01
Client context
The firm had strong individual partners but an undifferentiated firm-level brand.
02
Business challenge
Clients chose lawyers more than firms, making brand strategy difficult.
03
Research objective & questions
Identify how in-house legal teams select firms and define a distinctive positioning.
- How do general counsel shortlist and select law firms?
- How is the firm perceived versus competitors?
- Which attributes are most valued and least delivered?
- Which positioning would resonate?
04
Methodology & approach
- General counsel interviews
- In-house legal leaders at target companies.
- Brand perception survey
- Awareness and attribute ratings.
- Competitor positioning review
- Messaging and practice focus.
- Positioning workshops
- Partner alignment on direction.
05
Sample & geography
- ~25 general counsel interviews
- ~100 survey responses
- Geography — India
06
Key findings
- Commercial pragmatism was the most valued and least delivered attribute.
- The firm was known for individual partners in only a few practices.
- Panel selection relied on peer recommendations.
- Clients wanted clearer fee predictability.
07
Business implications
- Position around commercially pragmatic advice.
- Raise visibility across practices beyond star partners.
- Offer predictable fee arrangements.
08
Outcome
The firm received a perception benchmark and a positioning platform agreed with partners.
Example engagement — Shows how Hoog approaches this type of question. Not a specific client project. Findings are directional.