1. The Law Society Communications Plan Stephen Ward Michael Thompson Sara Deeks

2. Overview The conversation with the profession has given the Law Society a clear set of new priorities. A vital part of this work resulted in the recognition of the need for improved communications with the membership Work has been undertaken to build a marketing plan to establish the positioning, pricing and optimum communications strategy for the new organisation This paper summarises the background, research findings and activities planned over the next 12 months

3. Brand Positioning There is a clear desire for a professional body to continue to exist, with a unique role to fulfil. The first step in this journey is to define what the Law Society stands for: We have assessed those factors deemed core to stakeholder satisfaction. These can be expressed as help, protect and promote. The proposed brand positioning for the organisation is therefore : “The New Law Society uses its expertise to deliver proactive and powerful representation to its stakeholders” The positioning focuses on the our main audience - solicitors, but also reaches to connect with influencers and public The positioning is not a campaign strap-line. It is distilled into: “The Law Society – Supporting Solicitors”

4. The positioning journey contemporary dynamic traditional staid

5. Communications objectives The key communications objective is to enable the Law Society to connect and resonate with its membership. To move perception of the organisation will take a phased approach over a period of time. The first requirement is to build knowledge of the new strategic purpose of the Law Society Only once this level of understanding is achieved can we start to build warmth towards the organisation, changing current prejudices The different objectives lead to a two phased campaign, using different messages and methodologies

6. Plan overview The campaign has two agreed stages and corresponding objectives: Phase one:Increase understanding of the new strategic purpose of the Law Society amongst existing members and key stakeholders Creative direction:Supporting Solicitors Timing:September – December Phase Two:Cause members and stakeholders to be far more predisposed towards The Law Society. Cause members to like The Law Society more than they do at present through the tangible demonstration of the benefits delivered. Creative direction:Help, Promote, Protect Timing:January - June

7. High level schedule

8. Visual Identity From research we are clear that the regulatory side of the organisation has a strong effect on the representational side With the separation of regulation and representation, it is vital to signal change Visual Source has been briefed to devise a new visual identity system for representation, regulation and the CCS The brief asks for clear separation whilst implying a joined-up profession The new identity will be used for all communications after launch The new Visual Identity will be signed off by the Office Holders

9. Advertising and Direct Mail The Gazette will be the primary focus for physical advertising From research, over 60% of members wish to receive message electronically. Therefore the plan also has a large focus on web based activity No broadcast media has been planned Two bursts of activity will take place during phase one, in September and November Meteorite Marketing is currently developing a series of press and online advertisements, including a launch execution Direct Mail will be used in conjunction to supplement messages

10. PR and Internal Communications Peppercom, a top flight PR agency, have been chosen to strengthen media relations and improve the way we communicate with solicitors and staff. PR campaigns will focus on why and how the Law Society is changing, selling the successes of the Society and the benefits of membership The national and trade press will be targeted, specifically on-line sites. Media coverage will dovetail with paid for advertising. Communication with solicitors will focus on the electronic delivery of messages. Internal communications will ensure council members, committee and board members are kept informed as well as achieving employee buy-in

11. Measurement It is vital that critical success factors are developed and measured In addition to measuring the effectiveness of the various marketing mechanics, we must measure the effectiveness of the messages i.e. how much has perception changed To this end, we have developed a series of attitudinal statements against which progress will be measured The first phase of the research will be conducted during July in order to get a baseline against which to measure ongoing work Six monthly updates will be undertaken and progress reported