- Sep 9, 2024
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For a client pitch, I think there are three areas to consider (although the first one is likely to be of central importance):
- The firm's unique selling points from a client perspective, when compared to main competitors: essentially, you need to classify the type/types of legal services the particular client would need for the specific matter they are seeking to contract a firm for. From that perspective, you need to then ask two questions: firstly, who are the main competitors in the area - who are the other firms likely to have the most compelling pitches for this work? (you should be able to easily come up with a few examples based on Chambers/Legal 500 rankings); and secondly, what are the firm's unique/distinguishing aspects that could be attractive to a client when considering whether to contract us or our rivals? This second question is more difficult to answer and will require more extensive research on your part, but to mention some examples of what USPs could consist of: expertise and market recognition in the practice area; expertise in the sector; expertise in matters falling under both the relevant practice area and the sector; past experience working on deals/cases/matters presenting similar other features to the current one; past experience working for the client; geographical reach; growth of firm's practice, expertise in complimentary practices, availability of specific renowned practitioners etc.
- The specific team: for any pitch, the firm will advertise a few of the top practitioners (normally, partners or counsel) who it could staff on the matter. In many cases, it is the reputation of the individual practitioners for matters of that type, rather than the reputation of the firm as a whole, that the clients will care more about. As such, you should research who are the biggest names within the firm for that specific type of work and be ready to explain their expertise during the pitch.
- Billing rates: while this does not always come up, I know it sometimes does, normally in the Q&A part at the end of the pitch. If possible, try to get an idea as to what the going billing rates are for the firm's associates and partners, and be ready to justify those by appealing to its USPs and market position if necessary. If for some reason you estimate they may be lower than those of any competitors (say if this is a Silver Circle firm, and the competitors are US firms), this could be presented as a reason to prefer your firm.
