connect the Dots Between Your Firm and a Larger Societal Impact

The media and the PR industry help shape our understanding of the world around us, from business trends and political news to social issues. Consider what role the media has played in cultivating your awareness of the most pressing issues today — climate change, inflation, racial and gender inequality, presidential elections and geopolitical struggles happening halfway across the world?

When most people read a Washington Post article or watch a CNN segment, they probably don’t think about everything that occurred behind the scenes to produce those pieces. Before I entered the PR industry, I certainly didn’t. But PR professionals like us at Greentarget often play a key role in helping that work come together. 

Reporters often say to me, “My reporting is only as good as my sources.” Journalists rely on trustworthy, expert authorities — lawyers, accountants, consultants, and more — to explain complex issues in straightforward language and provide credibility for the accuracy of their reporting. PR professionals may spend weeks, even months, cultivating the reporter-source relationship behind a three-sentence quote. 

Over the two years since my initial internship with Greentarget, I gained an understanding of the end-to-end media relations process that has illuminated the value in even the most routine tasks. From helping a client articulate their unique perspective on a topic, sharing that perspective with reporters, coordinating and attending an in-depth interview, and eventually seeing our clients’ words from that discussion contribute to a tangible story, I see how my efforts contribute to the larger conversation.

So, how does this apply to you? To reach intern candidates who value the social impact of their work, highlight the larger results of their role. Remind them that when they do research to ensure the stories we pitch are rooted in fact, not fiction, we help fight fake news. And underscore the reality that when they secure a writing opportunity or a quote placement for a source with a diverse perspective, they’re giving that individual the opportunity to shape a broader public discourse. 

As a PR firm with clients constantly grappling with big issues, part of our job is imbuing big stories with their insights — and interns play a foundational role in this process. Developing a media list of healthcare publications or researching energy tax credits might not seem all that exciting or meaningful. But that media list could be used to pitch a story on drug-pricing legislation affecting millions of Americans. That research might prepare an energy lawyer for an interview about sustainable financing that could help businesses or communities tap into programs aimed at reducing their carbon footprint. 

Your interns and associates — especially those who are part of Gen Z — need to see a  connection between their work and the most pressing social issues of our day. Being part of something bigger — something that’s driving progress and change — is a significant motivating force for my generation. 

Create an Inclusive Culture Interns Want to Be Part Of

As an executive leader, you set the tone for your professional services firm. It’s up to you to establish diversity, equity, and inclusion as an organizational priority and empower your team to allocate the necessary time and resources to bring new initiatives to life.

Change won’t happen overnight, and making real strides will require sustained time and effort. But if you truly want to attract and retain a more diverse workforce: now’s the time to get started.

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Challenge

When expert services and consulting firm Berkeley Research Group (BRG) tapped Greentarget to lead its third annual M&A disputes research campaign, the intense economic and geopolitical upheaval made it difficult to predict what the next month would bring—let alone how conditions might shape the landscape for the coming year. Russia had just invaded Ukraine. The conflict added to turmoil in financial and energy markets even as the global economy was still recovering from pandemic-era chaos.

Given the disruptive impact of those headwinds on global business and supply chains, Greentarget’s Research & Market Intelligence team decided to tackle that issue head-on by examining how those economic conditions were influencing global M&A disputes.

Providing independent analyses and expert testimony in these matters is a core BRG competency. Digging deeper into this research angle would demonstrate the firm’s expertise in the international M&A dispute landscape, and raise BRG’s profile among its target audience of disputes-focused lawyers and finance professionals.

But the headwinds were shifting quickly – so Greentarget needed to uncover insights that would still be meaningful and newsworthy several months later when the research published.

Solution

Greentarget’s research team devised a two-pronged approach that included both qualitative and quantitative elements: 12 one-on-one interviews and an online survey of 181 individuals.

During the qualitative portion of the campaign, Greentarget spoke with leading deal and dispute lawyers around the world, including in major financial hubs like Hong Kong, London and New York. BRG provided Greentarget full access to the interviewees, which helped the team explore each lawyer’s unique point of view and guide the direction of the conversation.

The research team used insights gleaned from those interviews to develop the survey, which included a combination of new questions and some from prior years for year-over-year comparisons in the report.

Survey respondents included dispute lawyers, corporate finance advisors, deal lawyers and private equity professionals working in Asia, Africa, the Middle East, Europe and North America – a mix of people from which no other survey captures insights.

The Content & Editorial team combined key findings and charts from the survey with the insights and quotes from the interviewees, weaving in analysis from BRG’s own thought leaders to create a distinctive, newsworthy research report that revealed new trends in M&A disputes. The forward-looking nature of the report also provided utility to readers by mapping out what respondents expected to see in 2023.

Results

The M&A Disputes Report 2022 cut through the noise of an oversaturated M&A media landscape, garnering high-quality coverage in several publications—despite publishing near the end of the year, when dealmakers are busiest.

Greentarget’s Media Relations team secured coverage in global business, legal and financial industry publications, such as Bloomberg, The American Lawyer and Private Equity News. A Legal Dive article on the research was among the publication’s most read of 2022.

The report drove 320 visitors to the BRG website within the first month of its publication and has been viewed over 560 times. The web page that hosted the report had a bounce rate of 38% on BRG’s website (rates between 26% and 40% are considered excellent), while web traffic increased generally. The biography page of a BRG director involved in the survey analysis saw a 14% increase in traffic. On social media, some LinkedIn posts had engagement rates of 5.1%, higher than BRG’s average 3.3% engagement rate on the platform.

BRG also used the report as a business development tool, presenting the data in webinars, client dinners and receptions and the Thought Leaders 4 Disputes Corporate Disputes Conference – a key industry event.

The M&A Disputes Report helped BRG thought leaders deepen their relationships with clients by providing them with data and analysis that directly impacts their practices.  

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