Marketing During Wartime

Periods of crisis tend to bring out the best and worst in people. From an institutional standpoint, this is one time when cooler heads need to prevail and stricter attention needs to be paid to the image your firm conveys to the outside world.
On the other hand, some law firm marketers also view this period as a time of opportunity for reinforcing client relationships and building business in specialty areas.
Gauge The Effect On Long-Term Strategic Plans And Implementation
'I'm not familiar with any near-term impact of this war on any law firm's marketing programs,' Norm Rubenstein, partner of DC-based Zeughauser Group, says. 'Nothing has been canceled.'
Instead, he thinks law firms are preparing more measured, strategic responses that will affect future programs: 'As the economy has continued to stay weak, and as people are speculating that the war will have increasing effects on that downturn, law firms are taking a 'wait and see' attitude on whether, over time, they'll need to scale back their marketing activities or hold them at a constant level.'
Many law firms launch their new marketing programs based on a calendar year budget. Dollar-intensive items are planned for during the last quarter of the previous year, and then implemented in the first half of the new year. 'In 2003,' says Rubenstein, 'I believe a lot of programs will start off at a slower pace. People will be reluctant to commit funds until they see the effects of the war on our economy.' He adds, 'I suspect there may be a slower ramp-up of marketing activities as a result of this.'
Review All Campaign Copy and Images
'Advertising campaigns always need to be reviewed for unintended meanings. That responsibility takes on greater weight during a time of conflict,' says Burkey Belser, president and creative director of brand design firm Greenfield/Belser, Washington, DC. 'For one of our clients, we opted against using an image of a subway train, given our Code Marketing During Wartime

Make Caution, Sensitivity and Optimism Part Of The Mix

By Barbara Weckstein Kaplowitz

Periods of crisis tend to bring out the best and worst in people. From an institutional standpoint, this is one time when cooler heads need to prevail and stricter attention needs to be paid to the image your firm conveys to the outside world.
On the other hand, some law firm marketers also view this period as a time of opportunity for reinforcing client relationships and building business in specialty areas.
Gauge The Effect On Long-Term Strategic Plans And Implementation
'I'm not familiar with any near-term impact of this war on any law firm's marketing programs,' Norm Rubenstein, partner of DC-based Zeughauser Group, says. 'Nothing has been canceled.'
Instead, he thinks law firms are preparing more measured, strategic responses that will affect future programs: 'As the economy has continued to stay weak, and as people are speculating that the war will have increasing effects on that downturn, law firms are taking a 'wait and see' attitude on whether, over time, they'll need to scale back their marketing activities or hold them at a constant level.'
Many law firms launch their new marketing programs based on a calendar year budget. Dollar-intensive items are planned for during the last quarter of the previous year, and then implemented in the first half of the new year. 'In 2003,' says Rubenstein, 'I believe a lot of programs will start off at a slower pace. People will be reluctant to commit funds until they see the effects of the war on our economy.' He adds, 'I suspect there may be a slower ramp-up of marketing activities as a result of this.'
Review All Campaign Copy and Images
'Advertising campaigns always need to be reviewed for unintended meanings. That responsibility takes on greater weight during a time of conflict,' says Burkey Belser, president and creative director of brand design firm Greenfield/Belser, Washington, DC. 'For one of our clients, we opted against using an image of a subway train, given our Code Orange status and news reports of a heightened risk of terrorist attacks. Whether we will use or avoid potentially provocative images or topics during a war is a case-by-case decision, but one that must always be addressed.'
It's as much about where you say things as how you say them, Belser adds. 'Along with evaluating how an advertising campaign looks and feels,' he says, 'marketing professionals must also analyze where the ad will be placed. Following plane crashes, which typically have heavy media coverage, airlines traditionally pull their ads. It's a sensitivity to the needs of a grieving public. If another terrorist attack occurs, knowledgeable media placement will be critical.'
Excellent Customer Service
For firms that have never advertised, whether and how to do so in a time of crisis or heightened anxiety is not an issue. According to Sally Feldman, Director of Marketing Communications, Skadden, Arps, Slate, Meagher & Flom LLP and Affiliates, New York, NY, marketing during a crisis is probably not much different from the way they do things on a normal basis for her firm. 'Skadden,' she says, 'has always viewed delivering exceptional client service as the most effective form of marketing.'
The firm however does have an increased degree of concern both for its personnel and clients around the world. While there has always been an emergency response plan in place, since September 11 the firm has created a more detailed plan and now has additional data back-up centers. That way, if there's an incident in one city, Skadden can rely on its technology in order to continue servicing clients without disruption.
Military/Government Community Or Client Base? Try Outreach
'We have really not done a lot differently than we have at any other time,' says Nancy Harrison Parker, Marketing Director for Norfolk, VA-based Vandeventer Black. The firm's annual marketing budget is approved during the prior year, and according to Parker, is by design, judiciously lean. 'The marketing dollars should already be well thought-out and well-targeted. Hard economic times and times of crisis

shouldn't have a huge impact on your firm's marketing plan.'
'A good part of our marketing is really client development,' she says. That and cross-marketing additional services to existing clients are high on her 'to do' list. 'We're working on corporate image and identity pieces as well,' she says. 'These were already planned and approved last year, to do this year. We haven't cut any of these projects because we're at war.'
The prospect of war did bring some specialized relationship-building the firm's way. One of Vandeventer's higher-profile attorneys ' Anita Poston, who concentrates her practice in estate planning law ' was invited to conduct a seminar for commanding and executive officers' spouses. The program, which took place on base, was held in January 2003, a time when more than 25,000 Hampton Roads, VA military personnel had already been deployed to the Gulf region. One hundred twenty military spouses came to learn about powers of attorney, estate planning and how to set up college funds. 'It's important,' says Parker, 'for attorneys to be known as a resource in the community during any time of war or crisis.'
And sometimes, smart marketing is born from new regulations brought about by adversity. Because they're located in the Hampton Roads area, and the Port is a significant client, Vandeventer could capitalize on another opportunity. Two days after the new Homeland Security Department was officially launched, the firm held a seminar that covered the Customs-Trade Partnership Against Terrorism (C-TPAT) and the Importer Self-Assessment (ISA) programs. These are new Homeland Security initiatives led by what was previously known as U.S. Customs, where the government asks business to sign up voluntarily, and there's a lot of confusion about what's involved and how they will benefit. Parker primarily used direct mail to promote the seminar. She garnered a room-full of highly influential decision-makers, along with attention from an important local business publication.
It's apparent she doesn't believe times of crisis and financial strife need to spell trouble for firms. Look at it another way, says Parker: 'Hard times equal a lot of opportunity. If there are lawyers out there who don't have heavy billable time, this is the perfect opportunity for them to go out to lunch and build relationships. When you can set billable hours aside, you can be out spending time wisely and developing relationships.'

Periods of crisis tend to bring out the best and worst in people. From an institutional standpoint, this is one time when cooler heads need to prevail and stricter attention needs to be paid to the image your firm conveys to the outside world.
On the other hand, some law firm marketers also view this period as a time of opportunity for reinforcing client relationships and building business in specialty areas.
Gauge The Effect On Long-Term Strategic Plans And Implementation
'I'm not familiar with any near-term impact of this war on any law firm's marketing programs,' Norm Rubenstein, partner of DC-based Zeughauser Group, says. 'Nothing has been canceled.'
Instead, he thinks law firms are preparing more measured, strategic responses that will affect future programs: 'As the economy has continued to stay weak, and as people are speculating that the war will have increasing effects on that downturn, law firms are taking a 'wait and see' attitude on whether, over time, they'll need to scale back their marketing activities or hold them at a constant level.'
Many law firms launch their new marketing programs based on a calendar year budget. Dollar-intensive items are planned for during the last quarter of the previous year, and then implemented in the first half of the new year. 'In 2003,' says Rubenstein, 'I believe a lot of programs will start off at a slower pace. People will be reluctant to commit funds until they see the effects of the war on our economy.' He adds, 'I suspect there may be a slower ramp-up of marketing activities as a result of this.'
Review All Campaign Copy and Images
'Advertising campaigns always need to be reviewed for unintended meanings. That responsibility takes on greater weight during a time of conflict,' says Burkey Belser, president and creative director of brand design firm Greenfield/Belser, Washington, DC. 'For one of our clients, we opted against using an image of a subway train, given our Code Marketing During Wartime

Make Caution, Sensitivity and Optimism Part Of The Mix

By Barbara Weckstein Kaplowitz

Periods of crisis tend to bring out the best and worst in people. From an institutional standpoint, this is one time when cooler heads need to prevail and stricter attention needs to be paid to the image your firm conveys to the outside world.
On the other hand, some law firm marketers also view this period as a time of opportunity for reinforcing client relationships and building business in specialty areas.
Gauge The Effect On Long-Term Strategic Plans And Implementation
'I'm not familiar with any near-term impact of this war on any law firm's marketing programs,' Norm Rubenstein, partner of DC-based Zeughauser Group, says. 'Nothing has been canceled.'
Instead, he thinks law firms are preparing more measured, strategic responses that will affect future programs: 'As the economy has continued to stay weak, and as people are speculating that the war will have increasing effects on that downturn, law firms are taking a 'wait and see' attitude on whether, over time, they'll need to scale back their marketing activities or hold them at a constant level.'
Many law firms launch their new marketing programs based on a calendar year budget. Dollar-intensive items are planned for during the last quarter of the previous year, and then implemented in the first half of the new year. 'In 2003,' says Rubenstein, 'I believe a lot of programs will start off at a slower pace. People will be reluctant to commit funds until they see the effects of the war on our economy.' He adds, 'I suspect there may be a slower ramp-up of marketing activities as a result of this.'
Review All Campaign Copy and Images
'Advertising campaigns always need to be reviewed for unintended meanings. That responsibility takes on greater weight during a time of conflict,' says Burkey Belser, president and creative director of brand design firm Greenfield/Belser, Washington, DC. 'For one of our clients, we opted against using an image of a subway train, given our Code Orange status and news reports of a heightened risk of terrorist attacks. Whether we will use or avoid potentially provocative images or topics during a war is a case-by-case decision, but one that must always be addressed.'
It's as much about where you say things as how you say them, Belser adds. 'Along with evaluating how an advertising campaign looks and feels,' he says, 'marketing professionals must also analyze where the ad will be placed. Following plane crashes, which typically have heavy media coverage, airlines traditionally pull their ads. It's a sensitivity to the needs of a grieving public. If another terrorist attack occurs, knowledgeable media placement will be critical.'
Excellent Customer Service
For firms that have never advertised, whether and how to do so in a time of crisis or heightened anxiety is not an issue. According to Sally Feldman, Director of Marketing Communications, Skadden, Arps, Slate, Meagher & Flom LLP and Affiliates, New York, NY, marketing during a crisis is probably not much different from the way they do things on a normal basis for her firm. 'Skadden,' she says, 'has always viewed delivering exceptional client service as the most effective form of marketing.'
The firm however does have an increased degree of concern both for its personnel and clients around the world. While there has always been an emergency response plan in place, since September 11 the firm has created a more detailed plan and now has additional data back-up centers. That way, if there's an incident in one city, Skadden can rely on its technology in order to continue servicing clients without disruption.
Military/Government Community Or Client Base? Try Outreach
'We have really not done a lot differently than we have at any other time,' says Nancy Harrison Parker, Marketing Director for Norfolk, VA-based Vandeventer Black. The firm's annual marketing budget is approved during the prior year, and according to Parker, is by design, judiciously lean. 'The marketing dollars should already be well thought-out and well-targeted. Hard economic times and times of crisis

shouldn't have a huge impact on your firm's marketing plan.'
'A good part of our marketing is really client development,' she says. That and cross-marketing additional services to existing clients are high on her 'to do' list. 'We're working on corporate image and identity pieces as well,' she says. 'These were already planned and approved last year, to do this year. We haven't cut any of these projects because we're at war.'
The prospect of war did bring some specialized relationship-building the firm's way. One of Vandeventer's higher-profile attorneys ' Anita Poston, who concentrates her practice in estate planning law ' was invited to conduct a seminar for commanding and executive officers' spouses. The program, which took place on base, was held in January 2003, a time when more than 25,000 Hampton Roads, VA military personnel had already been deployed to the Gulf region. One hundred twenty military spouses came to learn about powers of attorney, estate planning and how to set up college funds. 'It's important,' says Parker, 'for attorneys to be known as a resource in the community during any time of war or crisis.'
And sometimes, smart marketing is born from new regulations brought about by adversity. Because they're located in the Hampton Roads area, and the Port is a significant client, Vandeventer could capitalize on another opportunity. Two days after the new Homeland Security Department was officially launched, the firm held a seminar that covered the Customs-Trade Partnership Against Terrorism (C-TPAT) and the Importer Self-Assessment (ISA) programs. These are new Homeland Security initiatives led by what was previously known as U.S. Customs, where the government asks business to sign up voluntarily, and there's a lot of confusion about what's involved and how they will benefit. Parker primarily used direct mail to promote the seminar. She garnered a room-full of highly influential decision-makers, along with attention from an important local business publication.
It's apparent she doesn't believe times of crisis and financial strife need to spell trouble for firms. Look at it another way, says Parker: 'Hard times equal a lot of opportunity. If there are lawyers out there who don't have heavy billable time, this is the perfect opportunity for them to go out to lunch and build relationships. When you can set billable hours aside, you can be out spending time wisely and developing relationships.'