I’ve known the Managing Director of Digital Law, Peter Wright, for quite a while. When Peter launched Digital Law back in 2013, he had the branding designed by another agency as part of a sign-up offer for his new office. It made sense for him to go down that route at the time; but I wanted the opportunity to design Digital Law’s branding myself.
Peter’s business grew and I kept in touch with him. As I watched the company grow, I couldn’t help but feel that its branding wasn’t doing the company justice. There were just too many inconsistencies. The strap line was confusing. Digital Law’s social media channels were pushing out contrasting messages. The company’s name was being formatted in completely different ways (sometimes it was in all upper case, other times it was written as a singular word). As a designer, I knew that what seemed like minor errors had potentially damaging implications for Peter’s business.
My team made the decision to sit Peter down and explain what we saw as the flaws of the Digital Law brand. While Peter and his own team could showcase their experience and knowledge in meetings — and of course, through their work — their online presence was really failing them.
During our meeting, it became clear that Peter not only understood our perspective but that he had been concerned about the branding too. He agreed that the inconsistencies across the Digital Law brand and social media channels had become an issue, and had potentially lost him some clients. He really supported our vision for a comprehensive rebrand for the company.
We began with some deep thinking, both in terms of the brand strategy as well as potential new marketplaces for the business. We soon realised that when it came to working with law firms, if Digital Law wasn’t positioned in the right way, they could be mistaken for competition.
What Peter and his team were offering went well beyond what traditional law firms could handle. With over ten years of experience in the digital legal sector, and with GDPR and other digital regulations coming to fruition, the company had the expertise and background to handle the more in depth elements of digital law that are required not only by these traditional law firms’s clients but the law firms themselves. Identifying that Peter’s classic competition could make up a big portion of his client base had a really significant impact on our strategic vision for the brand.