Greentarget

Marketing leadership

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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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For most professional services firms, periods of economic uncertainty bring a renewed focus on shoring up and strengthening existing client relationships while also identifying ways to bring more value to the organizations that have already placed their trust in your firm. In other words, client retention and organic growth take priority over new client acquisition – or at least maintain an equal footing. 

As a marketing leader, you can play a key (and maybe even surprising) role in supporting the deepening of the client relationships that are vital to your firm’s long-term well-being. After all, you’re the steward of your organization’s brand promise. And by empowering your internal relationship leaders to deliver that brand promise consistently and effectively, you can directly impact your firm’s bottom line.

To that end, here are three strategies designed to help you serve your internal teams as they work to reinforce their high-value client relationships — and a look “under the hood” at Greentarget’s formalized approach to client service. 

1. Codify Client Service Behaviors that Promote Retention

Defining and documenting your organization’s unique approach to client service is a powerful exercise and can serve as a roadmap to navigating economic uncertainty. A good place to start is among your primary relationship leads whose clients tend to be steadfast and have increased their investment in your firm over time.

Some relationship managers are truly exceptional at what they do. They anticipate their clients’ needs and always seem to be one step ahead. But do you know what specifically they do differently than their peers? And have the leaders within your organization made it clear that other client-facing members are also expected to live up to the high bar these shining stars set? 

Years ago, an advisor to Greentarget talked to us about the concept of “unconscious competence” – the idea that while it may not be explicitly documented, we had developed a “way of doing things” that was understood by most within the firm but not formally expressed. He encouraged us to formalize our approach to client service which evolved into an effort we refer to today as the “Greentarget Way” of client service.

A first step for your organization might be codifying the behaviors your high performing relationship managers regularly and consistently exhibit. Their “unconscious competence,” so to speak. To do so, try asking questions like:

  • How often do you interact with clients? What does your client work look like on a daily, weekly, and monthly basis?
  • What’s your philosophy around client service? In what ways do your behaviors align with our organizational values?
  • How do you maintain empathy for clients while also protecting approved budgets? What’s the right balance between setting and exceeding expectations?
  • How do you anticipate your clients’ needs? What actions do you take to stay ahead of their business challenges and the industry trends they’re adapting to?
  • Tell me about your best client relationship. What makes it so?

Based on what you learn, you can leverage these insights and begin to spell out the behaviors that promote trust and establish credibility. The more relationship leads you speak with, the more you’ll be able to spot commonalities and patterns across key client accounts which will allow you to create best practices that scale across your firm. And in the process, you’ll create the opportunity to position the firm’s marketing team as a valuable resource to your internal clients for insights on successful client retention and growth strategies.   

2. Underscore Your Firm’s Role as a Trusted Authority and Advisor 

It’s common for clients to scrutinize everything when they’re feeling the pressure of a challenging economic environment. After all, uncertainty can cause even the savviest business leaders to panic. And when they feel unsettled, clients may question your firm’s methodologies, attempt to pivot away from overarching priorities and strategies, and expect your relationship leaders to respond immediately to any and every top-of-mind issue they throw your way. 

Now is the time for your relationship managers to lean into — and demonstrate — your firm’s authority.

Again, this requires you to codify and champion the behaviors that help your clients see you as the high-value partner you are. When it comes to emphasizing your firm’s ability to serve as an expert advisor, these behaviors may include:

  • Taking time to deeply understand each client’s vision for the year and the strategic objectives they want to reach
  • Making recommendations and providing advice that aligns with those overarching objectives
  • Pushing back against projects and requests that might ultimately distract the client from reaching their big-picture goals
  • Keeping the client focused and centered around business-critical tasks
  • Invest in a “voice of the client” research initiative to understand the critical challenges and pain points that your firm can help address

Of course, you can also underscore your firm’s expertise by doubling down on your owned media efforts. For example, you might develop and promote a series of case studies that showcases specific ways your team used their unique positions of authority to solve clients’ trickiest business challenges. Or, you could help key leaders write articles, research reports, and other collateral to share a compelling point of view on issues that impact your industry.

Regardless of the approach you pursue, your marketing orientation and instincts can be a tremendous asset for relationship leaders within your firm who are challenged to navigate economic uncertainty and contraction. Now’s the time to move beyond the traditional boundaries of marketing and communications by exploring new ways to serve and support the relationship leaders who drive your firm.   

3.  Create an Internal Rallying Cry Around Client Retention 

As a marketing leader, you are also your firm’s “chief repetition officer.” It’s your responsibility to continually beat the drum about your firm’s priorities and keep your team energized around your common goals. 

Setting a client retention goal at the beginning of a new year is a good start. But to achieve the results you’re after, you’ll also need to develop creative ways of reinforcing your firm’s commitment to delivering your brand promise. 

This can be as simple as encouraging your practice group leaders to carve out a minute or two in team meetings to share anecdotes and stories about how they’ve provided excellent client service. Or you might infuse every piece of internal communication with updates and reminders about your client retention goals and the specific behaviors that support them.

Whatever the case may be, look for ways to repeatedly communicate that providing excellent client service is a key strategy to thriving during a downturn and provide the examples that illustrate those behaviors.

Draw Inspiration From The Greentarget Way 

At Greentarget, we’ve spent more than a decade defining and refining the brand promise we deliver to clients. As a result, “The Greentarget Way” has become an integral part of our team culture. Every employee knows what it takes to live out our ideals when working and collaborating with clients. 

The Greentarget Way lays out a seven-step approach to client service. Each step maps to specific behaviors that members of our team are expected to embrace in their client work. For example:

PROCESSBEHAVIORS
1. Identify the problem, challenge, or opportunity• Ask “how can we help?”
• Look to peers for lessons learned and best practices
• Get uncomfortable – we are creative problem solvers
2. Understand the objectives• Ask insightful questions
• Focus on the details
• Bring a “yes…and” attitude
3. Empathize with the audience• Ask the right questions to learn everything you can about audience needs
• Stay on top of industry trends
• Be open to pivoting and changing course
• Avoid assumptions and be willing to test your theories about audience preferences and behaviors
4. Build the strategy• Take calculated risks
• Deliver fresh thinking
• Trust your reservoir of experience
• Ask colleagues for help
5. Craft the narrative• Be authentic and credible
• Work to build connections with the desired audience
• Execute with vigilance, diligence, and purpose
6. Distribute across channels• Deliver results
• Build personal connections with media, clients, and peers
7. Measure and assess• Track appropriate KPIs
• Recharge and gain a fresh perspective before the next project
• Ask insightful questions about how results impacted the client’s business

This is a brief overview of our in-depth and comprehensive approach. But now that you see what’s possible, how might you develop a similar strategy to improve your firm’s client retention rate?

We’d love to help you think through a model that will enable your firm to deepen and prioritize your high-value client relationships in light of your mission and values. So if you have questions, just reach out. 

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It’s no secret that law firm profits and productivity slipped last year, as 2021’s legal bonanza gave way to a more challenging stretch in which many firms found themselves with too many lawyers, and not enough work to go around.

Demand for legal services dropped 1.9% in 2022 compared to 2021, while expenses increased 7.9%, according to Wells Fargo’s Legal Specialty Group. Some law firms have already laid off lawyers and staff, while others may be considering reductions.

Last year, when the war for lateral talent still raged, we recommended that firms emphasize culture over profits in their legal media interviews as a way stand out in an environment where strong financial performance was the rule.  

But as legal demand dries up while expenses climb, law firms need to adjust their messaging accordingly. Below, we outline considerations as firms prepare for those discussions.

What to Expect During the Interview

Economic uncertainty continues dominating headlines and will be a recurring theme in conversations between legal media and law firm leadership. Expect questions about how your firm plans to navigate the unpredictable financial environment in the coming year, from reining in expenses and headcount to balancing fiscal restraint with the need to invest in technology and talent.

With law firm mergers gaining momentum after a pandemic-era dip, legal reporters may ask whether your firm is open to a combination to grow headcount, expand its regional footprint and/or expand capabilities. Smaller firms and those with softening financial results should prepare for questions about potentially being acquired by larger or more prosperous firms.

The legal media knows your firm’s expenses increased last year, but you can talk about how they grew in 2022 and how you plan to manage them in 2023. On a more granular level, expect journalists to ask how your firm dealt with overcapacity last year – and how it plans to address the issue in 2023. Are you instituting programs to fill lawyers’ unused time through expanded pro bono work or business development initiatives?

Headcount Reductions

Nobody wants to talk about this. However, the legal media has widely covered the firms that have already reduced their headcounts in 2022 and 2023, and reporters will not shy away from questions around this topic.

If your firm plans to lay off attorneys and staff, make sure to announce those reductions internally before discussing them with members of the media. Keep in mind that any memo sent to lawyers and staff will be leaked – so when drafting the announcement, have your external audiences in mind, too. 

If your firm has already reduced its attorney or professional staff ranks, interviews can help contextualize those decisions by framing them around your firm’s overall 2022 performance and strategy for 2023.

Real Estate, Technology and DEI

Where and how lawyers work will also be top of mind. Hybrid and remote work continue to be topics of interest. Firms should expect questions about changes to in-office policies and whether they remain open to fully remote hires.

Reporters will likely ask about firms’ physical footprints, too. Firm leaders should plan to discuss any changes in office space, and the adoption of strategies like hoteling. If your firm has a hiring strategy for 2023, this interview offers a great place to share it with potential talent.  

Leaders should also expect questions about their firms’ technology investments. Has your firm splashed out on new software or platforms in the past year? Does your firm plan to scale back technology spending in the coming year?

Prepare for questions about potential retrenchment in other areas – including diversity, equity and inclusion (DEI), which many firms prioritized after the social and racial reckoning of 2020. Reporters may ask about what measurable progress you made against those commitments last year, and whether your firm plans to cut or pause its DEI and/or talent development initiatives amid profit pressures. Consider sharing your organization’s DEI targets and how you plan to meet those goals in the coming year.

Reflect on 2022 – And Map Out What’s Next

When preparing your talking points about 2022, think about how you would characterize the year at a macro level. Be prepared to talk about the practices, regions and industries that drove growth last year, and where your firm saw shifts in demand. This is a great opportunity to discuss notable matters from 2022, so ensure you have those details on hand.

During these interviews, firm leaders can discuss their strategy for 2023. Any major investments your firm plans for the year – office openings, new practice group focus, ancillary practices – should be shared here if possible.

Explain where the firm will focus this year in terms of practices and initiatives, as well as areas where you will be creating efficiencies. Where do you anticipate increased demand? Leaders should plan to talk about practices that may be ripe for growth, such as bankruptcy and restructuring, data privacy and security and regulatory.

With the economic outlook for the legal industry still uncertain, firms can find value in being transparent about financial results, strategic plans and cultural considerations – topics that will resonate with current employees and potential talent.

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Following the widespread racial reckoning of the past few years, legal and executive decision makers are paying closer attention to diversity, equity, and inclusion (DEI) issues than ever before. It’s no surprise, then, that these leaders are looking for useful content to help them navigate an increasingly complex set of DEI-related challenges and initiatives within their organizations–especially given the heightened focus on environmental, social and governance factors. 

But Greentarget’s latest research shows decision makers aren’t finding the depth and breadth of DEI guidance they need from their professional services providers.

This presents a tremendous opportunity to position your firm as an authority on this evolving and complex subject. Crafting thoughtful content that demonstrates your firm’s understanding of DEI pain points and challenges— and how those differ between legal and C-suite executives — can spark conversations with clients seeking to advance their organizations’ DEI agendas. And if your own progress on this front is especially compelling, it can reinforce your authority and even serve as a roadmap for clients to follow.

To that end, here are three content strategies to champion a DEI-focused sea change at your firm and beyond.

1. Collaborate With Diversity Chiefs to Create Your Recruitment and Retention Narrative 

According to the 200 executives we surveyed for Greentarget and Zeughauser Group’s  inaugural State of DEI Content Report, in-house counsel and C-suite executives are seeking actionable guidance on how to recruit and retain diverse talent. In fact, 69% of law firm CMOs said that clients ask for content around this topic more than any other.

However, our research found those same decision makers think their professional services providers have room for improvement when it comes to advancing their own DEI goals.

While CMOs tend to link those internal challenges to a shortage of qualified candidates, diversity officers say firms could move the needle by expanding their recruitment strategies and looking beyond traditional talent pools. Retention plays a significant role in improving DEI metrics — especially at leadership levels. After all, if junior and mid-level associates leave, they never have a chance to advance into managerial and senior positions.

Tell a Better DEI Story

CMOs need to collaborate with diversity officers to advance an authentic and compelling DEI narrative — one that moves beyond optics and percentages.

Like clients, diverse candidates want to see what the numbers say about DEI at your firm. And they want to see more representation of people who look like them in your content. But more than that, they want evidence that your firm is serious about creating and maintaining an inclusive and welcoming culture. Your current employees want this, too.

By working closely with your firm’s chief diversity, equity and inclusion leaders, you can:

  • Uncover and highlight ways your firm is maximizing contributions from individuals in traditionally underrepresented groups — and help them to secure strategic work
  • Elevate diverse subject-matter experts through earned media, thought leadership, and publishing efforts that showcase a range of perspectives in your content
  • Create narratives that foster a stronger ethos of belonging and support

It’s important to avoid a “check-the-box” mentality here. Your content should reflect a genuine commitment to growth. Achieving this kind of authenticity requires you to demonstrate a willingness to listen to people whose lived experiences differ from your own.

Once your firm has walked the walk in this area, you can more effectively help your clients address their own recruitment and retention challenges.

2. Communicate a Broader DEI Value Proposition to Stakeholders

As the chief marketing officer, you shape how your firm is seen by your stakeholders. Through the lens of your organization’s mission and values, you make the case for the value proposition your firm offers to the world. As one GC put it: “Marketing has the credibility and expertise to tell stories about the journey of the underrepresented so that they are in a position to secure more strategic work.” 

Deepening your commitment to DEI while also advising clients on their most pressing DEI priorities bolsters your value and strengthens your position as an authority. 

How? Our 2022 State of Digital & Content Marketing Report shows that corporate legal and C-suite executives look for — and trust — expert advice in the form of articles, webinars/conferences, research reports, and traditional media. Meanwhile, editors and reporters at traditional media outlets want diverse sources to bring richer and more varied perspectives to their journalism. That’s historically been a challenge in areas such as business and financial media, where “expert” voices have typically been white and male. 

Being deliberate about elevating and promoting diverse subject matter authorities in your external comms and content strategy underscores your organization’s breadth of talent and experience. And it’s a powerful way to distinguish your firm in the market.

3. Tailor DEI Content to Your Audience’s Needs

Creating content that’s centered around your own firm’s DEI initiatives is undoubtedly valuable, especially since it’s a way to establish your credible POV. But producing content that addresses the range of pressing DEI topics and issues with which clients are grappling today is arguably what they will find most useful.

Our research shows that key decision-makers unanimously want more content on DEI issues. But understandably, the types of content they’re looking for differ based on the role they hold in their firm.

What the C-Suite Want from DEI Content

Chief executives and management teams think about DEI in broad terms. As such, they tend to view the issue as they would an operating plan — something that requires goals, milestones, and metrics in order to make and measure progress. Since much of their DEI agendas are board-driven, they want advice on developing tangible KPIs so they can report quantitative progress.

You can meet their unmet need by infusing your owned media content strategy with guidance on issues such as how to incorporate DEI as a strategic priority and who should be involved in developing and implementing key initiatives.

What In-House Counsel and Other Departments Need

By contrast, corporate legal officers and other leaders who are responsible for implementing DEI initiatives are looking for detailed, tactical advice to help them carry out their firm’s strategic vision. For example, legal officers want advice from law firms on the “right” way to focus on social justice and speak out on sensitive social issues. 

Other DEI topics that resonate with in-house counsel include:

  • How to create affinity and/or peer mentoring groups to foster a deeper sense of belonging and grow diverse leaders
  • Ways to broaden recruitment practices to attract a wider pool of qualified candidates
  • How to clear the path for members of underrepresented groups to share their ideas and feedback
  • Strategies to increase buy-in and support from mid-level managers and employees across the organization

Despite these different priorities, C-suite and legal department leaders alike need to understand this important truth: Using a business case alone to justify DEI initiatives can actually erode their effectiveness by undermining underrepresented groups’ sense of belonging. Therefore, it’s also important to reinforce the moral aspect of diversity, equity, and inclusion.

In other words, your content strategy should emphasize that caring about DEI is not just good for business. It’s the right thing to do.

Start a Smarter DEI-Focused Conversation

Creating a truly equitable and inclusive workplace — and communicating about it effectively — can be a challenging and messy process. And we all know that real, meaningful change doesn’t happen overnight.

You, your firm, and your clients will undoubtedly face difficult conversations and navigate challenging circumstances along the way. The team at Greentarget can help you participate skillfully as you seek to direct a smarter DEI-focused conversation at your firm and beyond. Just reach out — we’d love to hear from you.

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Executive leaders facing pressure to advance diversity, equity and inclusion (DEI) want more guidance on those efforts from their law firms and professional services providers—and say advisors must also do more to demonstrate their own DEI progress.

That’s according to Greentarget and Zeughauser Group’s first-ever State of DEI Content Report. An extension of our 2022 State of Digital & Content Marketing Survey, the report takes a deep dive into the increased demand for actionable DEI content among clients of professional services firms. Drawing on the perspectives of 200 C-suite executives and in-house counsel, the report uncovers what types of DEI content decision-makers are seeking, and the extent to which their outside firms are meeting those needs.

Our research also examines the hurdles that law firms and professional services providers face in advancing DEI initiatives at their own organizations. And we’ve paired this year’s DEI-focused results with practical guidance for marketers on how to navigate critical issues surrounding DEI to provide the guidance clients are seeking—and bolster their own DEI efforts, to ensure that content is authentic and credible.

We’re confident this year’s inaugural report will help legal and professional services organizations better understand and address their clients’ growing demand for more effective DEI content.

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The extraordinary upheaval of the past three years has reshaped the world, the workplace, and the way decision-makers consume information, sending the news cycle—and content creation—into warp speed. In this crowded environment, how can marketers create content that stands out from the noise?  

Greentarget’s 2022 State of Digital and Content Marketing Survey, developed in partnership with Zeughauser Group, delivers fresh insights for this new era of communication. The report is our 10th iteration of research into what makes content excel, and our first to do so since 2019.

We surveyed 200 top business executives and in-house counsel for this deep dive into how information consumption behaviors and preferences have changed—and what has stayed the same. Our report also provides practical guidance on how to utilize these findings to create the engaging, informative, and relevant content that decision-makers seek.

Here is a sampling of our key findings, along with examples of how Greentarget puts this knowledge into practice for our clients.

The Enduring Importance of Earned Media

In a volatile environment, executive decision-makers are looking for timely, practical, and trustworthy information to guide their business decisions.

Our 2022 survey found that C-suite members and in-house counsel still look to trusted editors and dependable, established outlets to tell them what matters. Respondents ranked traditional media nearly as important in 2022 as it was in 2019, with approximately 80% rating it somewhat or very valuable. Publications and websites specifically covering the respondent’s profession are also popular, particularly among C-suite executives, who ranked it as their most valuable content source.

Don’t underestimate the importance of a strong media relations strategy for reaching key audiences through the outlets they trust. Earned media is still the gold standard for credibility—and engaging with reporters can help raise your profile.

Case Study: Greentarget’s media relations strategy for Lathrop GPM earned more than 42 media results and 9 million impressions, including in key industry-specific publications, for its environmental and tort practice. The campaign led to new business inquiries, outreach from clients, and regular requests for insight from Bloomberg Law.

The Benefits of Effective Thought Leadership

When it comes to hiring outside law or professional services firms, decision-makers are finding thought leadership and credentialing activities to be increasingly important.

More than two-thirds of survey respondents cited articles and speeches from thought leaders as a critical factor in hiring outside firms, second only to recommendations from a trusted source. Nearly two-thirds of in-house counsel are also looking to thought leaders’ websites and blogs as noteworthy tools for researching outside firms, compared to just half in 2019.

A well-run owned media program can strategically deploy content creation to effectively establish your firm’s authority and expertise, attracting new business and generating additional earned media coverage. Insightful research reports, blog posts, white papers, and podcasts can help your organization stand out from the crowd.

Case Study: Greentarget leveraged the importance of thought leadership to establish Perkins Coie as the premier legal advisor in the AR/VR space. By developing the Annual AR/VR Survey Report, Greentarget secured more than 400 pieces of news coverage in leading national publications and fostered lasting relationships between partners and influential reporters.

The Accelerating Digital Shift

Executive decision-makers are more likely to visit websites, blogs, and webinars or other virtual events now than they were in 2019. When the pandemic put a sudden hold on conferences and in-person events—a key forum for gathering business intelligence—LinkedIn and virtual programming stepped in to fill the gap.

With webinar recordings available regardless of attendance or availability, the digital shift offers important advantages to increasingly busy C-suite members and in-house counsel who are looking for highly relevant, actionable content. Yet, despite the many online analytics and keyword research tools available to marketers, a lack of relevance remains the top reason why content fizzles with decision-makers.

With a nearly limitless virtual audience, create specific and tailored content personalized for the decision-makers you want to reach, rather than trying to compete with the noise in a crowded online environment.

Case Study: Greentarget worked with RBC Global Asset Management to take advantage of online distribution and engagement platforms for its Responsible Investing Survey. The campaign achieved 131 million impressions, with 5,500 views for the report; 3,500 views for the firm’s global responsible investment site, microsite, and ESG videos; and over 225,000 impressions and 2,000 click-throughs on paid and organic LinkedIn and Twitter posts.

The Need for Guidance in an Uncertain World

C-suite members and in-house counsel are also looking for more actionable guidance from law firms and professional service providers on the specific issues facing their business in this volatile period—particularly cybersecurity and diversity, equity, and inclusion (DEI). Fast-moving developments and rapidly evolving standards in these areas means that leaders need the most up to date and informed guidance.

Most of all, leaders want content with utility that explains what they should do with new information. But they also want content that’s “in-depth” and “technical,” offering granular analysis and expert recommendations that can help inform their operational decisions and outlook.

Case Study: Recognizing the growing importance of ESG to corporate decision-making, Greentarget helped Fenwick create a biotech-specific research report on how ESG reporting was affecting the industry. One Fenwick partner described the findings as “invaluable” to biotech clients, who had long sought this type of data on governance issues.

Communications in 2022 and Beyond

We found that executive decision-makers are increasingly looking to content from thought leaders to guide them—but not just anything will do. Marketing and communications professionals crafting strategies amid rapid-fire change need to understand how the past few years have shaped information trends, upended distribution channels, and altered preferences for both C-suite members and in-house counsel.

Check out the full 2022 State of Digital and Content Marketing report for more and stay tuned for our State of DEI report coming December 2022.

Still have questions, or are unsure how to break through to your target audience? We’re here to help.

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