It's difficult to write a positive article when solicitors' firms are facing the reality of Professor Stephen Mayson's prediction from a couple of years ago, when he told the profession that thousands of firms faced extinction.Mayson's prediction is coming true even without the pressure of the Legal Services Act – profitable, well-established and valuable firms are now being forced out of business by rising insurance premiums.

Marketing cannot offer any immediate relief, but a few thoughts occur to me for firms either closing or those continuing with the increased insurance burden.

For those giving up the struggle, it's worth remembering the value in your past clients. Your database is the valuable element in your firm that you or someone else can use – don't let it slip away.

For those continuing, aspects of marketing management will become more important. Business management suggests immediately reducing costs to increase profits, which means redundancy of staff and fee-earners. Another side to that profit question is: where does your firm make its best profits? In straightened times it's difficult to say 'no' to all work offered, however it can be the right idea. If you know what types of work bring you the best profits then saying 'no' to lower-margin work allows the firm's resources to be available for high-value work.

If those resources (that is, people) don't have a full caseload, then set them to work on the most valuable bit of any firm: past-satisfied clients and referral contacts. Write, call, email or meet all the people you can.

Remind them of the services you offer and the benefits of good legal advice and preparedness. No one entered the legal profession to become a salesman, and many feel uncomfortable selling their work. You can call it 'business development' through 'excellence of service to clients' by 'understanding their future legal needs', but it is selling. To be harsh, those not capable or willing to do it, however brilliant a lawyer they may be, may well be the first to go.

Be careful of those external suppliers offering 'loads of new clients' or 'masses of new business'. There are few able to deliver the right number and suitable quality of enquiries. Dealing with and paying for new enquiry sources can distract you from the main issue – profitable legal advice – and mean you end up answering the phone at all hours for no fees.

There are no easy or quick fixes to the market conditions, which are not going to change in the near future. Hard work generating business from your past clients is the best way to go. Keep the high-margin work and pass the rest to someone else. Follow a plan to increase profit margins in all areas by whatever suitable means necessary and you'll be ready to compete.