Random Acts of Business Development

Why Leading Law Firms Still Operate This Way—and Why That Must Change

Winning new business in the legal industry is getting harder—but perhaps more accurately, it’s getting strategically different. Law firms that fail to evolve are increasingly at risk, while those that adapt are finding real, measurable growth.

Here’s what’s driving the shift:

1. Increased Competition

The legal market is saturated, and clients are more informed, price-sensitive, and selective than ever. One lawyer recently shared on LinkedIn:

“Today, for the umpteenth time, I undersold myself. I definitely didn’t go to law school to be in sales, but ultimately, being a lawyer is also selling your services. Law schools should add sales classes—alongside how to run a firm.”

This mindset is more common than many firms admit. Unfortunately, ignoring the reality of selling doesn't make the challenge disappear—it only makes it harder to compete.

2. Commoditization of Services

Services like trademarks, LLC formation, and basic contracts are increasingly handled by low-cost platforms like ZenBusiness, LegalZoom, and Rocket Lawyer. Many small businesses now start and grow without ever contacting a law firm. If a firm doesn’t clearly communicate value beyond a transaction, clients will seek convenience elsewhere.

3. Longer Sales Cycles—But No Sales Process

Corporate legal buyers are involving more stakeholders, extending decision-making timelines, and demanding greater transparency. Meanwhile, most firms have not adopted any structured sales methodology.

Consider this: typical enterprise sales organizations invest $2M+ annually on formalized training. Large law firms, by contrast, often spend just $1,000–$3,000 per attorney—if anything at all. The disconnect is staggering. Revenue growth requires investment. It’s that simple.

4. Lack of Sales Infrastructure

At many firms, business development is still a series of disconnected, unmeasured efforts—"random acts of BD." There are no pipelines, no consistent reporting, no forecasting, and no accountability. Rarely do firms track prospecting or billing against quarterly or annual benchmarks.

This would be unthinkable in any modern sales-driven organization.

5. Regulatory and Ethical Constraints

Yes, legal marketing is subject to tighter regulation. But this is no excuse for inertia. Overreliance on word of mouth and RFPs—without systems to improve win rates—is not a strategy. It’s survival by default.

The Opportunity Law Firms Are Overlooking

✓ Modern Tools Exist—They’re Just Not Being Used

CRMs, lead tracking systems, email automation, and analytics platforms make it easier than ever to manage and grow a pipeline. Firms willing to adopt a tech-enabled approach will outperform those stuck in manual mode.

✓ Niche Expertise Is More Valuable Than Ever

Clients are willing to pay a premium for specialized knowledge. But that only pays off when a firm can clearly articulate that value—and deliver it in a consistent, client-focused way.

✓ Client Experience Is a Differentiator

Responsiveness, education, and ease of engagement are fast becoming competitive advantages. Firms that invest in the client journey—from first contact to long-term relationship—are earning loyalty that legacy firms often take for granted.

The Bottom Line

It’s getting harder for firms that rely on passive referrals and sporadic outreach. But it’s getting much easier for those that:

• Embrace structured sales strategies

• Invest in client positioning

• Leverage modern tools and processes

Would you like a tailored go-to-market strategy or pitch deck that helps law firms make this shift—and justify the investment?