Currently, there are around 2,500 LegalTech companies and 10,000 law firms. Of these, 700 mid-market firms and 100 large to enterprise firms are based in the UK.

In this emerging and saturated market, with numerous competitors for any given function, a proper strategy is essential for success.

A Go-To-Market Strategy ensures that start-ups in this sector have a deep understanding of the legal industry, can plan their market entry effectively, and create systems for sustainable growth.

In LegalTech, having the best product or being first to market is not enough. Success depends on your network, deep market expertise, and fine-tuned messaging.

This guide aims to be your one-stop shop, providing everything you need to understand the legal market, the LegalTech landscape, and how to create an effective market entry strategy.

The UK Legal Market

Market Overview

England and Wales are home to approximately 10,000 law firms. The market is dominated by top 200 firms. The top 200 firms have 50% of the total lawyers in UK working for them. Other lawyers work outside of top 200 in firms ranging from boutique to regional.

At the moment the majority of the legal firms consist of 1 to 5 lawyers, most being sole practitioners. This means that 90% of all firms are sole practitioners or 2 partners. The mid market in the UK consists of 500 firms.

The Solicitors Regulation Authority (SRA) is the primary regulatory body for all law firms in England & Wales. Upholding professional standards and ensuring ethical conduct within the legal profession. The Law Society plays a role in representing and supporting solicitors. Offering resources and advocacy for their interests.

Law Firm Structures

• Traditional Partnership: In this structure, partners share ownership and profits. However, they face unlimited liability. Meaning their personal assets could be at risk if financial troubles arise.
• Limited Liability Partnership (LLP) is a modern structure where partners enjoy limited liability. Protecting their personal assets from business debts. It’s the most common structure for law firms.
• Alternative Business Structure (ABS): This structure allows non-lawyers to own and invest in law firms. Encouraging competition and introducing novel approaches to legal services.

What services do law firms offer?

1. Contentious Work (Dispute Resolution):
   • Litigation firms represent clients in court. Advocating for their interests and seeking resolutions through legal proceedings.
   • Arbitration is an alternative dispute resolution method. Involves a neutral third party (the arbitrator) making a binding decision outside of the court system.
   • Mediation is a process where parties in conflict communicate and negotiate to reach a compromise.
2. Advisory Work:
   • Lawyers providing legal consultancy on a wide array of legal matters. Example can include consulting a client around Netherland’s regulatory landscape.
3. Transactional Work (Non-Contentious):
   • These practices consist of overseeing and facilitating the legal aspects of transactions. These can range from real estate conveyancing, mergers and acquisitions (M&A), financing deals, and IP licensing.
   • Transactional lawyers oversee contract signings and out-of-court proceedings. They draft and review agreements, help structure deals and advise their clients.
4. Pro Bono and Legal Aid:
   • Many lawyers dedicate time and resources to pro bono work. Offering free or reduced-fee legal services to those who cannot afford them. Legal aid provides government-funded assistance to eligible individuals.

Categorising law firms by specialism

Full-service firms: These are your one-stop shops for legal advice. They do everything from drafting contracts and buying properties. To resolving family disputes and defending clients in court. These firms provide transactional and contentious services to private clients and businesses.

Specialist firms solely focus on one or two types of practice and industry. Their niche expertise is often utilised by other firms in complex legal proceedings.

Private client firms cater to individuals and people law. They help with matters like writing wills, managing estates, navigating divorce or child custody issues.

Corporate firms on the flip side work primarily with businesses. They advise on company formation, mergers and acquisitions, commercial contracts and lot more. These firms can be a mix of contentious and non-contentious.

Litigation firms: These firms specialise in taking cases to trials. Litigators spend most of their time writing briefs, memos and motions. Researching laws; reviewing documents; taking depositions and attending mandatory court appearances.

Negligence firms focus solely on cases where someone has been injured due to another’s negligence. This could be anything from a car accident to medical malpractice.

Legal aid firms: Not everyone can afford a lawyer. Legal aid firms provide free or subsidised legal services to those who cannot afford legal justice. Helping with issues like crime, housing, family law, and welfare benefits.

Understanding law firms based on size & reputation

Magic Circle: The five most prestigious UK law firms. Known for their elite clientele and dominance in corporate and finance law.

• The Elite Five consisting of: Allen & Overy, Clifford Chance, Freshfields Bruckhaus Deringer, Linklaters, and Slaughter & May.

Silver Circle: Respected firms, often with a strong international presence. These firms are super competitive and can often outpace their Magic Circle rivals.

• Ashurst, Herbert Smith Freehills, BCLP Macfarlanes, and Travers Smith.

US Law Firms are expanding their reach into the UK market. These firms attract top talent with lucrative salaries and opportunities for international exposure.

• Kirkland & Ellis, Latham & Watkins, White & Case, Skadden, and others.

• Lucrative salaries, aggressive expansion strategies, emphasis on US-style legal practice, strong transactional focus.

National firms have multiple offices across the country. They have extensive resources, a broad range of practice areas, and a healthy split between private client and commercial work.

• Examples: Eversheds Sutherland, Irwin Mitchell, Pinsent Masons, Addleshaw Goddard and others.

Regional mid-sized firms offer a balance of localised service and specialised expertise in a most areas of law.

• These firms typically have multiple offices across the midlands. Handling a variety of legal matters for local businesses and individuals, often providing a more personal touch.
• These firms range from Mills & Reeve to BP Collins, Poole Alcock, DMH Stallard and so on.

Small/Boutique firms often specialise in niche practice areas. These firms can be super niche and are able to provide tailored services and expertise

• Can include firms like Rosling King, Bowling & Co, Marriot Harrison, Founders Law, Level Law, 3CS, etc

Who works in a law firm?

• Lawyers: Fee-earners consisting of paralegals, associates and partners. Providing legal services and advice. The main currency of a law firm is time. Lawyer record how they spend every minute of their working day to calculate how they bill the client.
• Business Support consists of Finance, Compliance, HR, and Marketing teams (typically in medium to large firms).

The LegalTech Landscape

What is LegalTech?

LegalTech encompasses any technology designed to enhance a lawyer’s workflow. Think of it as the lawyer’s digital toolkit. Containing tools that streamline processes, provide data, boost accuracy, and cut costs.

LegalTech can be broadly categorised into:

1. Tools for Legal Professionals: include software that aid lawyers in managing their practice. Ranging from case management systems to document automation, legal research tools, and e-billing systems.
2. Tools for Consumers: include platforms that allow individuals to access legal service. Ranging from legal advice to contract automation or automated document services.

The History of LegalTech

Early Developments

LegalTech is not a new phenomenon. It has rapidly evolved over the past decade. Here’s a look at its evolution:

• 1970s: The legal industry started adopting basic electronic tools for research and case management. Lexis Nexis was a pioneer in this field, offering electronic access to legal research databases.
• 1980s: The introduction of personal computers and software applications such as word processors began to change the way lawyers worked. Lexis Nexis introduced the UBIQ terminal in 1979, which provided desktop access to their legal research database.
• 1990s: The rise of the internet brought significant changes. Email became a primary mode of communication, and online legal research tools became more prevalent. The Federal Judicial Center in the US launched the COURTRAN project, an early attempt to manage court records electronically.

The Digital Age

• 2000s: The introduction of the BlackBerry smartphone in 1999 catalyzed a shift towards mobile working, allowing lawyers to stay connected and productive while on the go. The 2000s also saw the growth of cloud computing, enabling more flexible and scalable legal practice management solutions.
• 2010s: LegalTech saw an explosion of new startups and innovations. The focus shifted towards disrupting traditional legal services with online platforms that offered automated solutions for legal tasks. Companies like LegalZoom and Rocket Lawyer emerged, providing consumers with affordable legal document automation and advice.
• 2020s: The COVID-19 pandemic accelerated the adoption of digital tools, including high-fidelity video conferencing and remote work solutions. The legal industry increasingly embraced AI and machine learning for tasks such as document review, contract analysis, and predictive analytics.

How does LegalTech work?
LegalTech solutions range from reviewing contracts and tracking billable hours to automating legal research and implementing smart contracts. These tools use automation and sometimes AI to enhance efficiency and accuracy of legal work.

Key Statistics

1. Adoption Rates:
   • Only 37% of UK law firms currently use legal technology. 60.9% of solicitors plan to use it more frequently in the next five years.
   • A survey of 900 law firms in the UK found that only 37% are currently using legal technology.
2. Investment Growth:
   • LegalTech investment soared from $224 million in 2016 to $1.66 billion in 2018, showing a significant increase in interest and funding.
   • By September 2019, investment in LegalTech reached $1.2 billion.
3. Economic Impact:
   • In 2021, LegalTech’s impact on the global economy was estimated at $127.7 billion, with forecasts suggesting a rise to over $225 billion by 2027.
4. Benefits of LegalTech:
   • LegalTech makes teams more productive (74%).
   • Automates repetitive tasks (54%).
   • Simplifies workflows (49%).

Different type of LegalTechs and what they do

LegalTech Applications: Detailed Breakdown

LegalTech encompasses a wide range of applications, each designed to address specific needs within the legal industry. Here are some of the most common and detailed applications:

Case Management Systems:

• Used by 71% of small firm lawyers to manage cases and client information.
• These systems help lawyers organize and track their cases, manage deadlines, and communicate with clients.
• Examples include Actionstep, Leap, Clio, MyCase, and PracticePanther.
• Key Features: Calendar management, e-sig, task management, billing, document management, and client communication platforms.

Practice Management Systems:

• Provide workflow automation for particular departments within a law firm. For instance, some PMS only focus on property, others only on family or litigation.
• Examples include Rocket Matter, Legl, and Litigate.

Finance & E-billing:

• The most popular legal tech, used by 48% of law firms.
• These tools automate financial operations. They manage invoicing, expense tracking, and trust accounting.
• Commonly used tools include QuickBooks, TimeSolv, and CARET Legal.
• E-billing systems automate the invoicing process, making it easier for law firms to track billable hours and ensure timely payments.
• Benefits: Increases billing accuracy, speeds up the invoicing process, and provides transparency to clients.

Contract Lifecycle Management (CLM):

• Implemented in 44% of law firms.
• CLM technology streamlines the process of drafting, reviewing, and managing contracts, ensuring compliance and reducing risk.
• Key Features: Automated drafting, version control, and compliance monitoring.

Document [Contract] Management :

• Services like Definely, Avvoka, Concord, DocuSign, and Legal Files provided automated legal document creation and automation..
• Document automation tools use templates to generate legal documents quickly and accurately, reducing the need for manual drafting.

Legal Research Tools:

• Used by 67% of lawyers, these tools help legal professionals conduct thorough legal research, find precedents, and stay updated on legal developments.
• Popular Tools: Westlaw, LexisNexis, and Practical Law.

Cybersecurity Tools:

• With increasing cyber threats, law firms are investing more in cybersecurity technology to protect sensitive client information.
• Key Features: Data encryption, intrusion detection, and secure communication platforms.

Predictive Analytics and AI:

• AI tools are used for tasks like document review, contract analysis, and predicting litigation outcomes.
• Predictive analytics helps lawyers anticipate the likely outcomes of cases, improving their strategic decision-making.
• Applications: AI in document review and analysis, litigation prediction, and contract analytics.

Online Dispute Resolution (ODR):

• Technology platforms that facilitate the resolution of disputes online without the need for physical court appearances.
• Benefits: Reduces costs, increases accessibility, and speeds up the resolution process.

E-discovery:

• Tools that help in the discovery process of litigation by automating the identification, collection, and analysis of electronic data.
• Benefits: Increases efficiency, reduces costs, and improves accuracy in handling large volumes of data.

Client Relationship Management (CRM):

• CRM tools help law firms manage their interactions with current and potential clients.
• Key Features: Client communication tracking, relationship management, and marketing automation.

Compliance & Onboarding Systems:

• Streamline how firms conduct compliance and onboard. They range from client portals, automated intake forms, AML tools, Client Risk Assessment and reporting systems.

Key Obstacles in LegalTech

1. High Initial Costs:

– New LegalTech tools can be expensive to start using. Small firms and solo lawyers might find it hard to afford these costs, which include buying software and training staff.

2. Resistance to Change:

– The legal field is slow to change. Many lawyers are afraid to try new technologies because they worry about making mistakes that could cost a lot. It takes time for firms to get comfortable with new tools.

3. Security Concerns:

– With more data being handled online, keeping it safe is a big concern. Legal firms need strong security measures to protect client information, which can be complicated and expensive.

4. Continuous Updates and Training:

– LegalTech tools need regular updates and staff need ongoing training. This can be time-consuming and costly. Keeping up with fast-changing tech can be hard for firms without IT support.

5. Lack of Standardization:

– There are many different LegalTech tools, and they don’t always work well together. This can make it hard for firms to choose the right tools and ensure they work smoothly together.

Key Opportunities in LegalTech

1. Increased Efficiency:

– LegalTech can automate boring and repetitive tasks. This lets lawyers focus on more important work. Tools like document automation and e-billing make work faster and easier.

2. Improved Access to Legal Services:

– Online platforms and automated services make it easier for people to get legal help. They can get advice, draft documents, and solve disputes without needing a lawyer.

3. Enhanced Client Experience:

– LegalTech improves communication and transparency with clients. Tools like client portals and e-billing systems help clients stay updated and access case information easily.

4. Data-Driven Insights:

– Predictive analytics and AI tools analyze data to help lawyers make better decisions. They can predict case outcomes or find important documents very quickly.

5. Scalability and Flexibility:

– Cloud-based LegalTech solutions can grow with a firm’s needs. They allow firms to scale up operations without big investments in physical infrastructure, making it easier to handle changes in workload.

GTM Strategy

What is GTM Strategy?

Go-to-Market (GTM) is a dynamic framework for introducing your business offering to the target market, continuously adapting to customer feedback and market conditions to maximise revenue and loyalty.

LegalTech GTM Strategy in 8 Simple Steps

1) Identify the problem

Start by defining the problem your product addresses, focusing specifically on the unique challenges faced by your target customers; legal firms, accountants, banks, or whomever they may be. Be very exact about the workflow, department and usecase of your product.

In identifying your problem, you should also demonstrate knowledge and understanding of your target market. You need to know the intricacies of how your customers work, why this problem exists and persists. Why nobody has done anything about it and the operational inefficiencies that your product aims to solve and be part of.

• What is the problem
  • Clearly define the problem, emphasising its origins, relevance and impact on your target market.
  • Demonstrate clear understanding of why the problem exists.
  • Why does this problem persist in the market and why are existing solutions are inadequate?
• Measuring the size of the problem
  • Provide statistics or metrics to quantify the problem’s size and the impact on potential clients.
• How important and urgent is this problem for your customers?
  • Highlight the urgency and importance of solving this problem for your customer

2) Define The Solution

Articulate how your product or service uniquely solves the identified problems. Highlight the technological innovations, superior service offerings, or cost efficiencies that set your solution apart from existing alternatives.

• How are you solving this problem?
  • Describe how your LegalTech directly solves the problem you showcased
  • What are your key offerings that solves this problem?
• Competitive Positioning
  • What makes what your product does unique? Aka, why you.
    • Highlight your unique capabilities and industry expertise, demonstrating competitive superiority.
    • What makes your solution unique and superior to competitors
• Key Offering
  • List the primary features or services of your solution that directly address the client’s needs.
  • Which of the above is unique to your offering?
• Unique Selling Proposition (USP)
  • Provide 3 main USPs (e.g., product influence, feature, benefits, faster implementation, better ROI, superior technology).

Here is a basic template for answering the above:

• The customer we serve is …. (who)
• The situation is … (why)
• The problem we solve is… (what)
• We solve this problem by…. (how)

3. Target Market

Define your target market with precision, focusing on specifics and detail.

Good practice:

• What market(s) are you going after? and why? Be very specific here
  • “Professional services” – is not good enough ❌
  • “law firms from 20 to 100 employees”- is better 👍
  • “Law firms specialising in b2b work (tax and M&A), ranging from 20 to 100 employees, in London with high buying intent” – is perfect and achievable ✅
• Market Size and Potential
  • Analyse and define the total addressable market and the ICPs within that.
  • How many law firms in the exact size, specialism and category exist in your target geography?
  • Can your product go after more types of firms?
• Market Segmentation
  • Identify and describe the specific market segments you are targeting, using detailed criteria (e.g., industry, size, region).
  • Do you have enough firms to go after to make this viable?
• Identifying ICPs
  • Create detailed ICP profiles. Define and understand their workflows, techs they use, purpose of their work, KPIs and pain points!
• Buyer Behavior
  • Outline the typical purchasing processes within these segments, including key decision-makers, technical buyers and budget cycles.
• Segment Attractiveness
  • What about this segment makes it attractive to target?
  • How much do you think they’ll pay for a solution like yours? What is this based on?
  • Consider the potential profitability and longevity of these segments, including customer acquisition costs, average contract values, sales cycles and expected lifetime value

Fully define your buyer:

• Your ICPs within those segments/markets:
  • Who exactly are you targeting in these firms?
    • What messaging resonates most for them?
  • What role do they play in your deals? Economic Buyer? Technical Buyer?
  • Do you understand their jobs? pain points? procurement strategies? KPIs?
  • How many of these profiles have you spoke to? What traction are you getting when you speak with them?
  • Does your ICP want a solution like yours?
• How deep and extensive is your ICP profiles?
  • Do you understand age ranges, communication styles, cultural differences, type of content they consume, the sort of things they follow on socials?
• Are all teams aligned on who your ICPs are and why?
• How are your ICPs using the product? Is it the same as what you intended?

Think about the following:

• Which segment produces the best ROI with the lowest CAC?
  • Is the segment large enough to produce yields that align with rev goals?
    • You don’t want to run out of new law firms to contact after the first year. There’s only 500 in the mid market and enterprise.
• If going for the mid market, why? Is this an abandoned market? Other segments saturated?
• Do these segments have an urgent and important problem that your product solves?
  • Does the mid market have a bigger, more urgent problem with the thing you are solving?
  • Does this help you with your close rates? Lead gen? etc?
  • Does your pricing and sales process reflect your target market?
    • For example, it wouldn’t make sense to have an outbound approach to target start-ups aiming for $4k contracts.
    • It also wouldn’t make sense to use marketing to snatch up enterprise accounts.

4. Competitor Landscape (key differentiator)

Perform a detailed SWOT analysis of your competitors to understand your market position. Identify any underserved niches, such as specific compliance issues in cross-border transactions that your product addresses more effectively.

• Regularly speak to partners and interview candidates to find out what’s happening inside of your competitor’s business.
• Build a knowledge base of their pricing thro asking customers and partners.
• Find the white space that you compete on. What sets you apart from rest?
• Where and how do you win? Strategy? Product? Marketing? Pricing? Geographies? Partnerships?
• When facing competition in deals, product aside, why would the customer choose you?
• Identify opportunities where your solution can excel and threats that you need to mitigate.
• In what ways does your product, pricing or commercial strategy offer you a competitive advantage?

5. Pricing Strategy

Develop a pricing strategy that reflects the value your solution provides and the expectations of your target market. It should be easy to understand, competitive, and flexible enough to accommodate different sizes and types of clients.

• Pricing Model:
  • Detail your pricing structure and the rationale behind it. Considering the value provided and market standards.
• Customer Feedback:
  • What have you heard from customers on ideal pricing structures?
  • Have you had feedback on your pricing yet? If so, what is the consensus?
• Competitive Pricing Analysis:
  • What is the pricing structure of your top competitor and in what are you competing against this?
• Segment-Specific Pricing:
  • Have you created pricing strategies for different customer segments?
    • If not, then map out a few different customer profiles and apply a set of pricing to assess suitability

6. Commercial (GTM) Strategy

Detail your approach to reach and convert your target audience. This includes how many opportunities you need to generate to meet revenue targets. What unique strategies you will use compared to competitors. Remember to integrate marketing, sales, and partnerships strategies into one greater overall strategy.

• Goals and objectives
  • Define your financial objectives, including revenue targets and key success metrics. These have to be based on realistic numbers tied into your market research
  • Having a clear vision or outcome in mind, and then work backwards on the strategy it takes to get you there
• Market Entry Plan:
  • How are you planning on launching your product?
  • What is your commercial team set up?
  • What is your route to market?
  • In what way, does your strategy offer you a unique and competitive advantage?
• Lead Generation:
  • What is your strategy for lead generation?
  • How many leads do you need to reach your goals?
• Commercial Team Alignment (CTA):
  • Ensure that sales and marketing strategies are fully defined, integrated and aligned with the GTM Strategy
  • What measures will be in place to ensure alignment and effective internal communication?

7. Execution

Implement your strategy by setting clear objectives. Also, set key performance indicators (KPIs) for all departments. Ensure all teams are aligned with the GTM strategy, from marketing and sales to customer support. Employ digital assets, workflows, and advanced technologies to streamline processes and improve efficiency.

• Strategic Goals:
  • Set clear, actionable goals for each department involved in the GTM strategy.
  • Set up a cross departmental project management tool for teams to collaborate on projects
• Resource Allocation:
  • Detail the resources (hires, techs, outsourcers) required to execute the strategy effectively.
• Collaborative Efforts:
  • Highlight the importance of interdepartmental collaboration to enhance execution efficiency.
  • Provide cross departmental training to all staff; I.e, sales people learning about marketing and vice versa.
• Timeline Management
  • Ensure everyone is aware of the GTM Strategy and their part in this journey.

8. Monitoring and Iteration

Establish a system for consistent reporting and communication within and across teams. Use data collected from sales, marketing, and customer feedback to refine your strategies. Ensure that your business remains agile, adapting to changes in market conditions and customer needs.

• Performance Monitoring
  • Establish metrics and benchmarks for ongoing assessment of the GTM strategy’s performance.
  • Fostering a culture of honesty and accountability for this to work effectively.
• Feedback Mechanisms
  • Implement systems to gather continuous feedback from customers and internal teams.
• Adaptation Strategies
  • Conduct quarterly assessment of the GTM Strategy to find opportunity gaps or room for improvement
• Reporting and Communication
  • Ensure regular reporting and communication within the team to keep everyone aligned and informed.

Your GTM strategy isn’t a one-and-done deal. It’s a living document that evolves with your business. Monitor your KPIs religiously. Are you hitting your targets? If not, why not? Data doesn’t lie – use it to identify bottlenecks, inefficiencies, and opportunities for improvement.