Legal Firm Growth Strategy

Natalya Klein
www.legalinsight.ru

What is a business growth strategy? How do you select, develop, and adhere to one? What makes the legal business in Russia unique, and how can it be properly expanded? We’ll explore these questions in this article.

Where to Begin

The legal business in Russia has been evolving for over 25 years. On one hand, this seems like a substantial period; on the other, it’s negligible compared to the centuries-old legal industries in Europe and the U.S.

Moreover, strategic and deliberate growth in Russia’s legal sector has only emerged in the last few years—excluding international law firms operating in the country, which follow frameworks set by their global headquarters.

Nevertheless, trends toward thoughtful development are emerging. There’s interest, and that means results will follow. To grow a legal business intelligently, you need:

a) A structured approach,
b) Patience,
c) Financial, intellectual, and time investments.

So, how do you choose a growth strategy? Where do you start?

Setting Goals

Defining the right goals is the cornerstone of planning and execution.
Avoid vague objectives like "I want to be in the top 10 law firms in Russia." What does that actually mean? How will it manifest in practice?

Instead, set specific, measurable targets, such as:

• Acquiring two new clients in tax law within a year.
• Bringing in a new partner with an established team and client base.
• Securing five new projects by re-engaging past clients.

While broad goals like "increase client flow" or "boost annual revenue" are understandable (after all, that’s why businesses exist), concrete objectives make execution easier.

A common mistake in planning is trying to grow everything at once—focusing on the firm as a whole rather than specific practice areas. This usually leads to wasted time and money with little return.

Instead:

• Identify your firm’s strengths.
• Research market trends and in-demand services.
• Pick one or two key areas to develop—not everything at once.

It’s better to take a few strategic steps in a focused direction than many scattered ones that lead nowhere.

Market Research & Planning

A critical part of strategic planning is studying the market, competitors, and service demand.
Don’t impulsively push a service without understanding the landscape. While intuition helps, data-driven decisions are key. If possible, commission a market study to:

• Analyze competitors.
• Identify gaps in the market (potential niches for your firm).

Many law firms neglect competitor research, leading to a market saturated with generic brands, identical services, and indistinguishable expertise. As a result, clients often choose based on price alone.

After assessing the market and your firm’s strengths/weaknesses, develop a growth plan. If possible, delegate this to a specialist. If not, treat the process with extra diligence—you’ll be responsible for both planning and execution.

The plan must be documented—on paper or digitally. Don’t rely on mental notes. In the fast-paced legal world, ideas discussed but not written down are quickly forgotten. A written plan keeps you accountable and allows progress tracking.

Example: A 12-Month Growth Plan

Suppose your goal is to bring in two new clients in a specific practice area within a year.

Your plan might look like this:

• September: Build a database of current and potential clients (including wish-list prospects).
• October: Speak at an industry conference, invite 1-2 target clients, and secure follow-ups. Publish 1-2 expert comments in media.
• November: Prepare a legal digest, publish insights, and update your website with relevant expertise.

Additional tools to include:

• Rankings & awards (enhances credibility).
• Articles, social media, and client meetings (boosts visibility).
• Networking at business/legal events (expands professional connections).

Execution: Consistency is Key

Creating a plan is just the beginning—systematic execution matters most.

• One-off efforts won’t bring clients. Growth requires months or even years of sustained effort.
• Many give up after 5-10 steps with no immediate payoff—a mistake. A single major client might take years of groundwork.

Example of poor execution:

• September: Publish an article.
• October–November: Do nothing.
• December: Submit a ranking application.
• April: Attend a conference.
  This sporadic approach wastes time and money.

Example of a well-executed event (business breakfast):

Mistakes:

1. No pre-event buzz (media comments, articles).
2. Networking fails (chatting with old friends instead of prospects).
3. No post-event follow-up (no database updates, no outreach).

Correct approach:

• Before: Generate interest via media.
• During: Engage target clients, not just peers.
• After: Follow up with attendees, share materials, schedule meetings.

Marketing is a chain of actions—not a one-time task.

Review & Adjust

Throughout the year:

• Track progress. What worked? What didn’t?
• Adjust the plan. Drop ineffective tactics; double down on what delivers.

Even if no new clients materialize immediately, long-term benefits (rankings, referrals, brand recognition) are valuable.

After a few years, you’ll have enough data to refine your strategy further. 

A systematic approach will eventually bring:

• New clients.
• High-profile projects.
• A dynamic, inspiring practice—not just routine work.

Download the full article:
Legal Firm Growth Strategy – Klein N.pdf