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Wy'East will be courting new technology clients through networking and advertisements in both the telephone directory and Internet Yellow Pages, Business Journal of Boston, and other technology specific regional journals such as the Software Association of Massachusetts's (SAM) newsletter. As stated earlier, Wy'East has a sufficient amount of business as of day one, however, more technology clients means the ability to perform more public interest work.

Richard will be attending the Boston Venture Group meetings as well as other informal gatherings of technology companies to network with the different technology firms in the region. These networking activities along with advertisements in appropriate media forms will allow Wy'East to steadily grow their list of clients.


The mission of Wy'East Law Firm is to provide the Boston community with technological and public interest legal guidance. We exist to attract and maintain customers and to support the public interest community. When we adhere to this maxim, everything else will fall into place.

Marketing Objectives

  • Increase the number of clients on retainer or who have a steady account by 4% per quarter.
  • Decrease the customer acquisition costs by 8% per year.
  • Continue to build the reputation of Wy'East as the premier high tech boutique law firm serving the Boston area as well as a highly regarded public interest law firm.

Financial Objectives

  • Increase profit margins by 5% a year.
  • Increase the amount of high tech business by 10% a year, allowing Richard to perform more public interest work.
  • Continue to decrease the variable costs associated with serving each client.

Target Marketing

Wy'East's customers can be divided into two groups, technology firms and public interest organizations.

  1. Technology firms. New clients are likely to be from small sized technology firms or start-up companies. The reason for this is that the larger tech firms usually will go with one of the larger law firms in town because they typically have a lot of legal work and a large firm can offer them a wide range of services and do all of the different types of work that is needed. This type of customer sees an advantage for one firm handling all of their needs, and rightfully so. A smaller size company has fewer overall legal needs and can be serviced by a boutique firm. A start-up might also be attracted to Wy'East because of Wy'East's willingness to accept equity as partial payment for services rendered. Clients that were brought over to Wy'East from Richard's old firm are typically small firms, but there are a few larger companies that are using Wy'East for some of their services and kept some of their other work at (name omitted) where Richard practiced before.
  2. Public interest organizations. These clients will be diversified, some are environmental organizations, others are civil rights groups. While some public interest organizations receive their legal services for free (pro bono) from some attorneys, there is an extreme shortage of legal help for these organizations. Therefore, it is quite attractive to these organizations to have the possibility of receiving top tier legal help at a significantly subsidized rate. Attracting these clients will not be the problem, the difficulty will be for Richard to select which organization will receive his help.

Wy'East will be targeting high technology companies for two reasons.

  • Although the economy has taken a recent nose dive, particularly technology firms, technology is still a growing sector of the economy. This is evidenced by the fact that 17 out of the top 25 fastest growing companies according to The Business Journal of Boston are technology firms.
  • Technology is Richard's area of expertise. Richard practiced law at one of the top three law firms in Boston and was in their e-group, concentrating on technology firms. Richard's experience coupled with his network of colleagues within the industry makes technology firms quite attractive customers.

Wy'East will be targeting public interest organizations for one simple, altruistic reason, a desire to give back to the community. Public interest work is inherently altruistic to some degree. Generally, the person performing the work receives a good feeling for their contribution, but in today's capitalistic society, someone who donates their time at far below market wages should be considered altruistic.


Wy'East Law Firm will position itself as the premier boutique law firm serving Boston's growing high technology sector companies. Wy'East will leverage their competitive advantages to achieve this positioning:

  • Experience- Richard brings to Wy'East three years of practicing technology law at one of the top three firms in Boston. Reputation carries a lot of weight and Richard's time at (name omitted) means a lot in the Boston legal community and is very attractive to prospective clients. Additionally, beyond the reputation of working for a coveted firm, is the fact that the three years spent at (name omitted) provided Richard with big name clients that look very good on an attorney's resume.
  • Specialization- As a boutique firm that concentrates on technology companies, Wy'East is in a desirable situation in that its knowledge base is considerably specialized relative to other firms that practice a wide range of law. Richard would rather his company be expert in one field, than be merely competent in many. 

Strategy Pyramids

The single objective that Wy'East pursues is to achieve the image of a high-end high technology law firm, rapidly increasing market penetration within three years. The marketing strategy will seek to create customer awareness regarding the services offered, develop the customer base, and work toward building customer loyalty and referrals. Wy'East seeks to communicate it marketing message through several different methods. The first method is through the use of networking. In a close knit community, networking is a very powerful communications tool. Having practiced in this community for three years, Richard has developed an extensive "Rolodex" of contacts. Richard will leverage these contacts to generate visibility for his company,

A second method of communication is advertising. The advertising will take several different forms. The first form is the simplest,  Yellow Pages ads in the regional telephone directories and on Internet. These ads will, in essence, announce to everyone who is interested Wy'East's existence and service market niche. The second form of advertisements will be in the Business Journal of Boston, a well respected business journal for the community. Within this journal is the Who's Who in Boston index and a calendar of all the most current local business events.

The last method of advertising is with the Software Association of Massachusetts (SAM), this association is an active organization that is acting as a cheerleader and band leader for the software/high technology community in Massachusetts.

Marketing Mix

Wy'East's marketing mix is comprised of the following approaches to pricing, distribution, advertising and promotion, and customer service.

  • Pricing- The pricing scheme will be either an hourly rate or a monthly retainer fee. These fees will be a bit better priced than the larger firms which compete in this market space.
  • Distribution- Wy'East's services will be distributed out of their centrally located office space.
  • Advertising and Promotion- The most successful efforts will be advertising with industry specific periodicals as well as a networking effort.
  • Customer Service- Richard will ensure that the customer's expectations are always exceeded. Richard firmly believes that this is the only way to operate a business.

Marketing Research

During the initial phases of the marketing plan research and writing, Richard developed two different surveys that were distributed to officers in high technology compamies. The surveys explored how the companies choose legal counsel. Specifically, what factors were instrumental in choosing a service provider, what factors caused them to sever the professional relationship in the past, in what areas could their attorneys improve, and what are some unmet needs.

The surveys were developed with the help of a graduate student in probability and statistics, ensuring the validity and usefulness of the surveys. Richard received a 60% return rate with a lot of thoughtful comments attached. Part of the explanation for the good results was a well written and administered survey. The other reason for success is that Richard knew a lot of the people that participated so they went out of their way to assist him.

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