Many firms promote an array of legal services to a multitude of different markets, but often encounter the problem of having limited time and resources to market their services to all of these markets effectively.

Another marketing problem faced by firms is their lack of difference from other firms.

One solution to these two problems is to develop one or many niches in the market so that marketing efforts can be focused.

Your firm can then convey a few key messages to its target market about how it is different.

It is not always easy to identify a potential or existing niche for a practice.

A review of your client base may reveal a trend towards a particular type of client.

Your firm will need to be reasonably clear what advice it will provide, to whom and what fee/profit potential there might be.

It is important to start by analysing market needs and demand.

If you cannot identify a niche area in today's market then anticipate what needs will arise tomorrow.

It takes time to develop the necessary skills, experience, profile and relationships, so a long term, strategic view is necessary for niche development.Prepare a detailed marketing plan.

First, ensure that target audiences can be reached.

For commercial clients this might involve building mailing lists and a database; for private clients it might involve identifying other ways to reach them through intermediaries .

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through the media or through places they frequent.There are two levels of activity to address in the marketing communications aspects of developing a niche: profile and direct marketing.

Profile-raising activities might include writing, presenting, networking, advertising, sponsorship and talking to the media.

Direct activities might include preparing seminars and briefings, issuing a series of regular mailings, organising joint activities with third parties and attending one-to-one meetings.

The campaign does not necessarily have to cost a lot of money but it will usually require a significant amount of fee-earner time.A review of past niche development exercises in the profession reveals that there are two routes.

The first is to generate the expertise and experience first and then raise the profile.

The second is to generate the profile first and develop the depth of expertise and experience once work starts to be generated.

Developing a niche is a long term strategy and results rarely emerge overnight.

Ensure there are systems in place to measure success.

There are downsides to developing a niche.

For example, a firm with a well established reputation and client base in a particular niche may find it hard to develop business outside that niche.

A related issue is that personnel management can become more challenging.

A niche position will often depend on the expertise and profile of one or two individuals.

This can lead to problems with the 'cult of the individual' as other members of the practice may feel overshadowed.

Although the development of a successful niche should generate more profitable work, this must be offset against the need for the relevant individuals to invest a significant amount of time and money in creating and maintaining the niche.The uses of a niche-- It enables a firm to be different from other firms.-- It allows a firm to develop a focused marketing campaign for a defined and identifiable target audience.-- It may allow lawyers to charge 'premium' rates.

-- It may be in the private client or commercial market, in a specialist area of law or a particular market sector.Creating a niche-- Identify possible niche areas.-- Ensure the relevant expertise is available.-- Research the target market and check there is sufficient demand.-- Agree as a practice on the chosen niches.-- Implement a detailed marketing plan for a 12 to 18 month period.-- Do not be disheartened when there are no immediate results.-- Ensure resources are used in maintaining a niche position.Case study London firm Ross & Craig was established in the 1950s.

Today it has 16 fee-earners and its practice covers comm ercial and private clients.

The land regeneration unit (LRU), which has six lawyers, was formed two years ago by Martin Polden who heads the environmental division.

'The aim of the unit is really an extension of the property emphasis of the department,' says Mr Polden.

'It deals with the way in which land contamination has to be dealt with in terms of marketing and questions of legal liability.

It provides an interface with various other professionals such as surveyors and investigating scientists.

It is important for developers but also for bankers who want to ensure consumers undertake appropriate work.'The LRU operates as a natural extension to the firm's commercial property practice.

The firm has invested considerable effort in marketing.

It has written a manual, numerous articles and publications and provides speakers for major conferences.

It is also involved in advising other professionals on their approach to environmental issues.

Although environmental law may appear to be a tightly defined market, Ross & Craig has identified the differing needs of four distinct client markets .

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developers, property investors, lenders and professionals engaged in property work .

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to which it promotes its expertise directly through regular briefing meetings and mailings.

All lawyers and consultants in the LRU devote a significant amount of time to marketing