The Credibility Gap: Brand Perception and Reality

As we approach our annual Bexley Beaumont Strategy Day, I find myself reflecting on how we have approached marketing at the firm, and the messages we attempt to convey.

Regardless of how extensive or expensive such an undertaking is by companies both large and small, the objective is the same: creating a positive view of what you do in order to make yourself appealing to those who might be in the market for your services.

As well as generating revenue, there is an added dimension of particular significance for organisations in professional industries; namely, developing profile to become something of a destination employer for future talented recruits.

Brand-building requires a degree of sensitivity - an awareness of what others say about you - but can come with risks attached.

After all, if one blithely accentuates on the positive alone, there is a danger that the image which you create is distorted, as divorced from reality as an appearance in a fairground mirror.

It is a point which underlines a central and sometimes uncomfortable truth: you are only as good as what others say about you.

Since Bexley Beaumont launched just over five years ago, we have been determined to be as good as we can be while not over-promising.

Given that we had identified how we could do things differently - borrowing the very best aspects of both fee share or platform models and more traditional law firms - that meant we have also had to be novel in how we describe ourselves for the benefit of clients, prospective colleagues and industry observers.

A critical element of that has been ensuring that we can deliver on the vision which we have of what we do and how we do it.

That has necessitated, for instance, being able to articulate clearly what one of our central tenets ("grow the team, keep the culture") means in practice.

Falling short would jeopardise the Bexley Beaumont brand and limit its prospects.

The key part from our point of view has always been eradicating the credibility gap.

That has been achieved by retaining an absolute focus on attracting the very best legal talent and providing them with the best possible support, so that they can build their practices and fully realise their potential.

It hasn't simply happened. Each year, we conduct a firm-wide survey to help determine strategy - a two-way conversation rather than top-down dictat.

The process has led to BBConnect, which facilitates more effective collaboration; BBAcquire to assist the task of winning new business; BBElevate, promoting the development of new skills by continuous learning; and BBWellbeing, to support good mental and physical health, combatting some of the strains which can come with a demanding legal career.

By doing our best to bring on board talent which handles fascinating client projects has, perhaps naturally, made us successful and a place where other lawyers want to work.

It is flattering, of course, but we have no intention of growing through recruitment for its own sake.

We carefully consider who we want to join so that we do not dilute the environment which we have worked so hard to establish - the very essence of our motto about team and culture.

The outcome of all that has been strong progress of the sort which we envisaged when we first opened our doors.

Earlier this year, we topped an influential growth ranking compiled by Codex Edge, an independent company specialising in market research about the legal profession, for the third year in a row.

We also triumphed at the International Brilliance Awards in January, a prizegiving intended to honour organisations to "have made significant contributions in their fields, demonstrating leadership, innovation, and commitment to excellence".

Judges explained that it was “inspiring to see a law firm grow so successfully while staying true to its values”, adding that Bexley Beaumont had a clear “commitment to its people, clients, and positive social impact”.

Both of those developments and the feedback which we receive daily from our lawyers, clients and professional peers serve to remind us of the importance of not losing sight of our priorities.

The best way to build the Bexley Beaumont brand is to stick to our principles and focus on doing the best that we can for the individuals within our firm and those who rely on it.

As confident as we are in the merits of our services, nothing that we could ever say about ourselves would be as compelling as what others say about us.

For further information, please contact Karen: karenbexley@bexleybeaumont.com  |  07971 859332