The attention-grabbing headline aside, here are four fallacies that many law firms seem to believe in that, whilst not actually deadly, are stunting their firm’s growth.

Myth 1 – Marketing Is A Cost That Can Be Cut To Improve Profits

You should never consider marketing a cost. Marketing is the investment in the success of your firm. Cutting your investment ultimately just reduces your return. Many lawyers think that the phone rings because of how wonderful they are and the reputation that the firm has built up. Potential clients only know about the firm because of the tremendous efforts of a marketing team that has been promoting the firm.

Marketing is an essential driver of growth rather than just an expense to be minimised. Viewing marketing as an investment means focusing on long-term returns, brand equity, and customer acquisition rather than immediate cost-cutting.

Here’s why marketing should be seen as an investment:

• Generates Revenue – Effective marketing drives enquiries, conversions, and repeat business, contributing to sustained profitability.

• Builds Brand Equity – Strong branding enhances credibility and trust, making future client acquisition easier and more cost-effective.

• Creates Competitive Advantage – Businesses that continue marketing, especially in downturns, often emerge stronger while competitors who cut spending lose market share.

• Enhances Customer Lifetime Value (CLV) – Investment in customer relationships leads to higher retention and long-term value.

• Improves Business Resilience – Companies that invest in marketing during economic challenges can adapt, innovate, and thrive rather than stagnate.

Some new clients will come through word of mouth, but not without checking the firm’s website and online reviews first. Both of which are the responsibility of the marketing team.

Cutting marketing budgets to improve profitability is a shortsighted action that could have long-term consequences. In fact, there is evidence that suggests that when times get tough, investing more in marketing delivers considerable results.

A study of 600 companies during the recession in the early 1980s by McGraw-Hill Research found that those businesses maintaining or increasing their marketing budgets during the recession saw significantly higher sales growth during and after the downturn. By 1985, companies that aggressively marketed during the recession grew by 256% compared to those that cut their budgets.

Myth 2. Lawyers Know How to Run A Business

Many lawyers (not all) have no commercial experience in running a business, yet when they become partners, they are often expected to take over the running of the firm in some way. This is not so bad if the partner recognises the extent of their knowledge and calls upon advisors to assist. However, there are a number of law firm partners who have a bit of the old god complex where they overestimate their abilities in business acumen and rarely seek input from others.

Those managing partners that surround themselves with good advisors such as non-legal directors of finance, HR, marketing and operations, are often the ones that do well. Yet there are still plenty of firms that give partners responsibility for HR and marketing (less so for accounts and IT) rather than having specialists in these fields.

Law firms seem to be fairly unique in this mentality. Partners are usually exceptional at legal advice, but less so as marketing specialists.

Myth 3. Law Firm Clients Are Loyal

Lawyers often talk about people they have done work for as ‘their clients’, even if they have not dealt with them for years. In truth, we can only class people or organisations with open matters as clients. If they are not currently engaged, then they are former clients, as there is no guarantee that they will ever return for future legal needs.

Despite generally high client satisfaction levels, loyalty appears to be moderate. A 2025 report by the Law Firm Marketing Club found that fewer than two-thirds of consumers who needed legal services more than once used the same firm. Reasons for switching included lack of awareness that their original firm could handle different legal areas, as well as factors like convenience, cost, and personal recommendations.

Many lawyers work in silos and don’t look out for opportunities from their clients for other parts of the practice. Attracting new clients is costly; therefore, law firms should dedicate equal effort to building lasting client relationships.

Myth 4. You Need A Lawyer

DIY (Do-It-Yourself) legal services allow individuals and businesses to handle legal tasks without hiring a lawyer. Delivered primarily through online platforms, these services offer templates, step-by-step guides, and automation tools for common legal needs such as wills, standard contracts, tenancy agreements, and commercial leases.

Popular providers include Rocket Lawyer, LawDepot, and LawEasier. The appeal is clear: they are cost-effective, convenient, immediate and accessible 24/7. For straightforward or low-risk legal matters, DIY solutions offer speed and affordability that traditional law firms struggle to match.

However, these services have limitations. They do not provide legal advice, and templates may not suit more complex or nuanced situations. Errors in self-prepared documents can lead to delays, additional costs, or even legal liability. Despite this, consumer demand is growing—particularly among digitally savvy users and small businesses seeking transparency and control over legal costs.

For law firms, DIY legal services represent both a challenge and an opportunity. They disrupt the market for routine legal work but also open the door for innovation. Forward-thinking firms are adopting hybrid models—offering basic legal documents through online portals, supported by fixed-fee or tiered advisory services when needed.

Some firms use DIY tools as a “freemium” offering, attracting new clients who may upgrade to paid advice. Others use legal tech to automate internal workflows and reduce delivery costs, improving both profitability and client experience.

DIY legal services are transforming the delivery of routine legal work. While they won't replace lawyers, they are reshaping client expectations and pushing the profession toward greater accessibility, affordability, and digital innovation. Law firms that adapt by embracing technology and rethinking service models will be better positioned for long-term success.