Six reasons newsletters fail.

• Author: Linn, Peter J.

Law firms of all sizes use newsletters as marketing, business development and client relations tools. But not all newsletters are created equal: Whether the format is a short e-mail or a glossy magazine, some are likely to be read, while others are thrown in the trash or deleted upon arrival. And for every newsletter that succeeds, several others fail or never really get off the ground.

What makes the difference between a newsletter that boosts the bottom line and one that drags it down? There are six key reasons that law firm newsletter programs fail.

(1) Unrealistic Expectations

Newsletters are a proven, cost-effective way to build brand visibility and keep the firm's name top of mind with key clients, prospects and referral sources. But many firms expect a newsletter to also generate revenue and bring in new clients, yet they don't integrate it with other business development activities, such as follow-up calls, public speaking, networking events or sponsorships. A newsletter's primary function is to serve as a regular touch point with your audience; it is unrealistic to assume that a newsletter by itself is going to attract new business.

(2) Lack of Top-Level Buy-In

Without a "champion" of the newsletter program--usually someone at the partner level--who will spearhead the initiative, it's likely to fail. Newsletters produced in-house typically require an ongoing investment of nonbillable hours on the part of the attorneys who write and edit the content. Having senior leadership behind the initiative demonstrates the high priority the newsletter has in the firm's overall business development strategy and "encourages" attorneys to contribute.

(3) Inability to Generate Content on an Ongoing Basis

If you want your newsletter to cover developments in various areas of law, it's a good idea to have members of your firm author the articles. Unfortunately, these writing responsibilities often fall to junior-level associates. Partners rationalize this approach by saying that having young attorneys write about their areas of practice will build their understanding of the law and make them better lawyers. The truth, however, is that many partners simply want to absolve themselves of any writing responsibilities.

Ask yourself if your publication is better served by having articles written by someone fresh out of law school or someone with years of experience. Think, too, about whom your firm wants to position as experts--its junior associates or...