Small firms need to get their names known just as much as do their larger counterparts and, while sophisticated marketing strategies, huge advertising budgets and retained PR consultants may be out of the question, networking could provide an answer.The first thing to do is find out who refers work to you.

Private client firms might receive referrals from citizens advice bureaux, law centres, estate agents, surveyors and community organisations.

Commercial practices may get them from training and enterprise councils, enterprise agencies, surveyors, banks and accountants.Once you have a few months' worth of information you should develop a programme of activities to get closer to those organisations which have referred or are referring work to you.

This involves making contact with the referrer, thanking them for the referral, advising them of progress (client confidentiality permitting), finding out why they referred the work to you, taking an interest in their organisation and asking how you might assist further in the future.

Many of the referring organisations arrange seminars, receptions and other events for their clients and contacts which you can attend to learn more about their organisations and services and meet some of their clients.Developing referral networks always works better when both parties have something to gain.

You might ask one or two of your major referrers to introduce their clients to you, at informal meetings or over drinks, and return the favour by introducing your clients to them at similar events.Once you have started to develop contacts with those organisations that are referring work to you, turn your attention to those from which you expect to receive referrals but do not.

You may find they are unaware of your services or that they do not have a contact at your firm.

You should certainly make sure these organisations are on your mailing lists so that they get used to seeing your firm's name.

You should then extend your network among potential clients.

For commercial firms, this means considering the rather wide range of local trade and business associations your clients might attend and identifying where the richest source of potential clients might be found.

For example, most regions have active branches of the Confederation of British Industry, the Institute of Directors, chambers of commerce and specialist industry-related associations.Many of these associations and groups arrange lectures, early evening seminars and theme lunches with guest speakers so you are not faced with just a social gathering.

You might even volunteer to provide a short presentation on a topical subject of interest.Some regions have other local business groups which, for example, have a shared interest in a local trading estate or retail area.

Others have sports clubs where valuable contacts might be made.

Ask your clients about the clubs and groups they attend and ask if they can facilitate introductions for you.

For private client firms, it is perhaps more difficult to find sources of profitable clients.

However, if you are prepared to devote some time to pro bono work, perhaps as an honorary solicitor, you might find doors opening to school governorships, community groups, tenants' associations, charities, action groups, consumer bodies and local protest groups.

In addition to meeting potential private clients, many of these associations depend on the support of other professional people who serve as an additional source of contacts, perhaps for referrals.Of course, going along to events and meetings where potential contacts gather is not enough.

You need to prepare carefully before you go -- find out as much as you can about who will be attending and develop a list of contacts you might target.

Research the organisation or likely issues under discussion so that you can contribute to conversations.

You also need to be confident that your chosen organisation has the potential clients you seek.

Conversely, do not expect results immediately.

It will take time to develop relationships.

You must be prepared to start conversations with people who you have not met before.

Many lawyers find this perhaps the most difficult skill to develop.

There are few people who are comfortable in the 'cocktail party' environment but there are a number of things that you can do to make these environments more comfortable and productive.

Avoid attending on your own by taking a colleague with you.

Rehearse how you will introduce yourself, or better still work with your colleague on introducing each other as it is always easier to give a full and interesting introduction of someone other than yourself.

Make sure your introduction has sufficient material to allow the conversation to flow.

Remember that people like to talk about themselves, their jobs, their organisations and their industries -- gentle questioning from someone who is genuinely interested can elicit a lot of information but remember to provide something about yourself to keep the balance.

An important element of networking is developing systems to help you keep track of where and how you meet people, what you have learned about them and their organisations and what action you might take to develop the relationship further.

When meeting people you should try to identify small, low commitment ways to follow up.

For example, you might offer to add people to your mailing list, send them copies of your firm's or the Law Society's publications, provide them with a copy of a recent article about a subject you discussed, suggest introducing them to other people who may be of use, or send them an invitation to an event -- but avoid lunches, which take a lot of time and are pointless until you have developed some form of relationship and identified a potential need.