New marketing course shows attorneys how to dramatically increase their income

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The Attorney Marketing Center has released The Attorney Marketing Formula, a new course for attorneys who want to increase their income but don’t have a lot of time for marketing.

The course is based on the work of attorney David M. Ward, founder of The Attorney Marketing Center. “Every day I talk to attorneys who could dramatically increase their income by leveraging their existing talents, assets, contacts, and opportunities. This course shows them what to do and how to do it.”

More and more attorneys have realized that marketing is essential to their success. Unfortunately, their efforts often produce poor results. Ward says one reason is that they are using tactics without mastering the strategies that make them work. “It doesn’t matter which techniques you use–networking, social media, blogging, advertising–without the right strategies, you’re not going to get optimal results. The good news is that with the right strategies, almost any technique will work.”

The course presents strategies in six key areas: focus, value, trust, money, people, and time. “Implement one strategy,” Ward says, “and you’ll increase your income. Implement all six and the results will be staggering.”

Busy attorneys will be glad to know that marketing doesn’t have to take a lot of time. Significant progress can be made in just 15 minutes a day. “If you’re doing the right things and doing them consistently, you can build a big practice without working harder. “Using the strategies in this course,” Ward says,” I was able to quadruple my income and cut my work week from six days to three.”

The course brings everything together in a bonus module that helps attorneys create an effective marketing plan.

The Attorney Marketing Formula is $79. For a limited time, it is available at the introductory price of $59.

For additional information, visit The Attorney Marketing Formula.

David M. Ward practiced law for more than twenty years. He is the author of several marketing programs for attorneys. His blog, The Attorney Marketing Center, provides free tips and resources for attorneys who want to earn more and work less.

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How to grow your law practice by establishing routines

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Lifehack has a post today on improving productivity by turning important tasks into routines. The idea is that you are more likely to do something when it’s part of a regular routine, just like you do, for example, every morning when you get ready for work.

How might this be applied to marketing?

We know it’s important to regularly reach out to clients and former clients, via email, regular mail, phone (and possibly, social media). The return on your investment of time, in terms of repeat business and referrals, is tremendous. A few minutes a day spent connecting like this could bring you thousands of dollars in additional revenue every month.

Arguably, there is nothing more important to the growth of your practice.

It’s important, you know it’s important, you WANT to do it, but somehow, you’re not doing it. Life keeps getting in the way.

What if you established a new routine whereby every day at lunchtime, before you eat or before you leave for a lunch meeting, you take ten minutes to connect? You send out ten emails, make three phone calls, or write and mail a handwritten note.

Easy stuff. And because it’s your part of your daily routine, you do it.

At first, you schedule this ten minutes on your calendar. You see it there every day, reminding you to take action. You have an app send you an alarm. Later, when you’ve been doing it for a month or three, when it has become a habit, you won’t need to be reminded. It’s as much a part of lunchtime as eating.

Make a list of marketing activities you do, or know you need to do. Look for ways to make them routine.

Marketing is easy. The hardest part is remembering to do it.

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Why you need to get rid of all of your clients and start over

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You need to get rid of all of your clients. No, not literally. Emotionally.

What I mean is that you need to detach from the need for your clients to be something they aren’t.

You can’t make your clients appreciate you if they don’t. Let them go. Mentally release them and your need to change them.

You can’t change the complainers, the price shoppers, and the trouble makers into model clients. Let them go.

You can’t change your clients. All you can do is. . . change your clients.

Let go of the wrong ones to make room for the right ones. The clients who value what you do for them, and tell you so. The clients who follow your advice, pay your bill, and re-tweet your brilliance. The clients who come back to you again and again and refer others, again and again.

You know the kinds of clients I’m talking about. The ones you’d like to clone.

Let go of all of your clients to make room for the right clients, the best clients, the clients that make everything you do worth doing.

They are out there and they will find you. But only if you make room.

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The easiest way to increase law firm profits

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In medicine, The Hippocratic Oath includes the Latin phrase, Primum non nocere, meaning, “First, do no harm.” Attorneys need a similar pledge, not just to protect our clients, but to protect our bottom line.

According to a study from The George Washington University (ppt–not worth downloading, IMHO), the cost of a dissatisfied customer is staggering:

  • The average business does not hear from 96% of unhappy customers
  • For every complaint received, there are 24 people with unvoiced problems; six are serious
  • 90% who are dissatisfied with the service won’t return
  • The average customer with a complaint will tell 9-10 people; 13% will tell more than 20 people

Other studies confirm numbers like these. The bottom line: losing one client could cost you a lot more than you earn from one new client.

Therefore, the easiest (and smartest) way to increase your profits is to stop losing clients.

There is some good news from the study:

  • Of those who complain, 50-70% will do business with you again if the complaint is resolved. 95% will return if it is resolved quickly

Therefore, you must encourage your clients to let you know when they aren’t happy so you can fix the problem quickly and can take steps to make sure the problem won’t occur with other clients.

Remember, most unhappy clients don’t complain. They just leave–and tell others that you are a Bozo.

Here’s how you can solicit this extremely valuable feedback from your clients:

  • Include feedback forms in your “New Client Kit”
  • Post surveys on your web site
  • Tell clients (repeatedly) that if they ever have an issue of any kind, you want them to call you personally (and give them your cell phone number or direct line)
  • Put a “Suggestion Box” link on your web site. Allow people to contribute (or complain) anonymously. Promote this box via your newsletter and blog
  • Put stories in your newsletter about suggestions you received and implemented.
  • Interview clients at the end of the case. Ask them, (1) What did we do well? and (2) What could we do better?
  • Thank everyone for their ideas and feedback, publicly if possible

In other words, if you want feedback, create an environment where feedback is encouraged, appreciated, and most of all, acted upon.

Often, perhaps most of the time, unhappy clients aren’t unhappy because the attorney did something wrong, they are unhappy because of poor communication:

  • Something wasn’t explained properly.
  • The attorney didn’t keep the client informed.
  • The client’s phone calls weren’t returned.

If you ever drop the ball in any of these areas, don’t worry, these are easy to fix. If any of your clients were unhappy with their previous attorney for any of these reasons, celebrate. This is a tremendous opportunity for you to convert them into raving fans.

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Take inventory of your marketing to save time, save money, and improve results

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Taking inventory of your marketing can help you gain clarity about where you are and make it easier to get to where you want to go.

Here’s how to do it:

Pick a period of time in the past. Six or 12 months will do. Write down how many new clients you took in during that period, who they are, and the amount of income those clients have or will generate for you.

So far, so good.

Next, look at the names of each of those new clients and write down where they came from. You need to know whether they were referrals (including self-referrals, aka repeat clients), or they came from some other source.

You can break this down any way that makes sense for your practice, but I suggest something like the following:

  1. Referrals from clients (including self-referrals)
  2. Referrals from professionals, others; networking
  3. Online (Blogging, SEO, social media, webinars, articles, etc.)
  4. Paid advertising (PPC, direct mail, display, radio, directory, ezine, banners, self-hosted seminars, etc.; if you do a lot of adverting, you should break this up into different categories)
  5. Other (Public speaking, publicity, writing (i.e., trade pubs), etc.)

Okay, now you know where the business is coming from. What now?

Here are my thoughts on how you can use this information:

  • Most of your clients should come from referrals. If they don’t, ask yourself why and what you can do about it
  • If you’re not getting business from some of your marketing activities, or they are too expensive relative to the business they bring you, consider eliminating those activities.  For example, if blogging and social media take up a lot of your time but you’re not getting the clients from it, why do it? Use that time for something that is producing.
  • There will be some cross-over or ambiguities. For example, blogging may not be producing a lot of traffic, inquiries, and new clients for you but it still has value as authoritative content you can show to prospects who come to you via referrals, or to add value for your clients.
  • If something is working for you, do more of it. You can find more time for networking, for example, by reducing or eliminating some or all of the time you spend on (whatever is not working). If advertising in trade publications regularly brings in new clients, increase your media buys in trade publications.
  • Before you cut anything, consider the “back end”. For example, you may be breaking even on advertising (or even losing money) but if you are able to get referrals from the new clients that are produced by that advertising, you’re still earning a profit.
  • If you aren’t in the habit of recording where your clients come from, you need to start. Instruct whoever answers the phone to ask everyone, “Where did you hear about us?” and add a line to your new client intake form.
  • Track these numbers going forward so that you can periodically take inventory and see where you are.

A friend of mine says, “You have to inspect what you expect”. He also says, “You have to slow down to speed up.” Take his advice. Once or twice a year, shut off the phones and email and take inventory. It will help you save time, save money, and improve your results.

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Why you should consider increasing your legal fees

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Times are tough. Clients are having trouble paying their attorneys. And that’s exactly why you should consider increasing your fees.

When times are tough for your clients, you also feel the pinch. But your overhead keeps increasing, doesn’t it? At some point, some of the services you offer will no longer be profitable. “We lose money on every client but we make it up in volume,” is an old joke. But some attorneys don’t understand, the joke is on them.

What would happen if you raised the price on those services? You may lose a percentage of your clients, but the increased revenue from your remaining clients would provide a profit on every “sale”. And if you lose more clients than you expect, you will have more time to do more (higher paying) work for other clients.

True, you may not have other clients to fill the gap right now, but you will have more free time for marketing so you can bring in new clients, something you may not have time to do right now.

And you may find that you don’t lose many clients when you increase fees. Prices for everything are going up these days, so to some extent, your clients expect you to follow suit.

When an airplane loses cabin pressure we’re told to put the oxygen mask on our mouth first. Once we’re out of trouble, we can help the people next to us. It’s the same thing in a law practice. If your practice is in trouble, you won’t be around long to help your clients with their troubles.

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Could you charge more for your legal services? Here’s how to find out

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Could you charge higher fees for your legal services than you charge right now?

What if you could get paid one-third more than you now get without losing any business. Wouldn’t that be cool? Or, maybe you might lose some business but increase your net income because of the higher fees you are paid from everyone else. Also cool.

Most attorneys set their fees by looking at what other attorneys in their market charge. They don’t want to charge a lot more or a lot less so they play it safe. But some attorneys do ask for more and they get it.

True, these higher paid attorneys may have more experience or a higher-profile reputation. They might offer more value to their clients. Perhaps they are better “sales people” or have more chutzpah. Maybe they took a chance when quoting fees and got lucky.

The point is that some attorneys get paid more than other attorneys for doing essentially the same work. What if you could, too?

There is a way to find out if you could charge more. No, not by asking your clients or prospects if they would be willing to pay more. They have a certain, um, bias, don’t you think? No, if you want to find out if people are willing to pay more you have to charge more, and see if they pay it.

But hold on. Don’t raise your fees across the board just yet. That’s too risky. You don’t know if this will be successful. What if you ask for too much and lose too many clients? Not good. Conversely, what if you don’t ask for enough? Your clients may pay ten percent more without flinching, but how do you know they wouldn’t have paid twenty percent more?

The answer is to test higher fees with small groups of clients and/or prospects and measure the results.

Pay-per-click advertising is a great way to do “split testing”. Basically, you quote one fee to the first inquiry and a higher fee to the second. You alternate quotes until you have a meaningful sample of responses and clients. With enough responses, you’ll be able to see which fee is producing (a) the most clients, and (b) the highest income.

Pay-per-click advertising has become extremely expensive and you might not want to use it as an ongoing marketing tool. But for short term testing purposes, wouldn’t it be worth it to find out conclusively that you could safely charge a lot more than you do now?

If your practice isn’t amenable to advertising, there are other ways to test fees with smaller groups of prospects. If you do seminars, for example, you could quote every other attendee a different fee. Or quote different fees at every other seminar.

The results of price testing are often surprising. You would think that charging higher fees would decrease the number of sales (clients) but that is not always the case. Sometimes you sell just as many at the higher price. And sometimes, believe it or not, you sell more at the higher price.

But you’ll never know unless you test.

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Seth Godin’s latest example of bad advice

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I often comment on other blogger’s posts. I take their ideas, add my two cents, and re-frame their generic information so it is appropriate for attorneys. I think writing teachers refer to this as, “compare and contrast.” It’s an easy way to create interesting, timely, and relevant content.

But while “comparing and contrasting” might make for an interesting post, there’s nothing better than writing a post where you completely disagree with someone, especially when that someone is a respected and well known expert. Such was the case with a recent post by marketing expert extraordinaire, Seth Godin, with which I completely disagreed.

Oops, Seth did it again.

Seth’s new post is about “sampling,” offering free samples to prospective customers to get them to try your product. In the food market, shoppers are offered a taste on a cracker, for example. If they like it, they buy the product.

Seth says it’s a bad idea. A waste of money.

Au contraire, mon frère

Sampling works. Yes, you wind up giving free samples “to people who have no intention to buy,” as Seth points out, but you sell far more than you give away.

Seth claims merchants look at sampling as a cost of doing business, like overhead. Not true. It’s an investment. Done right, it earns the merchant a big return on that investment.

Spend X dollars giving away free samples. Take in Y dollars in resulting product sales. The difference is profit.

You spend money to make money. It’s how business works.

And let’s not forget that once you try a new product and like it, you might then purchase that product every week for years to come.

Or, you might not buy the product being sampled but you might like the cracker it was served on and buy that. You might see something on the shelf you had not noticed before because you usually don’t stop in that part of the store and buy that. Or maybe it’s as simple as coming back to shop at that particular store because you like the free samples and the store down the street doesn’t offer them.

Look, the retail industry tracks everything: every product, every price point, every penny earned as a result of a sale or promotion.

If sampling didn’t work, trust me, they wouldn’t do it.

Well guess what? Sampling works for attorneys, too. When attorneys invest an hour in a free consultation, they usually get the client to sign up. (If you’re not, we need to talk). Those consultations don’t cost you, they pay you, by bringing you more clients, some of whom come back again and again and refer others.

Give prospects a sample of what you sell and they will buy more of what you sell.

Not only is there a mountain of empiracal evidence to support this, it’s also been documented by psychologists. It’s called “the law of reciprocity” which says that when you give something to someone, they are psychologically compelled to reciprocate.

The more you give away, the more you get in return.

For the record, there are other ways attorneys can offer samples besides a free consultation. You can give away the service itself, a free will for example, knowing that in doing so, you’ll sign up many of those clients for living trusts or other services.

Of course marketing is both art and science. You have to know what to give away, and to whom. You have to keep track of your results so you know what works best. You don’t want to give away more than you need to get the client, but you don’t want to give away less than you need and not get them at all.

Sampling isn’t something an attorney must do. But clearly, it works. If you don’t want to give away consultations or services, you can give away digital products–reports, ebooks, audios, and so on–to provide prospective clients with a sample of your knowledge and expertise. Seth thinks this is a good idea and does this himself to promote his products. Digital products are good to sample, he says, “. . .because more free samples cost you nothing.”

Oh, now I get it. Seth does know that sampling works. He’s just cheap.

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Marketing legal services like Starbucks or Amazon

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Whether expressly forbidden by ethical rules or just inappropriate for a professional practice, attorneys can’t do many of the things a retailer can do to bring in business.

Like have a sale or special promotion. Or an army of affiliates.

But don’t you sometimes wish you could?

Actually, there is a way. All you need to do is create a product you can sell to the people in your target market.

A book or audio course. A set of forms or checklists. A do-it-yourself kit.

Take your expertise and turn it into a product. Not only can it bring you more clients, it can become an additional source of income.

You have a body of knowledge that people are willing to pay for, don’t you? Your expertise is valuable. Take a portion of that knowledge and “product-ize” it.

It could be a $5 ebook or a $5,000 8-week seminar. It doesn’t matter. Anything you can offer to the market place will do. Promote that, not your services, and watch your traffic and leads grow.

Now before you say, “it won’t work for my practice,” (you were going to say that, weren’t you?) go to your closet, get out your thinking cap, and put it on your head.

What’s that? You don’t have a thinking cap? No problem. I can get you one wholesale. Just need to find my affiliate link. . .

If you have trouble creating something your prospective clients would buy, find something that’s already available and sell that. Someone else’s book perhaps (e.g., an expert in a related field, a consumer advocate), or even a product.

You could even sell t-shirts if you wanted to. The trick is to tie it to a cause. Find something you’re passionate about (literacy, rain forests, cure for cancer) and donate the proceeds to an appropriate charity. They get the money, you get the customer list.

Anyway, don’t be so quick to dismiss the idea. If you can make it work, it would open up all kinds of marketing possibilities.

Yes, check with your bar association to make sure. We know how fussy they can be. They may claim that because the purpose of selling your book or widget is to bring in clients, the same ethical restrictions apply. Argue it, if you can. Find a way around it.

And stay tuned. Next week, I’m having a sale on thinking caps. You’ll want to stock up.

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Why the average law firm doesn’t grow

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Over the last couple of posts I talked about legal fees. The average lawyer is paid average fees and they will continue to be paid average fees as long as they don’t do anything to distinguish themselves from other lawyers.

Similarly, the average law firm doesn’t grow. They have approximately the same number of clients today as they had six months ago. Six months from now that number will be approximately the same.

They may see spikes in new business, a rapid influx of new clients here and there, but in the growth department, most law firms aren’t seeing large and steady increases in clients or revenue.

But some firms do see that kind of growth. Every month they see more clients and higher revenue than the previous month. They aren’t churning, they are growing.

What do these lawyers do that average lawyers don’t do?

They provide exceptional service.

When you provide average service, nobody cares. “Yeah, my lawyer was okay–he did the job I paid him for. . .”. Yawn.

When you do more, when you provide clients with exceptional service that surprises and delights them, they’re going to talk about you. “Wow, if you’re looking for an attorney you should definitely call mine. She is absolutely amazing!”

Lawyers who are growing give people something to talk about. They provide exceptional service that makes clients feel that they got more than they paid for. These clients will not only recommend those attorneys, they will often go out of their way to do so.

They’ll talk about them to anyone who will listen. They’ll keep their eyes and ears open, looking for people who need them. They’ll recommend them, send traffic to their web site, and invite people to their next event.

The law of reciprocity says so.

When you give something to someone, there is a psychological compulsion to reciprocate. Give them what they paid for, it’s a fair exchange. Give them more than what they paid for or expected and they will return the favor.

If you want to charge higher fees than other lawyers, or you want to bring in more clients and see your firm grow, it all comes down to service. Average service, average fees and (lack of) growth. Exceptional service, higher fees and steady growth.

Fortunately, since the average attorney provides average service, it doesn’t take much to stand out. A little creativity and effort on your part and you’ll be the one people are talking about.

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